Context:

The typical lifecycle of a project, from initiation to launch, was approximately one month.
While this pace had become accepted, it increasingly failed to meet client expectations.

Projects slowed due to:

• Unclear decision ownership across teams
• Multiple handoffs between departments
• Over-engineered process steps that added little value

The result was predictable: longer timelines, slower feedback, and declining customer satisfaction.

Constraints:

• No reduction in quality standards
• Multiple departments involved (Copy, Account, Art, Development)
• Client approvals built into the critical path
• No increase in team capacity
• Existing process widely considered “standard”

This was not a speed problem that could be solved by working faster.
It was a flow and decision problem.

Leadership Focus:

Execution Rhythm & Cross-Functional Alignment

• Clarifying who owned decisions at each stage
• Reducing handoff friction between teams
• Tightening feedback loops without increasing meetings

What Changed:

The full project lifecycle was reviewed end-to-end

The existing process was reviewed with managers from all involved departments:
Copywriters, Account, Art, and Development.

• Each step was examined for purpose and value
• Dependencies and wait times were made visible
• Decision points were clearly identified

This exposed where time was being lost, not through execution, but through waiting.

Unnecessary steps were removed

Several steps in the project roadmap existed for historical reasons rather than real need.

• Redundant reviews were eliminated
• Sequential approvals were replaced with parallel review where possible
• Ownership was clarified to prevent rework and second-guessing

The process became leaner without reducing control or quality.

Client approval timelines were renegotiated

The most impactful change was addressing approval delays on the critical path.

• Approval timelines were reviewed with clients
• The standard response window was reduced from 5 days to 48 hours
• Expectations were aligned upfront to avoid last-minute delays

This alone removed nearly a week of idle time from each project.

Results:

After implementing the new execution rhythm:

• Project lifecycle shortened from ~1 month to 3 weeks
• Faster feedback and fewer late-stage surprises
• Cross-functional coordination improved
• Customer satisfaction increased by 60%

Speed improved not because teams rushed, but because work flowed with fewer interruptions.

Why This Matters:

Long project timelines are rarely caused by slow execution.
They are usually the result of unclear decisions, excess handoffs, and unmanaged wait time.

When these issues persist:

• Customers wait longer than necessary
• Teams rework decisions instead of moving forward
• Leaders mistake delay for complexity

This case demonstrates leadership through flow design:
accelerating delivery by aligning people, decisions, and timing.