ANGRYchair
How do we systemise a business' relationship-driven relationship management style?
Designing a cultural and tangible solution to improve customer retention in a service-based business.
ANGRYchair
How do we systemise a business' relationship-driven relationship management style?
Designing a cultural and tangible solution to improve customer retention in a service-based business.
ANGRYchair
How do we systemise a business' relationship-driven relationship management style?
Designing a cultural and tangible solution to improve customer retention in a service-based business.
Context
The client in an Australian creative video agency that delivers short commercial, corporate and promotional videos. Their clients vary from government sectors to major internationally-known brands.
While the business operates nationally, nearly all deals are won by one person – the company’s founder and executive producer. This system worked well in the early years of operation, but as the business grew, was proving unsustainable.
Challenge
How can we systemise a business’ relationship-driven account management practices, in a way that is scalable adoptable across a growing team?
Outcome
Digital and service workflow transformation
Restructured data back-end
Easy to access front end
My role
System Designer and Project lead
Team
Jac Fitzgerald, business analyst
Research
Deconstructing the client relationship cycle
Anecdotally, the leaders of the company knew they had fantastic relationships with past clients, but nurturing those relationships felt like a task that relied on spontaneous memory.
I created a service blueprint to tease out the client experience, documenting front-stage touch points, backstage touch points, and automations against each stage of a typical project cycle, from pre-production, to delivery and beyond.
Service blueprint.
Key Insight
01
Siloed information, and the founder bottleneck
Founder dependency was a bottleneck
As a small 14-person team, the business' client experience heavily relied on the founder’s personal relationships and memory.
It created warmth which the team was known and loved for, but it limited scalability.
Informal knowledge sharing
Key client details lived in the minds of individual team members, which was especially true for the producers acting as salespeople.
There were no handover systems or ways to track client preferences, tone of the relationship, or re-engagement opportunities.
Assumed continuity
Business and customer experience relied on the unsustainable assumption of consistent producer-client pairings to maintain a warm, personal relationship.
Without systems to support inevitable changes in producer-client pairings on repeat business, service quality and client trust became vulnerable to staff changes or team growth.
02
Relationships were valued by not nurtured to scale
Limited systems stalling growth within larger client’s organisations
Even with satisfied clients, the business lacked a consistent way to maintain or deepen relationships post-project.
Limited systems stalling growth within larger client’s organisations
As the business' clients grew and their organisations became more complex, their lacking systems limited them from proactively expanding their client relationships beyond the department that engaged us.
(E.g. Most commonly, their marketing teams engaged the business, whilst other departments such as HR and Learning & Development teams remained un-contacted). These were potentially warm leads left untapped.
Clients move, and the business didn’t follow
Happy clients moving between organisations throughout their career sometimes re-engaged the business in their new role.
Without structured outreach to the contacts who have left client organisations, those relationships faded.
Research
Deconstructing the client relationship cycle
Anecdotally, the leaders of the company knew they had fantastic relationships with past clients, but nurturing those relationships felt like a task that relied on spontaneous memory.
I created a service blueprint to tease out the client experience, documenting front-stage touch points, backstage touch points, and automations against each stage of a typical project cycle, from pre-production, to delivery and beyond.
Service blueprint.
Key Insight
01
Siloed information, and the founder bottleneck
Founder dependency was a bottleneck
As a small 14-person team, the business' client experience heavily relied on the founder’s personal relationships and memory.
It created warmth which the team was known and loved for, but it limited scalability.
Informal knowledge sharing
Key client details lived in the minds of individual team members, which was especially true for the producers acting as salespeople.
There were no handover systems or ways to track client preferences, tone of the relationship, or re-engagement opportunities.
Assumed continuity
Business and customer experience relied on the unsustainable assumption of consistent producer-client pairings to maintain a warm, personal relationship.
Without systems to support inevitable changes in producer-client pairings on repeat business, service quality and client trust became vulnerable to staff changes or team growth.
02
Relationships were valued by not nurtured to scale
Limited systems stalling growth within larger client’s organisations
Even with satisfied clients, the business lacked a consistent way to maintain or deepen relationships post-project.
