A US-based creative agency had recently been established with a dual presence in the US and Pakistan. Backed by an industry-recognised, award-winning founder, the agency had attracted a high-caliber team of polished and professionally trained creatives. Their niche offering was recognised in the market, and they had a strong grasp of the solutions their clients sought.

However, while the team was creatively outstanding, the business lacked foundational structures required to scale sustainably. There was no formal organisational structure, defined operating model, and go-to-market clarity. The value proposition remained undifferentiated, execution planning was reactive, and strategic alignment was absent. Moreover, financial resilience, governance systems, and internal operations lacked forethought and cohesion.