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Resolutions

Issues and Resolutions

Below are the issues and concerns raised in the Employee Feedback form, along with our solutions and responses. We want to ensure all concerns are addressed and that everyone feels heard.

If you have any additional questions or concerns, please list them so we can discuss them during the meeting.

Issues

Resolutions:

When our clients get set aside to prioritize non clients (VIP or internal clients)

We will establish a separate team dedicated to internal and VIP clients. I've already discussed this with Kai, and moving forward, this structure will help us manage weekly priorities more effectively and ensure everything scheduled on our calendars gets completed on time.

We aim to have a new video editor and funnel builder for the VIP and internal clients by January 2025.

It would be helpful if the sales team would avoid overpromising deliverables and timelines to make sure client expectations are more realistic.

This has already been discussed with the sales team. We emphasized the importance of not making changes to the new contracts whenever possible and avoiding overpromising to clients. This helps protect the fulfillment team, streamlines the process, and reduces the risk of potential issues with clients later on. It also allows us to deliver client projects more efficiently and quickly.

Slow progress with the video editing team, which is impacting the timelines.

Kai, Lucas, and I have discussed this and are actively working on improving turnaround times within the creative team.

Here’s what we’re doing:

We have 3 editors currently working on test projects.

We’re developing an onboarding document for new test project-based editors.

New payment structures are being implemented to optimize delivery time.

Review times have been improved for both clients and editors to speed up the process.

There are no significant backlogs in the creative department, and most projects are actively being worked on.

Looking ahead to 2025, we plan to expand our talent pipeline to ensure we have more editors available to meet demand.

We could bring in more team members for a faster turnaround of the deliverables.

As we grow, we'll definitely add more team members to ensure balanced workloads and prevent burnout.

Yes, I believe there are areas we could improve. For example, when we start working on a project, it would help to establish key elements upfront, such as an approved course outline, logo/branding guidelines, and clarity on the workbook's content. We should determine whether we'll create the workbook content using action items from the outline or if the client will provide it. Setting these foundations early on can help streamline the process, reduce confusion, and ensure everyone is aligned before moving forward. We need to establish a solid process that, before any development of collaterals (GHL course, workbook, etc.), all course outlines are approved and finalized. Any changes made in between or during (for example, video recording/editing) delay the completion and result in back-and-forth consultations (which should have been avoided)

Course Outline: We have a process in place for course outline approval, and this should be finalized before starting the course build. This is outlined in the bibles as well, which state: “Once the course outline and the course is approved, we will not go back to amend or revise this as this can affect our whole project progress.” This process applies to new clients under the CNF offer. For old clients, I understand that there are instances that client would somehow decide to go on a different route when the course build is ongoing which I know can be a bit frustrating. While we aim to enforce the new process with them, it's important to note that their contracts may not align with the updated SOPs. What We’ll Do:

Improve client communications to set clear expectations. We’re already doing this, but we’ll refine it further to ensure clients know that changes to the approved course outline will incur additional costs or delays. We'll try to implement this with old clients as well.

Logo/branding guidelines: This should be on the branding guideline form that we asked clients to fill out. As for logo creation we always try to block this so clients know this is not part of what we do and not part of our build with them. We will however, make sure the client would be able to provide us a copy of their logo before the course build to ensure the course team have everything they need when they start the build.

Workbook's content: In our new contracts it says that client will create the workbook content themselves, and we will brand and design them. However, for old clients this is not part of their contract. In our new contracts it says: As per Article 2.2.c (iii), the Client understands that their active participation is required in the development of Bonuses, which will be created in a Done-With-You (DWY) format. If the Client chooses to include workbooks as part of the Bonuses, they agree to supply the necessary content and assets for the Agency to design and brand them. Furthermore, should the Client wish to add more bonuses, lessons, modules, or videos beyond what is outlined in this contract, they agree to cover any additional costs associated with these requests. For new clients we don’t need to do the workbook content - client should supply this. Moving forward here’s what we will do:

Make sure client knows this from the get go as to avoid potential issues with them later on. As for old clients, as mentioned, we always try to make them follow the new process so we will try our best to get them to follow this as well.

Regular team check-ins and feedback sessions could also help identify potential issues early on.

I completely agree with this. Within the AMs and creative team, we hold a weekly planning call to align on priorities and identify which clients we plan to launch that week. We also share the priorities document with Gabby in the department leads channel to keep her in the loop.

For the course team, I recommend Gabby host a weekly meeting (if not already in place) to address team concerns and any process-related issues. Gabby, feel free to reach out to me anytime if you think we can improve anything.

Project Management and Client Adherence to the contract/approved discussion

At Client Success, we make every effort to block client requests that fall outside of our scope of work. However, this largely depends on the contracts we have with each client. I’ve also discussed this with Gabby, and we are committed to preventing unreasonable demands, especially when they aren't covered in our scope.

I think that the clients really need to understand our policy on revisions and the scope of what the course video editor will do to their course video, then that should be good. I know our department head always explain this to our clients, but sometimes others just don’t really get it.

We have a revision policy in place, but for old clients, it’s challenging to enforce a new process that wasn’t communicated from the start or included in their contracts. We’re mindful of this and want to avoid causing any issues or friction with clients. However, we make every effort to ensure both new and old clients adhere to the updated process as much as possible.

1- Feedback Policy

Have a set of deadline for clients to review their completed edited videos, have them feedback within a week, the sooner the better. If they fail to feedback, then mark the course videos complete.

2- Course Video Editing Scope

Have the client understand the course video editing scope. I am hoping they know that we only handle basic editing for course videos, no fancy edits or effects included, this ensures me faster time to complete their course videos and avoid multiple revisions.