Limited systems stalling growth within larger client’s organisations
As the business' clients grew and their organisations became more complex, their lacking systems limited them from proactively expanding their client relationships beyond the department that engaged us.
(E.g. Most commonly, their marketing teams engaged the business, whilst other departments such as HR and Learning & Development teams remained un-contacted). These were potentially warm leads left untapped.
Clients move, and the business didn’t follow
Happy clients moving between organisations throughout their career sometimes re-engaged the business in their new role.
Without structured outreach to the contacts who have left client organisations, those relationships faded.
Research
Deconstructing the client relationship cycle
Anecdotally, the leaders of the company knew they had fantastic relationships with past clients, but nurturing those relationships felt like a task that relied on spontaneous memory.
I created a service blueprint to tease out the client experience, documenting front-stage touch points, backstage touch points, and automations against each stage of a typical project cycle, from pre-production, to delivery and beyond.
Service blueprint.
Key Insight
01
Siloed information, and the founder bottleneck
Founder dependency was a bottleneck
As a small 14-person team, the business' client experience heavily relied on the founder’s personal relationships and memory.
It created warmth which the team was known and loved for, but it limited scalability.
Informal knowledge sharing
Key client details lived in the minds of individual team members, which was especially true for the producers acting as salespeople.
There were no handover systems or ways to track client preferences, tone of the relationship, or re-engagement opportunities.
Assumed continuity
Business and customer experience relied on the unsustainable assumption of consistent producer-client pairings to maintain a warm, personal relationship.
Without systems to support inevitable changes in producer-client pairings on repeat business, service quality and client trust became vulnerable to staff changes or team growth.
02
Relationships were valued by not nurtured to scale
Limited systems stalling growth within larger client’s organisations
Even with satisfied clients, the business lacked a consistent way to maintain or deepen relationships post-project.
Limited systems stalling growth within larger client’s organisations
As the business' clients grew and their organisations became more complex, their lacking systems limited them from proactively expanding their client relationships beyond the department that engaged us.
(E.g. Most commonly, their marketing teams engaged the business, whilst other departments such as HR and Learning & Development teams remained un-contacted). These were potentially warm leads left untapped.
Clients move, and the business didn’t follow
Happy clients moving between organisations throughout their career sometimes re-engaged the business in their new role.
Without structured outreach to the contacts who have left client organisations, those relationships faded.
Defining the problem
There was no consistent approach to managing client relationships after a project ended. Instead, communication was reactive, inconsistent, and entirely reliant on the founder’s memory and personal motivation.
This ad hoc approach was costing the business long-term loyalty, repeat work, and valuable feedback.
My colleague Jac and I working together.
Defining the problem
There was no consistent approach to managing client relationships after a project ended. Instead, communication was reactive, inconsistent, and entirely reliant on the founder’s memory and personal motivation.
This ad hoc approach was costing the business long-term loyalty, repeat work, and valuable feedback.
My colleague Jac and I working together.
Understanding the challenge
Technical considerations we worked with
There were some things we needed to consider in the way we approahced the solution.
To innovate, or to migrate?
We considered building bespoke tools versus adopting a more sophisticated CRM, like Salesforce.
Ultimately, due to the high costs of advanced CRMs, we decided that adapting existing systems would be more feasible and cost-effective for this project.
Informal knowledge sharing
The challenge was to systemise processes without compromising the personal connections between the business' team and clients. We needed to ensure the solution was efficient but didn’t make the team feel overburdened or clients feel disengaged.
Encouraging adoption of new practices
Previous attempts to systematise client data failed due to a lack of perceived value and tight project time budgets that did not cater for the extra time demands the changes required.
We needed to find a way to motivate the team to consistently log client information while maintaining productivity within their time constraints.
Early brainstorm of directional flow of information.
Data relationship map showing relationship between fields and tables in the Earpiece database.
Understanding the challenge
Technical considerations we worked with
There were some things we needed to consider in the way we approahced the solution.
