Communication tools produced at scale, for a global airport operator.
Groupe ADP, a world leader in airport management, had one problem to solve: let its communications teams run projects on their own, faster, without reaching for an agency every time.
The engagement
Scope
Brand management, process simplification, talent sourcing, talent onboarding, integration into internal management processes
Duration
Ongoing, from ideation to production
The stakes
Fill the gaps in the group’s in-house expertise so communications projects keep moving.
Five departments, sixty people, all with communications needs and none with the bandwidth to absorb them. We built Groupe ADP a full production system that beats the agency model: a tailored talent pool, a brand management tool, brand onboarding materials, and automated billing.
60
employees connected to the pool
5
services onboarded
1
platform, from brief to purchase order
Where the value was stuck
One brand guardian for dozens of projects.
Sixty people writing briefs, dozens of projects running at once: with no system, the Head of Brand cannot see who is producing what, let alone hold the brand codes steady from one deliverable to the next. We made that oversight possible: a recurring talent pool instead of a rotating cast of strangers, a visible record of who has worked with whom, a supervisor view on the platform, and onboarding materials that teach the brand codes before the first brief.
A recurring pool
The same people come back project after project, and every team can see who has already worked with whom.
A supervisor profile
On the platform, the Head of Brand sees every project in flight, whichever department briefed it.
Tailor-made inductions
The brand codes land before the first brief instead of getting fixed after the first delivery.
The build · three moves
A recurring pool, brand codes passed on upfront, tracking in one place.
01
The talent pool
Selected and onboarded to the brand rather than sourced project by project. The same people come back, they know the codes, and every team can check who has worked with whom before briefing.
02
Brand management
A supervisor view gives the Head of Brand visibility on every project in flight, whichever department briefed it: signage, editorial, print, merch, campaigns. Not to police the work, but to keep two hundred and fifty projects reading as one brand.
03
Integration
Automation, tracking, oversight. One platform carries the whole chain, from a department’s brief to the purchase order, which is what made the model work for procurement as well as for the creative teams.
Results
250
projects delivered
75
freelancers mobilized
60
internal users of the pool
5
services onboarded
1
platform, brief to purchase order
0
agency retainer to renew each year
What they now own
The assets
A creative capacity on call
A pool of brand-onboarded talents that scales with the need, not with a contract.
Control that holds at scale
One vantage point over all two hundred and fifty projects, whichever service or producer.
One chain, brief to invoice
Automated management that gives internal teams their time back.
Sixty people able to produce
Communication capacity spread across the services instead of bottlenecked in one team.
What we would do again
Give the Head of Brand the means to hold the brand, not to review everything.
Induction replaces review
Tailored onboarding materials teach the codes before the first brief. Someone who already knows the brand costs less on the second project and far less on the tenth.
Simplify the process first
Automate the admin and the billing: it is what buys the day-to-day fluidity to run many projects at once.
Being able to keep track
At this volume nobody controls everything all the time. We designed the acracy platform so brand leadership can check anything, at any moment.
Marketing is your most defensible asset.
