What changed when we slowed down
Written by
Maren Holloway
on
For five years we billed faster. Then we tried billing slower — fewer projects, deeper work. Here's what changed.
For five years, we ran on a faster cadence than we should have.
Two-week brand sprints. Three-week identity systems. Forty-eight-hour pitch decks. Our team was tired. Our work was good, but rarely great. We were a studio that shipped on time.
A year ago, we changed the model. Fewer projects, longer engagements, no more two-week sprints. Here's what changed.
Our client list got smaller. Some clients we'd worked with for years moved on, because they wanted a studio that could turn around work fast. We let them go. The clients who stayed — and the new ones who arrived — were the ones who wanted the slow version.
Our work got more considered. Projects that used to take three weeks now take eight. Not because we're working slower, but because we're thinking longer. We spend the first two weeks on questions. We spend the next two on direction. By the time we're actually designing, we know what we're making.
Our team stopped burning out. This is the part we didn't expect. We thought we'd hired carefully — talented people who could handle pressure. They could. They just shouldn't have had to. With a slower cadence, the studio is calmer. People take their PTO. They have hobbies. They come back from weekends with energy.
Our revenue went up. This is the part most studios don't believe. Slower work, fewer clients, higher rates. The economics make sense once you do them: we were leaving money on the table by working too fast, charging by speed instead of by value, and treating our team like a depleting resource. Now we charge based on the depth of the thinking, and the work that lands is worth more.
Our reputation changed. When we worked fast, we were a vendor. Now we're a partner. Clients invite us into conversations earlier. They share things they wouldn't have shared two years ago. The kind of work we get asked to do is different.
The transition was harder than it should have been. We almost gave up six months in, when revenue was down and the new model hadn't started compounding yet. We didn't.
Slowing down was the best decision we've made as a studio.
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