The Situation
Lockton's West Series consolidated three independent regional operations into a unified organization spanning 15+ western U.S. markets. The brand foundation was in place — but the creative function needed to grow with it. Quality was inconsistent across markets, the team was fragmented across three regional structures, and there was no shared operating model to support the scale of work the combined organization would require.
The mandate was clear: build the studio, raise the bar, and align the creative function with the business.
The mandate was clear: build the studio, raise the bar, and align the creative function with the business.
The Approach
Starting with a team of four and absorbing creative staff from three independent regional teams, the work happened on four fronts simultaneously. The team grew from four to 21 — with every member advancing in compensation and the majority advancing in title or scope over three years. Quality standards, creative governance frameworks, and approval workflows were built to manage 3,000+ annual requests at enterprise scale without sacrificing craft. An organizational model was developed to align the studio's structure and priorities directly with Lockton's practice areas and business development goals. And the creative function was repositioned — from a production service to a strategic partner that Practice Managing Directors, Producer Presidents, and C-suite leaders engaged early, not at the end of a process.
The Outcome
Three years. One high-performing studio. Zero attrition.
The West Series emerged with a creative function capable of supporting enterprise-scale demand across Technology Risk, Real Estate, Construction, Healthcare, and Private Equity practices. Work directly supported new business development engagements in the $500K–$3M range. The studio became what the function had never been before — a trusted creative partner embedded in the business, not bolted onto it.
