Designing a system that lets creativity thrive.
As E.ON Next’s in-house agency rapidly scaled, so did our creative volume, stakeholder complexity, and the pressure to deliver at pace. To support consistent, high-quality output, I led the transformation of our creative operations, building the workflow, governance, and tooling needed to empower the team while giving the business confidence in our ability to deliver.
This wasn’t just about process, it was about building a sustainable creative system that could flex and evolve with the business.
Not just workflow. Creative infrastructure.
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Designed and implemented a full end-to-end creative workflow using Asana, tailored for multi-squad delivery and high-volume work
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Introduced Frontify as our central brand governance tool, covering tone of voice, templates, campaign systems and motion
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Standardised briefing, prioritisation, and sign-off processes across design, copy, animation and production
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Developed adaptive delivery models, including short-term workflows and squad resourcing to flex with business needs and manage surges in demand
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Embedded operational practices through team training, stakeholder onboarding, and cross-functional collaboration
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Established reporting mechanisms to track creative volume, workflow performance and resource allocation, giving the business visibility, and helping shape more informed planning and prioritisation
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Next steps: Introducing AI-powered tooling (already in place) and creative automation to enable more autonomy for peripheral teams, helping them move faster while ensuring consistency through robust brand governance and well-maintained design systems
Turning process into a platform for creativity
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Built workflow principles that balanced agility and clarity, ensuring our creatives had time to think and space to execute
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Reframed “process” as a foundation for quality and autonomy, not a blocker to speed or imagination
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Created visibility and trust between creative and commercial teams, improving planning, feedback and outcomes
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Developed bespoke short-term workflows and resource models to meet shifting business priorities, including urgent campaigns, fast-turn tactical asks, and moments of strategic pivot
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Provided dedicated creative squads or individuals to support specific high-pressure moments without derailing core delivery
How we made it work.
This transformation wasn’t about imposing structure, it was about designing systems that worked with our people. I focused on creating clarity without bureaucracy, embedding rituals that supported collaboration, and ensuring we could flex when the business needed us most. I partnered closely with stakeholders to design briefing and intake processes, and I led training across the team to make our ways of working feel human, not corporate.
Significant increase in creative volume delivered in-house.
The team scaled from supporting BAU and a sigle product to producing a high volume of fully integrated campaigns for multiple products and propositions — including brand, purpose, CX, solutions, growth and innovation and tactical work — delivered by the in-house agency with ad-hoc support of external agency. To-date we've seen a YOY increase of 33, with 407 requests at the end of June 2025.
Successfully managed up to 6 major campaigns and business initiatives in parallel.
Through a flexible, multi-squad structure and adaptive workflows, the team delivered overlapping campaign and iniative workstreams without compromising on quality or timelines.
Improved cross-functional visibility and delivery confidence.
With clearer planning tools, shared workflow platforms, and defined creative rhythms, internal stakeholders gained more trust in the team’s ability to deliver — and greater visibility into progress, blockers, and priorities.