Most creative agencies don't have real onboarding. They have a folder of old decks, a few shadowing sessions, and a hope that new hires figure it out.

We were that agency for years.

New designers would join, get a quick tour of the file system, sit in on a couple meetings, and then get thrown into projects. Some thrived. Many struggled. And the ones who struggled weren't less talented. They just didn't have the context they needed to do good work.

The problem wasn't people. It was us.

What We Got Wrong

We assumed culture was something you absorbed by being in the room. That expectations were obvious. That smart people would just pick up how things worked.

That's lazy thinking dressed up as trust.

The reality: every time someone had to guess how we handle feedback, or when to loop in the CD, or what done actually means here, we were wasting their time and ours. Worse, we were setting them up to fail in small ways that eroded confidence.

What Changed

We started writing things down. Not policies and procedures in the corporate sense. Just honest answers to the questions people actually have in their first 90 days.

Why do we run sprints this way? What does the Creative Director actually do? When should I share work, and with who? What happens when a client hates what I made?

The document grew. Then it became a system.

What This Is

The template below is what we use now. It's not theory. It's how we actually operate. Every section exists because someone needed that information and didn't have it.

A few things it's not:

It's not a contract. Situations vary. Judgment matters. This is a starting point, not a rulebook.

It's not finished. We update it when reality changes. If something in here doesn't match how we work, that's a bug to fix.

It's not comprehensive. It covers the essentials for the first 90 days. There's plenty more to learn after that.

Why Share It

Because we spent years figuring this out through trial and error, and maybe you don't have to.

Take what's useful. Change what doesn't fit. Build something that works for your team.

The best onboarding isn't about impressing new hires with how organised you are. It's about giving people what they need to do their best work, faster.

That's it. Here's the template.

Note: Each section corresponds to a single page in the Notion doc. Treat every section as its own standalone page.

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The Case for Sprints

The Problem

Most branding projects drag on for months. Clients lose momentum. Teams lose focus. Decisions get delayed because there's always more research to do or one more stakeholder to consult.

Brand sprints compress that timeline without sacrificing quality.

What Makes This Different

Traditional branding fails for predictable reasons: too many cooks, endless revision cycles, scope creep disguised as refinement. A sprint structure forces constraints that improve outcomes.

Time pressure creates clarity. When you have five days instead of five months, you can't explore every tangent. You make decisions. You commit. Those decisions are often better because they're made with full context fresh in everyone's mind.

Stakeholder alignment happens upfront. We don't present concepts to executives who haven't been part of the process. Decision-makers are in the room from day one.

Momentum compounds. Each day builds on the last. No two-week gaps where everyone forgets what was discussed. Energy stays high because the finish line is always visible.

When It Works

Sprints are ideal for startups defining identity, companies going through rebrand, product launches needing distinct positioning, and teams stuck in analysis paralysis.

They're not ideal for organizations with heavy regulatory approval, clients who can't commit stakeholders for the full sprint, or situations requiring extensive user research before creative work.

The Outcome

By sprint's end, clients have strategic foundation, visual direction, and often initial assets. More importantly, they're aligned. No months of back-and-forth trying to get everyone on the same page.

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Who Does What

Creative Director

Owns: Creative vision, quality control, client relationship at the strategic level

The CD sets the bar. They ensure every piece of work meets our standard—not by micromanaging, but by setting clear direction upfront, giving meaningful feedback during the process, and knowing when to step in.

Day-to-day: leads client kickoffs and key presentations, makes final calls on creative direction, reviews all work before it reaches clients, identifies when projects go off-track, mentors designers on craft and thinking.

Brand Designer

Owns: Visual system development, asset creation, design execution

Designers are builders. They take strategic direction and translate it into visual systems that work across contexts. This isn't about making things pretty—it's about making things work.

Day-to-day: develops logo concepts and visual identity systems, creates brand guidelines and asset libraries, designs key applications, presents work and articulates thinking, iterates on feedback without losing the thread.

Brand Strategist

Owns: Research, positioning, messaging, strategic foundation

Strategists are the why people. Before we design anything, we need to know who we're talking to, what we're saying, and why it matters.

Day-to-day: conducts stakeholder interviews and competitive analysis, develops positioning and messaging frameworks, writes or directs verbal identity, ensures creative ladders back to strategy, presents strategic rationale.

