Operational Dashboard · Impact & Achievement

Creative Operations Lead

Tribun Network (KG Media)  ·  2018–Present

+335%
Ad production capacity gained
No new permanent headcount
−79%
Man-hours per item
101 min → 21 min
11
Internal tools built
Campaign Craft ecosystem
103%→10%
Workload excess reduced
From burnout to sustainable

Note: I don't control ad order volume — the sales team does. My role is to scale the team's capacity and efficiency to absorb any volume without burning out.

2022–2023 · Starting Conditions

The Problem

A lean 4–5 person team faced a sudden 335% surge in orders in 2023 — with no new hires, no automation, and fully manual workflows. Burnout was measurable.

Order Volume Spike (2022 → 2023)
+335%
Ad orders jumped from 666 to 2,901 — same team size, zero new process. (I don't control order volume; I only manage how the team absorbs it.)
Rework Rate (% of total man-hours)
18%
Nearly 1 in 5 hours spent redoing work — no template, no standard specs enforcement.
Time per Production Item
101 min
Fully manual process: every ad asset checked and resized by hand for 25+ newspaper ad editions and 50+ online ad properties.
Tools & Automation
0
No internal tools, no templates, no asset-reuse framework. All institutional knowledge lived in one person's head.
Workload Excess — 3-Year Snapshot
2022
+103% Severe burnout
2023
+90% Still excessive
2024
+101% Spike in complexity
2025
+10% First sustainable year
The 2024 spike to +101% happened despite order volume being lower than 2023 — because the complexity of work increased (microsite, motion, custom HTML5). Without tooling, every complexity increase translated directly to team burnout.
The Solution

What I Built

The efficiency gains didn't come from working harder. They came from building systems that eliminated repetitive work, caught errors upstream, and let a small team punch far above its weight.

3.1  Internal Tools Ecosystem (4 Most Impactful)
🎨
HTML5 Ad Inspector
Asset check, file-size audit, template simulation for HTML5 banners
79% efficiency gain · zero size-rejection incidents
🔗 campaign-craft.github.io/dashboard/home/ad-builder/html5
📄
Print Ad Assets (Newspaper)
Auto-verify column sizes for 25+ Tribun Network print editions
↓ 90% time per edition · +72% volume handled
🔗 campaign-craft.github.io/dashboard/home/materi_cetak
🎬
Video Ad Builder
YouTube URL → HTML5 video ad in one click, format standardised
↓ 80% production time
🔗 campaign-craft.github.io/dashboard/home/vob
🖼️
Image Ad Inspector
Audit resolution, check aspect ratios, simulate image ad delivery
↓ rework from 18% · team self-serve validation
🔗 campaign-craft.github.io/dashboard/home/ad-builder/banner
Additional Tools (7 more)
📜 Script Ad Inspector campaign-craft.github.io/…/ad-builder/script 📐 Simple Overlay Tool campaign-craft.github.io/…/materi_cetak 🧮 Advertorial Calculator campaign-craft.github.io/…/kalkulator_adv 📝 Article Preview + Generator campaign-craft.github.io/…/preview_artikel 🔄 Tribun Article Image Resizer campaign-craft.github.io/…/resize-image-adv 🖼 Banner Generator (Static) campaign-craft.github.io/…/bizzinsight-banner 💳 Tribun Network Business Card Generator campaign-craft.github.io/…/bizcard
3.2  Process Redesign
Templating Systems & Asset Reuse Frameworks
Standardised ad asset libraries eliminated repeated production from scratch. Template reuse now accounts for a significant share of the 79% man-hours reduction — work that previously took 101 minutes now runs off a verified template in under 21.
H-1 / H-2 Deadline Rules
Formalised deadline structure: H-1 for client-ready materials, H-2 for design-from-scratch. Reduced last-minute rush cycles and allowed predictable capacity planning across 50+ online properties and 25+ print editions.
Player-Manager Approach
Rather than managing from the outside, I remain an active producer while simultaneously designing and maintaining the systems the team uses. This keeps tooling grounded in real operational needs — and ensures system improvements ship faster.
2025–2026 · Measured Outcomes

The Results

Four years of compounding systems improvements translated into numbers that are hard to dismiss. Every metric below is derived from internal order logs, man-hour tracking sheets, and newspaper edition records.

