TLI Operations

I started TLI because I kept watching the same thing fail.

A consultant would come in. They'd spend weeks diagnosing, building, documenting. They'd present something smart. Leadership would sign off. And then nothing would change — because the people who actually had to use the new system had never been in the room.

I've been on both sides of that. I've been the consultant. I've been the operational leader watching a transformation quietly die because the team wasn't brought in early enough.

So I built a practice that works differently.

I get in the room with your team from day one. Not to present to them — to build with them. The systems we build together are the ones your team understands, because they helped design them. That's not a philosophy. It's what makes adoption happen.

The work has two parts. First, I map where human judgment is being spent on things AI should handle. Second, I build the agents and systems that fix that — with your team, not for them. Then I transfer everything and leave.

The businesses I work with are usually creative agencies, content studios, and product companies. Talented teams, high-quality work, operations that are quietly bleeding time and margin. I find the bleed. I fix it. I leave.

Where the method came from

I built this in rooms that didn't tolerate guesswork.

TLI Operations is new. The method isn't. I spent 12 years building and rebuilding operational infrastructure inside some of the most demanding creative and media organisations in the world. Here's where the work was done.

Google — APAC Creative & Innovation Lead

I ran creative production operations across four markets, managed $2–3M production budgets, and rebuilt the briefing and approval workflows that lifted approval rates from 50% to 85%.

WPP / EssenceMediacom — Managing Partner, Creative Futures

I joined the Senior Leadership Team during a major merger integration and drove $4M+ in client revenue, exceeding the annual target by 150% within four months.

oOh! Media — Head of Creative & Operations

I led the operational transformation of a creative division and lifted team engagement scores 29% to the highest in the company.

POLY — Head of Creative & Operations

I built POLY from nothing inside oOh! Media — the commercial model, the operational infrastructure, the pricing structure, and the team. We created an innovative product that achieved 85% margins.

POPSUGAR — Senior Director Operations

I scaled operations from 20 to 100+ people. Through planning and operational change, we took the studio to 22% profitability, cut operating expenses 32% year on year, and reduced campaign production costs by 50% without touching output quality.

The work I do at TLI Operations is the same work. Just done with your team instead of inside a corporate ops function.

How I work

The things I won't
compromise on.

I build to make myself unnecessary

Every engagement ends with your team owning everything we built together. No dependency on me, no licensing, no "call me if something breaks." If you still need me six months after we finish, the engagement didn't work.

The team is always in the room

Not just leadership. The people who will use the system are involved in building it. I've seen too many transformations fail because this step was skipped. I won't skip it.

I say no when it's the right answer

If the discovery call tells me I'm not the right fit for where your business is right now, I'll say so. An engagement that doesn't work for you doesn't work for me.

Human judgment plus AI execution

The best systems I've built combine both. Humans own the decisions that require context, relationships, and judgment. AI handles everything that doesn't need a person. I build the infrastructure that makes that split work in practice.

"I'm not here to tell you what to fix. I'm here to build the fix with you."