Agency Operators: Level Up

Growing a mastermind of Agency Operators, teaching agency operations.

In 16 weeks, I help agency owners Install Operational Excellence through:

1. Getting clarity on your Core Metrics
2. Creating the 6 Foundations
3. Increasing team Capacity (and profitability)

Founder

WKND Digital

Advisor to WKND Digital Leadership & Ecomm Investments

Advisor

Responsible for: 
- Implementing LEAN business systems
- Developing the overall business strategy
- Coaching and mentoring service line leaders
- Overall P&L and service line P&Ls

Chief Operating Officer & Partner

WKND Investments

WKND Investments exists to be the #1 growth vehicle for passionate brand owners.

We are brand owners who have done more than $45M in revenue, and are looking to partner with great DTC e-comm brands to help them scale and exit.

We own a world-class digital marketing agency that manages our investment's core infrastructure.

Co-Founder

Family Gifts Co.

Family Gifts Co. is an 8-Figure DTC E-Commerce brand in the family gifts niche. Our mission is to Bring Families Together, and we do that through our extensive catalog of unique, personalized gifts.

-Responsible for overall marketing strategy, product development, and managing a team of amazing people.

Chief Executive Officer

Vatizam 

Vatizam is a boutique marketing consulting firm that works with 7 and 8 figure brands to grow their businesses through paid advertising.

Aetna

Provide medical, dental, life & disability products to Orlando clients through broker distribution by relationship building, product differentiation, and consultative sales approach.

2012 Results:
o $10,595,000 in medical sales 
o $545,000 in dental sales 
o $455,000 in life / disability sales

Middle Market Account Executive - Central Florida

Provide medical, dental, life & disability products to South Florida clients through broker distribution by relationship building, product differentiation, and consultative sales approach.

2011 Results: 
o $2,725,000 in medical sales 
o $255,000 in dental sales 
o $75,000 in life / disability sales 

2010 Results: 
o $425,000 in dental sales 
o $100,000 in life / disability sales

Middle Market Account Executive - South Florida

• Prospect and qualify potential small business (1-50) clients
• Receive goal of 2 prospect meetings a week by cold calling 100-150 people a day

Sales Intern

Kyle Hunt is an American entrepreneur and business investor, with over 12 years of experience in starting, scaling, buying, and selling 7 and 8 figure E-commerce brands and Agencies. 

According to his wife, he is also "the best husband."

With humble roots in Orlando, FL, Kyle has quickly grown to be one of the most respected names in the Agency space.

He is currently the Founder of Agency Operators: Level Up, which helps $50k-250k/mo. agency owners install operational excellence in their agencies.

He is also the CEO of Family Gifts Co., a multi-8 figure DTC E-commerce brand.

Previously, he was:

Co-Founder of WKND Investments, a company dedicated to investing in the best $5-$30m/yr. USA based DTC e-commerce brands.

CEO of Vatizam, a marketing consulting agency that scales Brands to 7 and 8 figures through funnel optimization & paid traffic.

I'm an ex-8-figure agency COO.

To scale to $500k/mo, your operations need to be PERFECT.

Agencies under $500k/mo usually don't have a revenue problem.

They have an operations problem.

If you're stuck working IN the business instead of ON it…

It's not a marketing issue. 

It's a COO issue.

I ran an 8-figure agency, and we built systems that removed chaos, created leverage, and scaled without adding headcount.

What you need is a backend that runs without them.

I just put together The $500k/mo Agency COO Blueprint, the exact framework I've used to help 100+ agencies:

→ Remove founders from day-to-day ops in under 90 days 
→ Scale delivery without hiring more people 
→ Build comp structures that drive performance 
→ Implement systems that don't break at each growth stage 
→ Create real founder leverage (not theory)

This isn't some consultant fluff or BS course.

This is what actually worked at scale.

If you're tired of firefighting and want to build an agency that runs without you…

Comment "COO" and I'll send it to you

(We need to be connected for me to DM you)

Kyle Hunt

wknd-investments

familygiftsco

JSESSIONID

li_at

Talks about #ecommerce, #marketing, #acquisitions, and #entrepreneurship

8-Figure Agency COO | Helping Ecomm & Digital Marketing Agency Owners Build $5M/yr Self-Managing Profit Machines | Proud Girl Dad | 7-Figure Agency Exit

$88,984 in Revenue. 1 Person. Up 129% from October.

