THE CHALLENGE
They asked for a sharper creative brief.
The real question was who does the work once creative tech moves in.
An integrated brand experience programme across four markets had stalled. The client read it as a creative problem : the briefs weren’t sharp enough, so the work wasn’t landing. Fix the brief, fix the work.
THE GROUNDWORK
A three-month audit across all four markets found 20+ tools that didn’t talk to each other, overlapping roles, no shared KPIs, and manual overrides holding it all together.
GLOBAL BEVERAGE BRAND
Built for the future it was planned in, and still the region’s backbone.
THE TURNING POINT
The bottleneck wasn’t creative talent. Nobody knew whose job was whose, and creative tech was about to move the lines again.
Dynamic creative optimisation automates versions of an ad: does that sit with creative or media, and how much creative judgement does it still need? Every market answered differently. Redrawing today’s org chart would break the moment the technology moved.
Creative · Media · Social: whose job is dynamic creative optimization?
THE APPROACH
THE IDEA
Agree on the future before redesigning the team.
WHAT WE BUILT
An operating model built for the future it was planned in.
THE RESULTS
AGAINST THE OBJECTIVE
Replace a tactical creative brief with an operating model that could scale across Malaysia, Singapore, Vietnam and Thailand.
Built for the future it was planned in, the model is still the region’s operating backbone, with long-term budget and board-level trust.
Role: experience strategist and systems designer.