To innovate, or to migrate?
We considered building bespoke tools versus adopting a more sophisticated CRM, like Salesforce.
Ultimately, due to the high costs of advanced CRMs, we decided that adapting existing systems would be more feasible and cost-effective for this project.
Informal knowledge sharing
The challenge was to systemise processes without compromising the personal connections between the business' team and clients. We needed to ensure the solution was efficient but didn’t make the team feel overburdened or clients feel disengaged.
Encouraging adoption of new practices
Previous attempts to systematise client data failed due to a lack of perceived value and tight project time budgets that did not cater for the extra time demands the changes required.
We needed to find a way to motivate the team to consistently log client information while maintaining productivity within their time constraints.
Early brainstorm of directional flow of information.
Data relationship map showing relationship between fields and tables in the Earpiece database.
Understanding the challenge
Technical considerations we worked with
There were some things we needed to consider in the way we approahced the solution.
To innovate, or to migrate?
We considered building bespoke tools versus adopting a more sophisticated CRM, like Salesforce.
Ultimately, due to the high costs of advanced CRMs, we decided that adapting existing systems would be more feasible and cost-effective for this project.
Informal knowledge sharing
The challenge was to systemise processes without compromising the personal connections between the business' team and clients. We needed to ensure the solution was efficient but didn’t make the team feel overburdened or clients feel disengaged.
Encouraging adoption of new practices
Previous attempts to systematise client data failed due to a lack of perceived value and tight project time budgets that did not cater for the extra time demands the changes required.
We needed to find a way to motivate the team to consistently log client information while maintaining productivity within their time constraints.
Early brainstorm of directional flow of information.
Data relationship map showing relationship between fields and tables in the Earpiece database.
The Solution
Our solution involved was two-pronged. We designed and delivered:
The Earpiece, a centralised Airtable interface that visualises client relationship data and prompts timely, meaningful action.
A set of named client touch points (Shoutout, Callback, Fading Active, Long Time No See) designed to guide team behaviour, reinforce a consistent client experience, and support proactive outreach.
Screenshots from the Earpiece's user interface.
Functions and features
From a single interface, producers and salespeople could:
View recent projects and send timely, personalised messages to clients
Track CRM activity with client contacts and reach out to revive dormant connections.
Track when feedback was requested or received, and see linked Google Reviews
Log all touch points back to the CRM with just a few clicks.
See clients who had gone quiet and needed re-engagement
Start the process of sending personalised video messages to client contacts.
Rolling out the system wasn’t just technical—it was cultural.
The success of this new system relied on the buy-in from producers/sales team. Their commitment to the mission behind the required data entry to keep this going smoothly was an essential consideration to the design process.
The team and I revisiting a refreshed service blueprint.
Easing in
We introduced allocated time for the producers to go through the Earpiece interface with myself or a trained marketing assistant who took on the role of pushing producers to think hard and do more to find value in their client relationships when using this tool.
The phsycial experience
The solution was tailored for the reality of time-poor producers. For example, we implemented a customised Stream Deck to allow physical one-click buttons to log touch points or snooze reminders.
Embedding a new shared language
Giving each prompt a memorable name made it easier to adopt in conversation and reinforced a clear, shared mental model of client care.
For example, a "Shoutout" was a personal video message sent within a month of a project wrap. A "Callback" was sent three to nine months from a project wrap. Both had different design intents that did not need to be explained, as it was understood in their name.
The Solution
Our solution involved was two-pronged. We designed and delivered:
The Earpiece, a centralised Airtable interface that visualises client relationship data and prompts timely, meaningful action.
A set of named client touch points (Shoutout, Callback, Fading Active, Long Time No See) designed to guide team behaviour, reinforce a consistent client experience, and support proactive outreach.
Screenshots from the Earpiece's user interface.
Functions and features
From a single interface, producers and salespeople could:
View recent projects and send timely, personalised messages to clients
Track CRM activity with client contacts and reach out to revive dormant connections.
Track when feedback was requested or received, and see linked Google Reviews
Log all touch points back to the CRM with just a few clicks.
