Fraggell Productions

Where they were

Demand was not the problem. What they did not have was a system underneath that demand that could hold, and the constraint sat in operations. Pricing went out on the first call, so prospects shopped the number before they understood the value. Performance data was scattered, so capacity and margin decisions were guesswork. Underneath it all, editor turnover was the real ceiling, and the symptom that kept resurfacing was an editing backlog that climbed to 166 overdue videos.

What we did

• 01A sales process you could see into: moved to two calls, discovery first and pricing second, plus a pricing calculator built off the existing price sheet to test package structures and margins
• 02Financial discipline and capacity economics: a structured KPI tracker, a pod compensation model built to hold gross margin above 70%, and reporting moved onto an accrual basis
• 03Team structure and the pod model: the pod as the core unit of production, with a pod-lead layer above it so the founders could step out of daily firefighting
• 04SOPs and predictable delivery: production documented, a 48-hour client feedback policy, and a concept review rubric so ideas were pressure-tested before production time was spent
• 05Hiring, role progression and retention: a productized onboarding funnel for part-time editors, candidate ranking, bonus incentives to clear the backlog, and a visible path from part-time editor to senior and lead
• 06Pod scaling: hiring tied directly to pod capacity, with a defined order for which roles get hired and when

Where they landed

Monthly revenue went from £23k to £110k, crossing £100k in early 2026. Average monthly retainer more than doubled from £5.5k to £13.5k, gross margin held above 70% on every pod, and the founders are out of the day-to-day and paying themselves what the business can support.