3- Course Videos

Modules - 1-7 modules is ideal. 8 modules or higher will be a stretch. Meaning more time needed for editing.

Lessons/Videos per module: The ideal number would be 3-5 videos per module, with 1-10 minutes timeframe, with minimal edits.

Video Files: The ideal video files would be if I download them from loom, because it’s much more faster to download, and requires minimal storage space.

Video Files Management: The ideal management for videos would be if they are labeled by folder with specific file names. Name each Module(ex: Module 1), inside the module folder, rename the videos per lessons.

4- Revision day: I was thinking that if it’s possible for me to have a day solely for revisions, and other video editing requests that are light work, then that would be great!

From time to time, I get clients which are too picky with their video edits, I love challenges but sometimes they go overboard with what they want, and this causes backlogs to other client’s course videos. Sometimes I get feedbacks within 1 week, some for a month, so I just get started with other course videos, instead of waiting for their feedback.

Aside from Descript, I also subscribe to Adobe Premiere Pro for excellent editing, and with the sudden payment increase with the application per subscription this month, I think it has become a challenge for me to subscribe each month so that I could continue to edit mid to high level course video edits.

1- Feedback Policy:

We’ve implemented this in the new contracts: clients have one week to review and approve any assets. If feedback isn’t received within that timeframe, we consider the assets approved. We’ll ensure this policy is communicated consistently by AMs.

2- Course Video Editing Scope:

We need to set clear expectations with clients before shooting by informing them that we only handle basic video polishing—no advanced editing or effects. This will be included in our messaging templates moving forward. For revisions, we’ll try as much as possible to get all clients both old and new to stick to a one-revision policy.

3- Course Videos

This is outlined in our new contract and communicated with the Course Team Lead. We accommodate up to 7 hours of course video content per client, but we recognize that some clients, especially older ones, may have longer videos. For now, we aim to wrap up projects for old clients as quickly as possible. We’ll recommend clients use Loom for video shooting to streamline the process, but we’ll remain flexible if they prefer other methods. For video file management, we’ll ask clients to organize and label videos by module to avoid confusion and reduce back-and-forth.

4- Revisions Day

Rather than dedicating a specific day for revisions, we should focus on setting clear priorities for the week. With strong project management and clear priorities, editing and revisions will be more manageable. Ensure the team works on current projects first, based on priority, before taking on new tasks. If the pipeline grows, we’ll evaluate whether we need more team members to handle the workload.

5- Picky Clients Causing Backlogs - When sending course videos to clients for review our AMs should inform clients to provide feedback within the week upon receiving the assets so we can prioritize, otherwise they’ll be moved back to our editing queue. And yes to starting to new projects when clients are taking time to provide us feedback, we don’t want to waste time on clients who are not as active, let’s move them back to our prios instead vs inserting them on our prios when they get back to us.

6- Adobe Premiere Pro - We should limit video editing to basic cutting and polishing. No advanced editing or effects will be done, as this is outside our scope.

Still working on old clients with old contracts that include basically doing anything they want and they have been with us for over a year and we are still doing so much for them- taking time away from other new clients..... also burnout without paid vacation days.

There has to be more boundaries with old clients that come back in- even if it is not in their contract- I think there should be something in place because otherwise it is C&F who lose money on them.... for burnout I think we have to have at least some holidays scattered throughout the year since we do not get any paid vacation days.

Old Clients: We’ve improved our contracts and processes for new clients, and we're working to implement these with our existing clients. However, due to the terms in their current contracts, there’s a limit to what we can enforce. The best approach is to expedite completing these old accounts to move away from clients with unreasonable demands. We’ll continue to push back against excessive requests as much as possible.

Paid Holidays: We’ve recently rolled out paid holidays throughout the year. While we haven’t experienced this fully yet given that this was only implemented late this year, this policy will help manage burnout going forward.

Tasks for the week should be given monday and tasks given after monday should be carried for the next week so tasks planned for the current week would be much organized and won’t hold back the original plan from spontaneous tasks. would make it a lot easier if briefs are specifics and easy to understand. It might be helpful to schedule monthly or quarterly CNF team check-ins to talk about what’s working, what’s not, and where we can improve. These discussions could help us stay aligned and support each other better.

A quick review or thorough final review of everything could help catch any missing pieces before they come to the marketing team or within the marketing people.😊

New Weekly Marketing Schedule:

Thursday: All reports should be completed and ready for Lucas (optimization plans).

Friday Morning: Lucas will finalize optimization plans for all clients (based on tier groupings).

Friday Afternoon: I’ll meet with Hannah to manage optimization tasks for the upcoming week.

Monday Morning: I’ll meet with the marketing team to outline priorities and tasks for the week (Planning Call).

End of the Month: We’ll hold a month-end meeting to review client account performance, ROAS, backend revenue, set goals for the next month, and brainstorm improvements.

Reviews Before Handover:

This has been rolled out to the AMs but moving forward we will make sure to confirm approval of all assets to client and inform them that once handed over to the marketing team we will no longer do any revisions. However, we will definitely be more strict around making sure all the assets and automations have been properly set up beforehand. Important: Please double-check everything on your end, conduct test purchases, and run tests to ensure all automations are functioning before ads go live.

Better system or man power

As we continue to grow, we will definitely expand the team to increase capacity. We are also continuously improving our processes for faster turnaround times and to manage our team’s workload.

The inconsistency of skill set, commitment and attitude from our project based editors.

We’ve discussed this with the Creative Director, and we’re actively exploring ways to improve the quality of work from our project-based editors and enhance turnaround times.

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