A TRACK RECORD OF CLIENT SUCCESS

In 2022, Private Equity acquired a stake in this agency with a goal to rapidly build a scalable industry-specialized agency. Initially the focus was on implementing industry best practices and technology to increase operational efficiencies and project throughput, as well as gain access to financial and operational data to improve decision making. Secondarily, the goal was to identify, acquire and quickly integrate a synergistic agency to drive growth through additional capabilities and cross-sell of services.

In 2021, Leadership was tasked with acquiring and integrating an external agency with their existing In-House Agency to improve quality of work, provide strategic guidance, as well as improve resourcing, throughput and profitability. Leadership’s goal was to leverage the best of both agencies to create a new stronger, faster and more scalable agency to service both internal and external clients.

In 2020, Leadership was exploring the requirements for modernizing their financial and operational model in an effort to increase their organizational agility, operational resilience and prepare for the future. Organizationally, they were struggling with a blended account manager/project manager/producer generalist role that was impacting quality of work and client profitability. Additionally, leadership was struggling with non-integrated technologies leading to data silos and a lack of actionable data to improve strategic decision making.

In 2018, Leadership was struggling to gain the value from the agency management system of record that had been deployed a year prior. They quickly realized that to gain the value and reporting from the agency management system of record it was crucial for them to modernize their workflows, org structure and operational model, as well as implement industry best practices.

In 2016, the organization was leveraging seven different systems (across three entities) that included Great Plains, SharePoint and Harvest, among others. This was leading to duplication of effort, loss of efficiencies and negatively impacting culture. Leadership made the decision to adopt an integrated platform to centralize critical project data, improve operational efficiencies, align teams and provide actionable insight to make data informed decisions.

In 2015, the agency adopted a new agency management system of record (ERP) to improve operational efficiencies, project throughput and gain access to metrics to drive decision-making. Since adoption, the agency faced a myriad of challenges related to Best Practices, roles + responsibilities, time tracking and a lack of clean financial + operational data to drive their metrics. The entire organization was dissatisfied and inoculated to the tool, and were looking to transition to a new platform.

In 2014, after experiencing several years of explosive growth, senior leadership determined that the project and accounting systems of record were no longer capable of keeping pace with their growth.

In 2012, senior leadership was tasked with an agency wide process improvement initiative, which included the rollout of a project management discipline and adopting an agency management system of record (ERP). The organization was facing systemic challenges with duplication of effort, non-uniform workflows and misalignment of roles and responsibilities. Challenges with resourcing were impacting utilization and agency profitability.

In 2011, Leadership adopted Workamajig to improve operational efficiencies (throughput) and gain access to metrics to drive decision making. Since adoption, the agency faced challenges exacerbated by high-growth, that included AM/PM misalignment, defining their Agency of Record (AOR) workflows, utilization + realization reporting, forecasting, schedule management and manual resourcing.