See clients who had gone quiet and needed re-engagement
Start the process of sending personalised video messages to client contacts.
Rolling out the system wasn’t just technical—it was cultural.
The success of this new system relied on the buy-in from producers/sales team. Their commitment to the mission behind the required data entry to keep this going smoothly was an essential consideration to the design process.
The team and I revisiting a refreshed service blueprint.
Easing in
We introduced allocated time for the producers to go through the Earpiece interface with myself or a trained marketing assistant who took on the role of pushing producers to think hard and do more to find value in their client relationships when using this tool.
The phsycial experience
The solution was tailored for the reality of time-poor producers. For example, we implemented a customised Stream Deck to allow physical one-click buttons to log touch points or snooze reminders.
Embedding a new shared language
Giving each prompt a memorable name made it easier to adopt in conversation and reinforced a clear, shared mental model of client care.
For example, a "Shoutout" was a personal video message sent within a month of a project wrap. A "Callback" was sent three to nine months from a project wrap. Both had different design intents that did not need to be explained, as it was understood in their name.
The Solution
Our solution involved was two-pronged. We designed and delivered:
The Earpiece, a centralised Airtable interface that visualises client relationship data and prompts timely, meaningful action.
A set of named client touch points (Shoutout, Callback, Fading Active, Long Time No See) designed to guide team behaviour, reinforce a consistent client experience, and support proactive outreach.
Screenshots from the Earpiece's user interface.
Functions and features
From a single interface, producers and salespeople could:
View recent projects and send timely, personalised messages to clients
Track CRM activity with client contacts and reach out to revive dormant connections.
Track when feedback was requested or received, and see linked Google Reviews
Log all touch points back to the CRM with just a few clicks.
See clients who had gone quiet and needed re-engagement
Start the process of sending personalised video messages to client contacts.
Rolling out the system wasn’t just technical—it was cultural.
The success of this new system relied on the buy-in from producers/sales team. Their commitment to the mission behind the required data entry to keep this going smoothly was an essential consideration to the design process.
The team and I revisiting a refreshed service blueprint.
Easing in
We introduced allocated time for the producers to go through the Earpiece interface with myself or a trained marketing assistant who took on the role of pushing producers to think hard and do more to find value in their client relationships when using this tool.
The phsycial experience
The solution was tailored for the reality of time-poor producers. For example, we implemented a customised Stream Deck to allow physical one-click buttons to log touch points or snooze reminders.
Embedding a new shared language
Giving each prompt a memorable name made it easier to adopt in conversation and reinforced a clear, shared mental model of client care.
For example, a "Shoutout" was a personal video message sent within a month of a project wrap. A "Callback" was sent three to nine months from a project wrap. Both had different design intents that did not need to be explained, as it was understood in their name.
Outcome
Evaluating impact
Data input
Producers began regularly logging post-project Shoutouts and Callback follow-ups, building a richer relationship history in the CRM.
Why this matters
Less and less was information about a client only stored in the producer or founder's mind. Rich infromation in the CRM meant anyone could join and build on that client relationship more effectively than ever before.
Improved client engagement
Increased email replies from clients reached via the Earpiece prompts showed the timing was resonating.
Why this matters
These more frequent engagements mean we were starting new conversations with client contacts – learning about upcoming projects they have in their pipeline or changes organisational structure, getting early introductions to new team members, opening up conversations for feedback and recieving public testimonials, and about 18% of the time, immediately starting a conversation about a new project.
Shift in team mindset
Teams started treating post-project care as part of the delivery lifecycle, not an afterthought.
Why this matters
It helped transform ad-hoc efforts into a consistent, team-wide practice that delivered ongoing value beyond the project’s end – effort that continued to accelerate when the as the “long-game” benefits of sustained practice became noticeable to all team members over the first three months.
"It's really helped us move the needle for each client and shaped the way we make contact with each of them based on all the context we now have, which the Earpiece directs us with in a really easy to absorb way."
Producer
Outcome
Evaluating impact
Data input
Producers began regularly logging post-project Shoutouts and Callback follow-ups, building a richer relationship history in the CRM.