But I was stuck at $20-25k/mo for almost a year.

Here’s what happened this month:

Revenue: $88,984
Profit Margin: 93%
Total Current Members: 64

Biggest impact:

- I hired a coach to help me with my offer. I always dedicate 10-20% of rev to upksilling myself / team (when I have one). Stirling Gardner is a magician. 

- My offer is now (finally) solid, and I’ve raised prices 3x in last 2 months. I got crystal clear on the problems I solve, which took a long time!

- I started taking sales calls 3 months ago. I sold from a Google doc for 9 months, which had its benefits, but I did not get much market feedback. Sales calls give me immediate feedback on offer changes.

What went right

- Demolished my goal of $40k
- 13 booked calls from LinkedIn
- I gave 5 Black Friday scholarships away, and I have 10 more calls booked from Black Friday (aka sold 5 people on $5-10k offers, without sales calls).
- Had a Fractional COO client pay 4 months in full.
- Sold 3 new 1on1 members

What went wrong

- I still did not have time to do anything for my ads. Sigh.
- Way underpriced myself on the Fractional COO pay-in-full. Didn’t think they would take it. I was wrong lol

BTW, still the most fun biz I've ever owned.

Sell Your $5k - $50k Offer in 5 Minutes with 1 Slide Using My Proprietary 1-Slide™ Method | Over $44M Generated in New Business | Founder

Most agency managers get it wrong.

They think their job is spotting mistakes and sending feedback in Slack.

But the best ones I know spend 80% of their time doing just one thing: 
coaching.

Last month, an agency owner comes to me, frustrated.

"My creative team keeps missing the mark," he says. "I review everything but nothing changes."

So I ask him to show me his calendar.

It’s packed.

Client calls, help with sales meetings, and more.

But zero coaching time with his team.

I ask, "When do you actually work WITH your team?"

He shrugs. "I give feedback in Slack when something's wrong."

That was the problem.

Leadership isn't about pointing out what went wrong.

Great creative teams aren’t built on Slack feedback. They’re built on coaching, side by side.

So I told him to try something different:

Block off 90 minutes every Thursday. No calls, no emails.

Just him and his team.

Sit down, review the work together, ask questions.

Show them how HE thinks through creative problems.

The truth is, creative teams don’t get better by being told what’s wrong.

They get better by seeing you work through problems live. By watching you think. By learning your process.

Every sloppy design or off-brand campaign is just a gap in their process. Not a personal failure.

Your job isn’t to fix it for them. Your job is to show them how to fix it for themselves.

That’s how you build a team that delivers world-class work - with or without you in the room.

When was the last time you sat down, side by side, and worked through a project with your team?

If it’s been more than a week, block that time on your calendar now.

Show them how you think. That’s real leadership.

Twelve years ago, you couldn’t spot me without a drink in my hand.

Six nights a week.
Out with friends.
Partying like the world was ending.
Because that was just “being social,” right?

2 weeks ago, I went out with a big group of guys.
Heavy hitters in my industry.
Drinks everywhere.
Shots going around like candy.

And me?
I had zero urge to join in.

So, what changed?

Simple.
I met my wife.

She never touched alcohol.
(No objection to it, just never wanted it).

Our early dates?
I felt like the odd one out, always ordering a drink while she just smiled and sipped water.
To be honest, it made me pay attention to my habits for the first time.

Over time, things shifted.
One less drink here, one less there.
The wild nights faded.
Now, it’s maybe a drink or two, and only for a real celebration.

Turns out, the right person doesn’t just accept you - they actually make you better, whether you realize it or not.

Wild how someone else’s example can rewrite your own story.

Ever had someone change your life without trying?
Share yours or tag them.

I helped an agency owner 3X his revenue in 90 days.

From $40,000 to $110,000/month.

Without changing his offer, working more hours, or hiring 10 new people.

I've charged $2,500 to walk agency owners through this exact system.

Today I'm giving it away for free.

Most agency owners are stuck because they're doing everything themselves.

They know HOW to get results...

But they can't figure out how to scale those results.

I just documented exactly how Bogdan at GrowtHub Agency solved this and 3X'd his agency revenue AND profit.

