In a nutshell
- Growth in 4 years: KOM now manages photo and video campaigns for over 400 customers.
- Team of over 40 employees to support this expansion.
- Precise tracking of project profitability and team occupancy rates thanks to Furious.
- Pre-sales time accounting facilitated by Furious, improving management of key accounts.
- Automated customer reminders for greater efficiency at every stage of the project.
Can you introduce yourself, Harold?
My name is Harold, I am 31 years old, and I am the CEO and founder of the brand content agency KOM, an agency that creates photo and video campaigns. We work with over 400 clients, and I started this company four years ago. At KOM, we are more than 40 people, and we do a wide variety of things.
How are you organized at KOM?
At KOM, we have divided the company into three main departments: the strategic part for planning our clients’ campaigns, the production department for creating content, and the distribution part for media relay. Under these departments, we have marketing and sales to generate business, the strategic and creative teams to handle creative projects, and finally project management, which then moves into production and post-production.
Can you tell me about the major challenges in your sector?
The major challenge for us is to be identified as an agency and to meet the demands related to agencies, whereas historically we were a production company. This is an interesting but important challenge for us.
Do you need to structure internally?
Yes, there are two main levers for this. First, recruiting teams that come from the agency ecosystem, and second, reviewing our processes to respond correctly to tenders. Furious helps us a lot in this task.
Did you face any other issues before using Furious?
Before Furious, we had many tools managed by different departments, which made overall communication complex. The standardization of our tools with Furious has been a major change, improving internal communication and team efficiency.
How has Furious helped you in terms of management?
As a leader, Furious is essential because I can monitor project progress, profitability, and goals in real-time. This has been a significant change for the management of the company.
What are the challenges when growing?
The main challenge is to standardize our offers and profitability per project. In our industry, each project is new and unique, so creating process standards helps us scale more effectively.
Can Furious help you with the commercial side?
Absolutely. Furious helps us analyze which clients and projects are the most profitable, where to intensify our efforts, and where to do cross-sell or up-sell. This allows us to better structure our offers.
As a leader, do you follow specific KPIs?
I primarily follow project profitability and team occupancy rates. These two indicators allow me to judge if our prices are fair compared to the work done by the teams.
On pre-sales: before and after Furious
With Furious, we have better visibility on margins and follow-ups. We can track more precisely, which is a notable change from before.