Project Manager

Owns: Timeline, budget, logistics, client communication cadence

PMs keep the machine running. They anticipate problems before they happen and clear obstacles so the creative team can focus.

Day-to-day: builds and maintains timelines, runs standups and sprint ceremonies, manages client communication, tracks budget and flags scope creep, coordinates resources across projects.

How Roles Interact

These boundaries aren't walls. A designer might push back on strategy. A strategist might have a visual idea. What matters is everyone knows who owns the final call in each domain. Collaboration is encouraged. Chaos is not.

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First 90 Days

Philosophy

The first 90 days aren't about proving yourself. They're about building the foundation that lets you do great work for years. Go deep on understanding how we work rather than rushing to show output.

Days 1-30: Absorb

Focus: Learn the systems, understand the standards, build relationships.

Success looks like: You've shadowed at least two full sprints. You can navigate our project management system without help. You've had 1:1s with everyone on the core team. You understand file naming, folder structures, and handoff processes. You've reviewed our last 10 case studies and can articulate what made each successful.

What we ask: Take notes obsessively. Ask questions, even obvious ones. Don't try to change anything yet.

Check-in: What's clicking? What's confusing? What's different from how you've worked before?

Days 31-60: Contribute

Focus: Start producing work with support. Find your rhythm.

Success looks like: You've owned at least one significant deliverable on a live project. You're receiving feedback and iterating without taking it personally. You're anticipating needs rather than waiting for direction. Your work requires fewer revision rounds. You're contributing ideas that push thinking forward.

What we ask: Take ownership of pieces, not just tasks. Speak up when you disagree. Develop opinions about how we could work better.

Check-in: What work energizes you? Where do you feel least confident? What feedback are you still processing?

Days 61-90: Own

Focus: Run independently on defined projects. Start shaping how we work.

Success looks like: You can run a workstream within a sprint with minimal oversight. Clients and teammates see you as reliable. You're making judgment calls that align with our standards. You've identified at least one process improvement and proposed a solution. Your work has a recognizable point of view.

What we ask: Manage your own time and flag issues proactively. Mentor anyone who joins after you. Challenge yourself beyond good enough.

End of 90 days: Mutual feedback on what's working. Role clarity check. Growth trajectory discussion.

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Creative Leadership

The Role

The Creative Director is responsible for the quality and coherence of everything we make. When work is great, the team did it. When work falls short, you own that.

Setting Direction

Before a project begins, establish boundaries. Not so tight the team can't explore, but clear enough that exploration is productive.

Define what success looks like for this specific client. Identify references and anti-references. Articulate the strategic territory. Make early bets on promising directions.

Quality Control

Every piece of work passes through your eyes before reaching the client. You're not looking for perfection in early rounds—you're ensuring work is ready for the conversation it's about to have.

Ask: Does this answer the brief? Is the craft at our standard? Will this move the project forward or create confusion? Is the team set up to present confidently?

Client Relationship

You're the senior creative voice in the room. Build trust with decision-makers. Read the room and adjust in real-time. Push back gracefully when clients head in the wrong direction. Know when to fight for an idea and when to let it go.

Team Development

Your job isn't to do the work—it's to make the team capable of doing great work. Give specific, actionable feedback. Create space for people to fail safely and learn. Have hard conversations when performance isn't meeting expectations.

The Hard Parts

Letting go. The work will never be exactly how you'd do it. Your job is to make it great, not to make it yours.

Balancing speed and quality. Knowing when good enough is actually good enough is a skill.

Staying creative while managing. The higher you go, the less you make. Fight for time to stay sharp.

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The Sprint Week

Structure

Sprints run Monday through Friday. This creates natural momentum and prevents energy loss from weekend breaks.

Monday — Foundation Morning: Kickoff with full client team (2-3 hours). Afternoon: Internal debrief, strategic alignment, initial exploration. Goal: Everyone leaves knowing what we're solving and why.

Tuesday — Exploration Morning: Independent exploration and concept development. Afternoon: Internal working session, early direction sharing. Goal: Generate breadth. No commitment yet.

Wednesday — Direction Morning: Internal review, narrow to 2-3 strongest directions. Afternoon: Continued development. Goal: Make a bet. Go deep on what's working.

Thursday — Refinement Morning: Polish and prep. Early afternoon: Midpoint client check-in. Late afternoon: Incorporate feedback. Goal: Get client input while there's time to act on it.