Here's what you'll get inside:

👉 The exact weekly reporting system that eliminated chaos
👉 How to identify and track the right KPIs for each role
👉 The "small changes, big results" framework that transformed his business
👉 Real templates for building systems (not just processes)
👉 19-minute video breaking down each step

It's the exact playbook that helped Bogdan:
→ Stop firefighting daily problems 
→ Build a team that delivers better results than him 
→ Work ON his business instead of IN it

Want the full case study and implementation guide?

Connect with me

Comment "SCALE" below

I'll send it directly to your DMs within 24 hours.

P.S. Repost this to get priority access

Had a 2-hour audit with a $1.3M/yr agency yesterday.

They thought their problem was process and team delivery.

"We're constantly hand-holding staff and fighting fires."

After digging in, the real issue?

Their offer.

They're selling 9 different services (design, web, paid ads, SEO, email, social, etc.) for an average of $10k/mo per client.

That's roughly $1k per service.

You can't hire senior talent for $1k/mo per service.

So they're stuck with junior team members who need constant oversight.

The founders are on EVERY client call.

They're answering every team question.

They're stuck in delivery instead of growing the business.

Their 80% close rate confirmed what I suspected - they're way underpriced.

The ironic part?

They have an incredibly dialed-in ICP and an amazing reputation in their niche.

The solution isn't better processes or training.

(although at some point we will do that)

It's charging what they're worth so they can afford the talent that doesn't need hand-holding.

Most agency problems aren't what they appear on the surface.

I doubled a 7-figure agency's EBITDA in 12 months.

(Steal my exact 45-day blueprint)

Agency owners are stuck in reactive mode:

Firefighting client issues

Scrambling to hit revenue targets

Watching profits leak from operational chaos

I just recorded a 30 min masterclass summary breaking down my exact framework:

→ How to increase team capacity by 20-30% (pure profit) 
→ The 5 operational KPIs that predict client retention 
→ Restructuring around service lines and pods for maximum efficiency 
→ Cutting lead times in half while improving quality 
→ Moving from one-month contracts to performance pricing (doubles revenue overnight) 
→ The ICP refinement process that attracts dream clients 
→ Building lead gen systems beyond referrals

This is the same process I've used with multiple 7-figure agencies.

One cut delivery time from 6 weeks to 3 weeks.

Another increased month-2 retention by 50%.

All while freeing up 10+ hours per week for the founder.

This isn't theory. It's the actual plan I implemented.

Every step.

Every framework. 

Want the 30-min masterclass?

Connect with me

Comment "AGENCY" below

I'll send it over.

PS - This training is worth $10k+ in consulting fees. Giving it away for 48 hours only.

This is probably going to offend a lot of people:

Your agency doesn’t really need a project manager.

What most PMs do in 8 hours, you can get done in 30 minutes a day with a 15-minute daily huddle and the right software / automations.

I watched multiple founders burn through $40-80k/year on a PM who basically just... 

Moved tasks around in their project management tool, scheduled meetings, and asked "what's the status?"

Meanwhile, another founder runs a 20-person team with nothing but a daily standup and ClickUp.

The best teams I've seen own their work. 

They communicate directly. 

They ship without permission.

Yes, complex projects need orchestration. 

But be honest - is your project really that complex? 

Or have you just made it that way?

99% of Ecomm (Paid Media, Creative, Email) and B2B Lead Gen Agencies I’ve worked with don’t have that level of complexity.

Are you stuck working IN your agency instead of ON it?

Here’s how to fix it…

Last month, an agency owner came to me exhausted.

"Kyle, I'm working 70-hour weeks but we're not growing."

I asked to see his calendar.

Meetings from 9am to 6pm. 
Client calls. 
Team check-ins. 
Fire drills.

Zero time blocked for strategy.

"When do you work on the business?" I asked.

"Nights and weekends," he said. "When things finally quiet down."

No wonder he was burned out.

“OK, and how do you start your day?”, I asked.

“I start my day with Slack messages.
Then jump into client fires.
By noon, I’m exhausted and the strategic work never happens.
The work that actually moves the needle? It gets pushed to ‘later.’”

And later never comes.

Here's what I tell every agency owner who wants to scale to $5M:

Your morning is sacred CEO time.

Block 8am to 12pm for deep work only.
No meetings. 
No Slack. 
No "quick questions."

This is where you build systems.
Where you create trainings. 
Where you design the agency that runs without you.

Because if you're the one putting out fires at 7 figures, you built a job, not a business.

