I’ve spent most of my career around client and project management, both in-house and agency-side, and lately I’ve been noticing how much of doing it well comes down to knowing when a process needs to change.
Timelines, budgets and resources still matter enormously. Increasingly, I see them as the structure that allows another kind of work to happen around them.
Producing the output isn’t the same as understanding it
The Industrial Revolution gave us more than factories. It gave us a way of thinking about work: break it into repeatable parts, standardise the process, then find ways to do it faster and at a greater scale. That logic travelled far beyond the production line into the workflows and methodologies we still use today.
I’ve watched the same logic play out in marketing. Campaigns were mapped across the year and launches planned months in advance. But the world around those plans now moves incredibly quickly. Customer behaviour shifts, opportunities emerge and what felt relevant when a plan was made may not be by the time it reaches the market. Staying relevant means being able to respond by reordering the work, adapting approvals or getting something live while the moment still matters.
AI and automation are accelerating workflows, whether that’s writing code, building spreadsheets or structuring marketing plans. Producing the output has never been easier. Knowing whether it’s right, what matters and what to do with it requires expertise and judgement now more than ever.
Structure gives us something to move around
Perhaps I’m naturally drawn to systems. Both of my parents are engineers, and much of my career has involved looking at how something works and wondering how it could work better.
Leading project management teams, I always aimed to make complex work structured and repeatable. At one point, we built a marketing operations system around media plans coming in from markets across the world. Standardising those inputs gave the production studio a clear way to understand what was required and produce the right outputs. At that scale, structure made the work possible. However, experience has taught me to recognise what the situation in front of me requires, rather than simply following the process.
Here at Made by ON, we’ve come to think of the role less as just project management and more as holistic aspects of delivery. The emphasis shifts from managing a process to taking responsibility for what we are ultimately there to deliver.
That requires judgement and an understanding of people. Every client and team has its own culture, pressures and ways of working. Good Delivery means understanding those differences and shaping the process around how the people and teams involved actually work best.
The relationship changes the work
That may also be why Delivery is appearing earlier. It increasingly starts before everything has been defined, helps shape the route and stays close as it evolves.
Getting that right means getting closer to the people and the business: understanding what matters, recognising when to challenge or listen, and building enough trust to change direction when needed.
I used to think I was helping to deliver projects. Increasingly, I think doing that well also means helping to deliver the relationships around them.
And if making our processes more efficient gives us anything back, it should be time. Time for the work that only people can do. The work between the work.