Friday — Delivery Morning: Final refinements and presentation prep. Afternoon: Final presentation and handoff. Goal: Client leaves with clear deliverables and aligned next steps.

Principles

Protect mornings. Creative work happens best with uninterrupted time. Schedule meetings in afternoons.

Build in buffer. Things take longer than expected. The schedule has flex time. Don't fill it.

Client time is precious. Make every session count. Come prepared, have clear agendas, end on time.

Timeline Variations

4-day sprint: Possible with prepared client and focused scope. Cut exploration, not alignment.

2-week sprint: For larger scopes. Add a second exploration/refinement round.

Split sprint: Non-consecutive days. Avoid when possible—momentum loss is real.

Booking

Sprints book at least 2 weeks in advance for pre-sprint prep, team assignment, scheduling, and calendar clearing. One person should not be on more than one active sprint. Divided attention kills quality.

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How We Work

The Process

One principle: make decisions together, quickly, with the right people in the room.

Phase 1: Align (Day 1)

The kickoff is a working session, not a presentation. We're there to learn what the client knows and build shared understanding.

Core exercises:

20-Year Vision: Where is this brand in 20 years if everything goes right? Reveals ambition and values.

What/How/Why: Most clients know what they do. Few articulate why it matters.

Audience Prioritization: Who matters most? Force ranking prevents the everyone is our audience trap.

Competitive Landscape: Not just competitors, but who they admire and why.

Personality Sliders: Serious or playful? Established or challenger? Creates shared vocabulary.

Outputs: Documented strategic foundation, shared language, client alignment.

Phase 2: Explore (Days 2-3)

Generate options. Breadth before depth.

Designers work independently first—no groupthink. Strategic territories guide but don't constrain. Look for unexpected connections. Everything goes on the wall. No self-editing.

Internal reviews are fast-paced, focused on potential not polish, honest about what's not working.

Phase 3: Focus (Days 3-4)

Narrow to 2-3 directions worth developing. Selection criteria: Does it answer the brief? Is it distinctive? Can it scale? Does it have legs?

Each direction gets refined concept, initial color and typography, 2-3 application mockups, strategic narrative.

Phase 4: Deliver (Day 5)

Present with full strategic context. Walk through with narrative. Explain thinking. Facilitate discussion and decision-making.

Document everything: presentation deck, source files, strategic rationale, recommended next steps.

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The Deal

What We Expect

Show up prepared. Read the brief before kickoff. Review feedback before working sessions. Preparation respects everyone's time.

Own your work. You're responsible for outcomes, not just effort. If something's blocking you, raise it. Don't let things slip waiting for someone else.

Communicate proactively. If a deadline is at risk, say something early. If you're unclear, ask before spending hours going the wrong way.

Give and receive feedback well. Give it directly, specifically, kindly. Receive it without defensiveness. Disagree openly, but stay open to being wrong.

Protect the work. Push back when you believe in something. Advocate for quality even when inconvenient.

Stay curious. Explore new tools, study great work, seek different perspectives.

What You Can Expect

Clear direction. You shouldn't guess what success looks like. If you're unclear, ask.

Honest feedback. We won't let you think work is good when it isn't.

Support. When you're stuck, we help. When overwhelmed, we rebalance.

Credit. People who made the work get recognized.

Room to grow. Your trajectory isn't fixed.

Respect for your time. Meetings have agendas. Feedback is consolidated.

Non-Negotiables

Miss a deadline without warning: not okay. Throw a teammate under the bus: we handle problems internally. Hide a mistake: makes it worse. Treat anyone with disrespect: not tolerated. Mail it in: we need to talk.

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Daily Rhythm

The Shape of a Day

Morning (9:00-12:00)

Protected creative time. Three hours of focus before meetings and messages. Check messages briefly at 9:00, then close them. Tackle the hardest problem first. Keep Slack/email closed until lunch.

Push back on meetings during this block. Mornings are for making.

Midday (12:00-1:00)

Lunch. Actually take it. Step away. Your afternoon will be better.

Afternoon Block 1 (1:00-3:30)

Meeting time. Internal reviews, client calls, team syncs. Between meetings: process feedback, handle communication, prepare for upcoming sessions.

Afternoon Block 2 (3:30-5:30)

Second focus block. Progress on tomorrow's priorities, wrap up loose ends, review and organize.