The agencies that scale to $5M all have one thing in common...

The owner protects their strategic time like their revenue depends on it.

Because it does.

And here's the part nobody talks about:

Block your personal time with the same intensity.

Your family time is non-negotiable.
Your gym session is non-negotiable.
Your mental health is non-negotiable.

I've watched too many agency owners hit $2M and lose everything else.

The game isn't just building an agency that runs itself.

It's building one that gives you your life back.

Your calendar is either working for you or against you.

There's no middle ground.

You land 4 new clients in a single week.

Congrats, right?

But now your team is gasping for air.

Back-to-back onboarding calls. 
Half-baked kickoff decks. 
Account managers running in circles. 
Quality takes a nosedive. 
Everyone's stress is through the roof.

If this sounds like your agency, you’re not alone.

Stacking all new clients at once isn’t a growth win. 
It's the fastest way to send your team into meltdown.

Here's what actually happens:

→ Your team gets buried.
→ Mistakes pop up everywhere.
→ Service goes from good to "meh."
→ Clients can smell the panic.
→ Suddenly, you’re putting out fires all day - again.

Fixing this is almost insultingly simple, but barely anyone does it.

Space out your onboarding.

If you sign 4 clients this week:
- Start Client 1 next week
- Start Client 2 the week after
- Start Client 3 the week after that
- Start Client 4 the following week

It’s not rocket science, but it’s a game changer.

Your team can actually breathe. 
Quality holds steady. 
Clients get real attention.
And you, for once, aren’t living in the support inbox.

Real growth isn’t about speed. 
It’s about control.

The best agencies don’t onboard lightning fast. 
They onboard deliberately, with process.

Process beats chaos, every single time.

Who else has learned this lesson the hard way?

Give a new hire 10 client accounts on Day 8 and call it "delegation"? That's not leadership. That's sabotage.

Last week an agency owner hit me up, totally burned out.

"Kyle, I just lost another hire. Two weeks in and they quit."

I asked, "How many accounts did you hand them?"

He said, "All of them. Ten clients."

"After a week of training?"

"Yeah."

I didn't even have to say it. 
He already knew.

Let me break it down. 

Throwing someone straight into chaos isn't a growth hack. 
It's a recipe for disaster.

No safety net.
No chance to get their bearings.
No trust built up.

Here's what I told him to do instead. 

Real simple:

→ Week 1: Training. That's it. No client accounts. Let them watch, learn, and ask every dumb question in the book.

→ Week 2: Just ONE account. Watch what they do. QA everything - not to micromanage, but to give real feedback.

→ Week 3: Add two more accounts. Only QA half their work now, because they're catching on.

→ Week 4: Keep adding accounts. Ease off the QA as their confidence shows up.

I call it "Progressive Account Loading."
Nothing fancy. 
Just a plan that doesn't set people up to drown.

This is how you build a real operator who can think, react, and lead - without burning out in week two.

You know what drowning a new hire looks like? 
Panic. 
Burnout. 
Mistakes. 
Quiet quitting. 
Or just quitting.

Your team isn't weak. 
They're just not getting a fighting chance.

The best operators build up confidence and accountability at the same time. That's how you fill your team with people who actually last.

So, next time you think about "testing" someone by throwing them in, ask yourself:

Are you building leaders - or just making your own life harder?

Your leadership meetings shouldn't take 2 hours.

But they do.

Because your team shows up unprepared.

They walk through every metric - even the ones that are green.

They talk about problems without bringing solutions.

And you?

You're stuck playing therapist, strategist, and decision-maker all at once.

Maybe you think longer meetings = better collaboration.

But what you're actually doing is:

Rewarding people for NOT preparing

Discussing things that don't need discussion

Turning problem-identification into problem-solving (live, on the spot)

No wonder you're exhausted.

No wonder your agency can't scale.

The only meeting that should run that long is your first one.

That's normal - you've never done it before.

But by meeting three?

If something is green, it's green. Move on.

If something is red, your team should come with:

The reason for the miss

Potential solutions (not excuses)

That's it.

Structure your meetings by pod (or service area).

Pre-prep the issues.

Keep wins short.

Make issues actionable.

When you do this, meetings go from 2 hours to 30 min.

Your team shows up sharper.

You stop being the bottleneck.

And your agency actually starts to run itself.

"Is your agency really losing money because of low prices, or is something else killing your margins?