Why this matters
Less and less was information about a client only stored in the producer or founder's mind. Rich infromation in the CRM meant anyone could join and build on that client relationship more effectively than ever before.
Improved client engagement
Increased email replies from clients reached via the Earpiece prompts showed the timing was resonating.
Why this matters
These more frequent engagements mean we were starting new conversations with client contacts – learning about upcoming projects they have in their pipeline or changes organisational structure, getting early introductions to new team members, opening up conversations for feedback and recieving public testimonials, and about 18% of the time, immediately starting a conversation about a new project.
Shift in team mindset
Teams started treating post-project care as part of the delivery lifecycle, not an afterthought.
Why this matters
It helped transform ad-hoc efforts into a consistent, team-wide practice that delivered ongoing value beyond the project’s end – effort that continued to accelerate when the as the “long-game” benefits of sustained practice became noticeable to all team members over the first three months.
"It's really helped us move the needle for each client and shaped the way we make contact with each of them based on all the context we now have, which the Earpiece directs us with in a really easy to absorb way."
Producer
Reflection
What I might change, with the benefit of hindsight
Earpiece was a meaningful project and I feel a lot of pride and gratitude to the team who trusted me with what is essentially their way of work.
01 Track measurable outcomes
Though the system was well-received and clearly improved internal workflows, I didn’t define success metrics at the outset, and so quantitive comparisons of the project’s impacts were difficult to do accurately. If I were to do it again, I’d establish baseline metrics (e.g. average time to follow up, client retention rate, task completion rates) and track changes post-implementation to better communicate impact.
Consider change fatigue
The project involved introducing a new mindset about post-project care, which takes time to adopt. People are busy, so pushback is not surprising! I’d design more for gradual cultural change, starting with role-specific onboarding to help the team adopt the new system incrementally, rather than all at once.
More cross-role user testing
This project The team small and collaborative, which made informal feedback easy. But structured usability testing with each distinct user type (e.g. producers, account leads) could have clarified differences in mental models and highlighted interface refinements earlier.
Reflection
What I might change, with the benefit of hindsight
Earpiece was a meaningful project and I feel a lot of pride and gratitude to the team who trusted me with what is essentially their way of work.
01 Track measurable outcomes
Though the system was well-received and clearly improved internal workflows, I didn’t define success metrics at the outset, and so quantitive comparisons of the project’s impacts were difficult to do accurately. If I were to do it again, I’d establish baseline metrics (e.g. average time to follow up, client retention rate, task completion rates) and track changes post-implementation to better communicate impact.
Consider change fatigue
The project involved introducing a new mindset about post-project care, which takes time to adopt. People are busy, so pushback is not surprising! I’d design more for gradual cultural change, starting with role-specific onboarding to help the team adopt the new system incrementally, rather than all at once.
More cross-role user testing
This project The team small and collaborative, which made informal feedback easy. But structured usability testing with each distinct user type (e.g. producers, account leads) could have clarified differences in mental models and highlighted interface refinements earlier.
Reflection
What I might change, with the benefit of hindsight
Earpiece was a meaningful project and I feel a lot of pride and gratitude to the team who trusted me with what is essentially their way of work.
01 Track measurable outcomes
Though the system was well-received and clearly improved internal workflows, I didn’t define success metrics at the outset, and so quantitive comparisons of the project’s impacts were difficult to do accurately. If I were to do it again, I’d establish baseline metrics (e.g. average time to follow up, client retention rate, task completion rates) and track changes post-implementation to better communicate impact.
Consider change fatigue
The project involved introducing a new mindset about post-project care, which takes time to adopt. People are busy, so pushback is not surprising! I’d design more for gradual cultural change, starting with role-specific onboarding to help the team adopt the new system incrementally, rather than all at once.
More cross-role user testing
This project The team small and collaborative, which made informal feedback easy. But structured usability testing with each distinct user type (e.g. producers, account leads) could have clarified differences in mental models and highlighted interface refinements earlier.
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