End of Day (5:30)

Update project tools, flag blockers for tomorrow, send waiting communications. Then stop. Sustainable pace matters more than heroic hours.

During Sprints

More structured. Morning: heads-down creative. Early afternoon: internal working sessions. Late afternoon: client touchpoints or prep. PM sets the daily schedule at kickoff.

Tools

Project Management: Check at start and end of day minimum.

Communication: Slack for quick questions, email for external/formal.

Time Tracking: Log daily, not weekly.

Files: Shared drives, not local. Follow naming conventions.

The Ideal Week

When not in sprints: Monday for planning and admin. Tuesday-Thursday for deep work. Friday for review, wrap-up, learning. Won't always be possible, but having a default creates stability.

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Principles

Quality Over Speed (But Speed Matters)

We don't ship work we're not proud of. The deadline is real, but doesn't excuse mediocrity. When there's tension, we talk openly and make conscious choices—not just let quality slip by default.

Radical Candor

We tell each other the truth. Not brutally, but directly. Kindness isn't niceness—sometimes the kind thing is hard feedback that helps someone improve. Critique work, not people. Assume positive intent, address negative impact.

Ownership Over Territory

When you're responsible, you own it fully. Don't say that's not my job when something adjacent needs doing. Also don't step on others' ownership without invitation. See a problem? Fix it or flag it.

Clients Are Partners

No us-vs-them mentality. Clients aren't obstacles to great work—they're collaborators. Their constraints are real. Their expertise in their business matters. Seek to understand before pushing back.

Process Serves Outcomes

We have processes because they help. But process isn't sacred. If something isn't working, we change it. Follow the process until you have a good reason not to.

Sustainable Pace

Great work requires energy. Burnout destroys creativity. We work hard but don't valorize overwork. Consistent output beats heroic sprints. Take vacation. Don't expect night/weekend responses. Staff realistically.

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Getting Access

Day 1

Communication: Slack account and channels, email configured, calendar access, team directory.

Project Management: Workspace access, active project spaces, time logging orientation, tool tutorial.

Design: Figma workspace, shared libraries, Adobe Creative Cloud, specialized tools.

Files: Drive access, folder orientation, permissions verified, backup configured.

Hardware: Computer with standard software, second monitor if applicable.

Week 1

Client Access: Relevant client channels, recurring meeting invites, brand portal access.

Internal Resources: Case study archive, knowledge base, resource library, templates folder.

Administrative: HR systems, expense reporting, PTO requests.

Verification

Confirm you can: send/receive work email, access all project workspaces, open/edit shared files, submit time entries, join video calls.

Missing something? Contact your setup point person immediately. Don't wait.

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The Quality Bar

What Done Means

Work isn't done when you've finished making it. Done means: it solves the problem, meets craft standard, is documented for handoff, someone else could pick it up and understand it.

The Standard

Conceptually: Idea is clear and defensible, connects to strategy, works across the system, is distinctive and ownable.

Visually: Alignment and spacing are intentional, typography properly set, color applied systematically. Nothing is close enough—it's right or it's not.

Technically: Files organized and named, layers logically structured, styles used consistently. Someone else could work in this file without confusion.

Strategically: Work can be explained, decisions have reasons, trade-offs acknowledged, presentation tells a coherent story.

Quality Gates

Before internal review: Have I solved the brief or just made something I like? Would I be comfortable presenting this to the CD? Is the file organized?

Before client presentation: Has this been reviewed? Is every detail polished? Can we articulate every major decision?

Before delivery: Does this match what was approved? Files properly organized? Documentation complete? Could someone unfamiliar pick this up?

When Quality and Deadline Conflict

Raise it early. Be specific about what's at risk. Propose options: push deadline, reduce scope, add resources, accept lower quality. Let leadership call it.

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Showing Work

When to Share

Share early. Waiting until work is ready means you've invested so much that feedback feels threatening.

Share often. Regular check-ins prevent drift. Five minutes today saves five hours tomorrow.

Share before you're comfortable. If you're only showing polished work, you're showing too late.

Internal Sharing

Slack: Quick gut checks. Post in project channel, be specific about what feedback you want, include context.

Working sessions: Schedule time, don't interrupt. Prepare a clear question. Bring multiple options.

Formal reviews: Book with CD in advance. Prepare a walkthrough. Document decisions.

Client Presentations

Setup: Start with context. Frame what you're showing and what feedback you need. If some directions are stronger, say so.