I met with an agency owner pulling in $500k a year. 

He'd been stuck for twelve months. 

No profit. 

Burned out and frustrated.

Revenue kept ticking up, but the bank balance told a different story.

His first move? 

Blame pricing.

But his pricing wasn't the villain.

I asked him one question: "How much does it cost you to deliver $1,000 worth of client work?"

We ran the numbers together. 

It cost him $720 to deliver that $1,000.

"This should be the opposite... you should make $720 on that $1,000", I said.

You could see the lightbulb - and panic - hit at the same time.

So, what does that really mean?

- Either he's seriously undercharging, or
- His team is burning hours and cash on inefficient delivery

Truth? 

It was both.

We dove deep. 

Delivery was eating 73% of his revenue. 

For a solid, scalable agency, you want that closer to 20-40%. 

(If you run pods, maybe 30-50%. But not more.)

We did two things:
- Restructured pricing (no more pricing out of fear)
- Identified where the team was drowning in busywork

The wild part? 

No layoffs. 

No new hires.

Just a smarter structure and sharper delivery.

This is how you can get  gross margin up 30 points.

Most owners think they need more sales to fix profit problems. 

But if you lose money with every new client, more sales just multiply the pain.

So, if your delivery eats more than 40% of your revenue, you’ve got two clear choices:

→ Raise your prices
→ Fix your operations

(Don’t wait. Do it now.)

You can’t scale what you can’t profit from.

The #1 hiring mistake keeping DTC agencies stuck under $5M:

Trying to find "unicorns" who can both execute AND lead...

...without paying them what they're actually worth.

Here's what happens when you do this:

You hire people who are great executors but can't lead

Your best talent gets poached by competitors

YOU become the chief problem solver (again)

Growth stalls because leadership keeps changing

I see this pattern constantly with agency owners doing $500K-$3M.

They spend months recruiting.

Weeks training.

Then lose their best people within 12 months.

Why?

Because in the US market, experienced managers who can do both strategy AND execution command six-figure salaries.

And if you're not willing to pay that, someone else is.

But, competitive compensation is only half the equation.

You also need robust contracts that:

Protect your investment in training

Prevent talent poaching

Keep your operations stable during transitions

Make your leaders feel secure long-term

When you get both right, something shifts:

Your managers stay 3+ years instead of 12 months

They build systems that outlast them

YOU stop firefighting client issues

The agency actually runs itself

This is how you get to $5M without burning out.

This is how you stop being the chief problem solver.

And this is exactly what I help agency owners implement inside their operations.

If you're ready to build an agency that runs without you, DM me "LEADERS" and I'll show you the exact compensation framework we use.

Most agencies don’t act like real partners. 

They just say “yes” to everything and hope it works out.

Here’s what happens when you don’t push back.

Last week, I talked to an agency owner who ran into a classic mess.

His client jumped on a call and said, “Just run more ads to this landing page.”

The agency owner knew the page was garbage.

It wasn’t going to convert.

But he agreed anyway.

No pushback.

No real partnership.

Just another order taken.

A couple weeks later, the whole campaign tanked.

The results were a disaster.

The client, of course, blamed the agency.

He came to me, frustrated and stuck.

“I knew it wouldn’t work, but I didn’t know how to push back without looking defensive,” he said.

This is where most agencies get it wrong.

They think being a 'good partner' means doing what the client says.

But clients don’t actually want another ‘yes man.’

They want someone who can save them from their own bad ideas.

If you never push back, you’re not giving clients what they need.

You’re just taking their money and hoping they don’t notice the mess.

Who actually owns client results in your agency?

If your agency keeps playing the blame game, you're losing money every month and you probably don't even realize it.

I've seen this mess in agencies pulling $1M–$2M a year.
Account managers point at media buyers.
Media buyers point at creatives.
Creatives point right back at account managers.

And your client? 

They're getting average results while you play referee all day.

Here's what turned everything around for us:

I built pods.

Not a big management theory. 

Not some 300-page consultant deck.

Just small, cross-functional teams laser-focused on their own portfolio of clients.

Each pod has a clear lead. One person who owns the results, period.

Your creative team and media buyer all report to the same pod lead. 

No more silos.

