Case studies
A ten-person Leeds digital agency was losing money before it ever won the work. Its pitch process was slow and unprofitable, and delivery ran across as many as fifteen disconnected systems with no dedicated project manager. I ran confidential one-to-ones, reviewed pitches won and lost, and tracked a project from win to close, then coached the team through a rebuild of both halves. The time spent on proposals and tenders was cut by 50%.
A ten-person Leeds digital agency asked me to review how it ran proposals and projects. The owner could already see the symptoms: a project management process that was long, error-prone and unprofitable, teams using different tools that did not talk to each other, pitch conversion lower than it should have been, and a nagging worry about the brand.
Different types of work, web development, marketing communications and acquisitions, each ran on their own separate systems, and none of it joined up.
I started the way I always do, with confidential conversations. Long discussions with the owner, then honest one-to-ones with each team leader, so I could see the real workflow and the competing priorities rather than the official version. Then I followed the evidence, reviewing pitches that had been won and lost to judge the whole process, and tracking a single project from win to close to find where the process and the tools pulled apart.
What surfaced was telling. On the proposal side, briefs were not being properly interrogated for the client's real objective, pitches had no clear owner, and the preparation routinely cost more than the project was worth. The pitch itself ran off manual spreadsheets and long, tired presentations with "standard" pages nobody had looked at in months. Pricing was set without talking to the teams who would deliver, and the objectives on paper did not line up with the client's actual targets.
Delivery was worse. Up to fifteen different systems in use, clients buried in documentation at launch, quality assurance that had tipped into overkill, timings that ignored the resource actually available, and no dedicated project manager, just junior staff trying to keep an eye on things.
From there I built a phased plan to fix both halves. On proposals, a structured way to manage each opportunity, clearer ownership and real team input on pricing, leaner pitch templates, and a proper look at how and where they pitched, in person and remotely. On delivery, streamlined documentation, a clear project structure for the team and the client, and a hard cull of the tool sprawl down to a defined set with a job each. I ran a skills audit alongside it, trained the team where I could, and flagged honestly where they needed to hire rather than stretch.
The time spent on proposals and tenders was cut by half.
That alone changes the economics of a small agency, because the hours poured into losing pitches are the hours that never get billed. Better project management lifted the agency's overall capacity, the tighter delivery brought more repeat business and referrals, and rationalising the tools took real cost out of the operation.
Agencies tend to obsess over winning the work and neglect the machinery that decides whether the work makes any money. The waste hides in the pitch and the process, not the creative. Tighten how you propose and how you deliver, cut the tool sprawl, and put a real structure around both, and you free the one thing a small agency never has enough of, which is capacity. That is what turns a busy agency into a profitable one.
The review behind this is get-gain-grow. On where the pitch money goes, see the hidden cost in your agency's pitch process.
One tool at a time, each defensible on its own. Web development, marketing communications and acquisitions each ran on their own separate systems, so nothing joined up and the cost was invisible until someone added it together. The fix was a hard cull to a defined set with a job each.
Because the hours poured into pitches you lose are hours nobody pays for. Halving the time spent on proposals and tenders hands that capacity straight back, and it is capacity a ten-person agency can use immediately.
Both, and the honest answer matters. I ran a skills audit, trained the team where training would close the gap, and said plainly where they needed to hire rather than stretch people into work they were not set up to do.
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