During: Walk through with narrative. Explain thinking. Watch reactions. Ask specific questions, not what do you think.

After: Summarize what you heard. Clarify misunderstandings. Align on next steps. Follow up in writing.

Receiving Feedback

Listen first. Resist the instinct to defend.

Separate reaction from response. Feeling defensive is human. Don't respond from that place.

Ask clarifying questions. Can you say more about what's not working?

Thank people. Even when it stings.

Take what's useful. Not all feedback is equally valuable. Make the work better, not just implement every note.

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What Stays Private

What's Confidential

Client: Anything shared during engagement, business strategy, financials, roadmaps, unlaunched work, internal communications.

Ours: Unpresented concepts, methodologies, pricing, internal communications about clients.

Third Party: Vendor terms, partner information, paid research.

Rules

Don't share client work publicly until launched and approved. This includes social, portfolio, case studies, casual conversations.

Don't discuss client business outside the team. Even vague references can be identifying.

Don't leave sensitive materials visible. Close screens in public. Be aware of surroundings.

Don't use client work in AI prompts. Uploading to public tools breaks confidentiality.

File Handling

Store confidential files only in approved systems—shared drives, not personal.

Don't email sensitive materials to personal accounts.

Delete materials when no longer needed.

Default to Discretion

If unsure whether something is confidential, assume it is. Be careful in public spaces. Don't name-drop clients without permission.

If you think there's been a breach, tell someone immediately. These things are fixable early.

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When It Misses

This Is Normal

Every creative professional has work that doesn't land. Clients reject concepts. Internal reviews send you back. It's part of the process. What matters is how you respond.

Understanding Why

Before doing anything, understand the feedback. Ask: What specifically isn't working? Is it concept, execution, or fit? What would need to be true for this to work? Is anything worth building on?

Sometimes feedback is vague. Push for clarity. You can't respond to feedback you don't understand.

Managing Your Reaction

Rejection stings. That's human. But emotional response and professional response need to be separate.

Give yourself a minute. Don't respond immediately.

Don't take it personally. The work was rejected, not you.

Don't argue in the moment.

Talk to someone. Processing out loud helps.

Moving Forward

If revising: Understand direction before starting. Don't just tweak—rethink if needed. Let go of attachment. Focus on solving the problem.

If starting over: Apply what you learned. Don't repeat mistakes. You have more information now.

If you disagree: Consider you might be wrong. Make your case respectfully with rationale. Accept the final call.

Patterns

If work consistently doesn't land, examine: Am I understanding briefs correctly? Getting enough early input? Is there a skill gap? A communication gap?

Raise it with your CD. Patterns are solvable.

What Leadership Does

We won't penalize you for work that doesn't land. We'll help you understand what happened, support revision, address systemic issues.

We will be concerned if you refuse feedback, repeat mistakes, blame others, or stop trying.

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How Projects Move

Flow

Intake: Scope defined, timeline realistic, team identified, budget confirmed. You don't hear about projects until this is in place.

Kickoff: PM walks through scope and timeline. CD sets direction. Team asks questions. Responsibilities assigned.

Execution: PM maintains timeline. Team executes against milestones. Regular check-ins. Issues resolved in real-time.

Delivery: Handoff complete. Files archived. Internal debrief. Case study prepared.

The Project Hub

Every project has a hub containing: brief and scope, timeline with milestones, file links, meeting notes, feedback tracking. If you're looking for something, start here.

Milestones and Check-ins

Milestones: External commitments. Missing one affects the client relationship.

Check-ins: Internal touchpoints. Missing one is a signal to pay attention.

Both go on the calendar. Both happen.

Time Tracking

Track daily. It helps estimate future projects, flags budget overruns, protects you if questions arise, helps staff appropriately. Be honest.

Scope Management

Scope creep kills projects. Recognize when clients ask for something outside scope. Flag it to the PM. They assess and communicate with the client.

Your job: recognize additions and raise them. Don't absorb unlimited additions silently.

Communication

Daily standups (sprints): Quick sync, 15 minutes max.

Weekly status (ongoing): PM sends written update.

Client check-ins: Scheduled at kickoff, frequency varies.

Internal reviews: Scheduled for key decisions.

When Things Go Wrong

1. Identify the problem specifically.

2. Assess options.

3. Recommend a path.

4. Escalate appropriately.

5. Communicate clearly. Bad news doesn't improve with age.