Once you're in a pod, two things happen:

1. The finger-pointing dies overnight.
2. Everyone understands what success looks like for their specific clients.

The creative team can't blame media, because they're all fighting for the same outcome.
The email team can't pretend it's someone else's problem.
The media buyer can't duck the heat, either.

It's actually pretty wild how fast the excuses disappear.

We set up our pods in ClickUp - each with its own workspace, clear roles, and no place to hide.
Every task has an owner.
Every result rolls up to the pod lead.

No more confusion.
No more "who dropped the ball?"

The wildest part is how SIMPLE this is. 
Almost any agency could copy it tomorrow.

But most won't.

They'd rather keep everyone in their function - media buyers with media buyers, creatives with creatives, account managers in another corner.

Then they act shocked when:
- Communication is chaos
- Clients feel like they're working with three different companies
- Projects fall through the cracks

If you keep the silos, you’ll keep the mess.

Your team doesn't need more tools.
They don't need another all-hands meeting.

They need clarity.
They need to know who they're winning with.

Put people in pods. Give them ownership and a reason to win or lose together.

“This VSL is going to make me $10M.”

That’s what I thought when I made this video.

But it’s my first time ever making one (kinda crazy with what I’ve done).

So I’m here to, humbly, ask LinkedIn to critique it.

For context, the flow to view it is either:

LinkedIn Profile View > Book A Call > TY page VSL

LinkedIn Lead Magnet Post > LP Opt In (Email) > TY page with VSL to Book A Call

Do you worst.

I need the honest truth.

PS: I made it a little longer because I’m trying to shorten my sales calls / sales cycle with more education prior.

Bad idea?

LMK in the comments.

Wonder how large performance creative agencies charge $100k/mo per client, while you’re less than $10k/mo?

It all comes down to data.

They Iterate weekly.

You iterate monthly.

Here’s the math:

Monthly delivery = 3 learning cycles in 90 days.

Weekly delivery = 12 learning cycles in 90 days.

That's 4x more data points to optimize against.

The gap isn't just about volume.

It's about speed to insight.

When you batch all creative delivery at month-end, you're doing two things wrong:

First, you're crushing your team with uneven workload distribution.

Second, you're letting bad creative burn budget for weeks before you can course-correct.

Here's what changes when you shift to weekly or bi-weekly delivery:

You catch underperformers in days, not weeks.

You scale winners while they're still hot.

You build a feedback loop that compounds learning.

This is operational leverage.

And if you're managing high-spend accounts?

This becomes non-negotiable.

The agencies winning right now aren't the ones with the best creative intuition.

They're the ones who've built systems that learn faster than their competitors.

Would you fly first class with your baby, or play it safe and downgrade?

Next July, we’re heading to Italy with our 10-month-old.

Delta One, lie-flat seats.

Baby will be on mom’s lap.

I’ve already heard all the opinions: 

→ “People will side-eye you for bringing a baby up front.” 
→ “First class is for quiet travelers, not crying babies.” 
→ “Don’t waste the upgrade, no one will sleep anyway.”

But if we downgrade and book an extra seat, we all lose out on comfort.

Is giving up sleep for a little less judgment really worth it?

If you’ve done this - what did you actually experience? What would you do in my shoes?

PS: Pic of baby for attention

Trying to cram every process into ClickUp is like using a Swiss Army knife to build a house.

Sure, it technically "works," but how many things are you breaking along the way?

I used to run everything out of ClickUp.

Not just projects - literally everything, including hiring.

On paper, it felt efficient. 

In reality, it became a mess. 

Here's what actually happened:

My team was stuck fighting clunky, homemade workflows

We were losing hours every week on manual work

Every glitch or question landed straight on my plate

Worst part? 

I became the bottleneck. 

The very thing I wanted to avoid.

For a while, I kept forcing it. 

Thought I was being the smart, all-in-one-system kind of leader. 

Turns out, I was just making my life (and my team's) harder.

Then I switched gears.

Recruiting? Moved it to Breezy.hr.

Lead Management? Use Hubspot.

Dashboard: Kept in Google Sheets.

ClickUp? 

Now it's the central hub pointing to everything else.

Operational excellence isn’t about jamming everything into one dashboard.

It’s about picking the right tool for each job and stitching it all together in a way your team actually enjoys.

Stop trying to be the hero who keeps it all "in one place."

You’re just setting yourself up as chief firefighter.

Use the best tool for the task, and let ClickUp be the air traffic control, not the entire airport.

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