Metric 2022 (Before) 2025 (After) Change
Man-hours per item 101 min 21 min −79%
Items per person (annual) 951 6,142 +545%
Workload excess +103% +10% −90%
Newspaper ad editions handled 954 1,639 +72%
Newspaper ad man-hours 165,600 hrs 29,790 hrs −82%
21 min
Production time per item
Down from 101 min in 2022
+10%
Team workload excess
vs +103% baseline — first sustainable year
+72%
Newspaper ad volume
With −82% man-hours
6,142
Items per person (2025)
vs 951 items in 2022
2026 · Team & Risk Visibility

Current Team & Risk Analysis

Lean team. High cross-skill maturity. Honest risk visibility — including single points of failure. The 2026 plan focuses on system hardening and reducing technical debt through targeted specialist investment.

Teams I Interact With
Role Interaction
Sales Receive campaign briefs, provide previews/dummies for client approval, coordinate deadlines and material status
AdOps Team Deliver ready online materials, support GAM trafficking workflow, receive proof of play (screenshots) for reporting
Regional Print PICs Receive finalised ad layouts for newspaper ad placement, coordinate insertion, and provide softcopy + photo proof after publication
Vendors (occasional) Coordinate 3D and virtual event asset production for microsite and 360° exhibition projects
Team Structure & Risk
Andy Prayogo
Senior Creative Lead + Motion
Strategy · High-end Motion · System Architecture · Quality Gate
Medium Risk Strategy, system architecture, quality gate, and coding are primarily mine — but operational tasks are fully covered by the team.
Fahri
Front End Developer (Contract 6–12 mo)
Legacy refactoring · Tool stability · Documentation
Low-Medium Risk Surgical investment — leaves behind a much stronger system
Septian
Print Traffic Lead
Koran Operations · Layout Automation
Low Risk Fully cross-trained since 2018. All team members can handle print orders.
Fenty
Visual Designer
High-volume digital · Infographics · Basic Motion & Traffic
Low Risk Fully cross-trained since 2018. Most versatile member.
2026 Plan — System Hardening:

• Front End Developer hired (Fahri) — technical debt is actively being reduced through legacy code refactoring
• Motion workflow absorbed internally with template system — no external dependency
• Cross-training has been mandatory since 2018 — all team members (Andy, Septian, Fenty) are fully cross-trained and can handle any order type. No single point of failure. Fahri is a surgical contract for technical debt.
Executive Summary

Key Takeaways

🏗️
Systems Builder, Not Just Creator
Built the Campaign Craft ecosystem — layout simulators, template libraries, asset distribution pipelines — that reduced man-hours by 79% without adding permanent headcount. The delta between 2022 and 2025 is a direct product of engineered systems, not individual effort.
Core Strength
📊
Data-Driven Ops Leadership
Rare for a Creative Lead: workload capacity is measured, overload rates are tracked, efficiency gains are quantified, and staffing decisions are grounded in data — not intuition. This is operational rigor applied to a creative function.
Differentiator
🔍
Honest Risk Visibility
Proactively surfaces single points of failure (including my own role), brand concentration risks, and backup coverage gaps. Organisations get honesty over ego — which is what makes genuine risk mitigation possible.
Trust Signal
🌐
Distributed Production, Remote-Ready
Managed distributed production systems for 4+ years across remote-adjacent workflows, multiple brand verticals, and high-velocity delivery cycles spanning 50+ online properties and 25+ newspaper editions nationwide.
Global Ready
Complete operational dataset from Tribun Network / KG Media creative team — no cherry-picked numbers. All figures are derived from internal order logs, man-hour tracking sheets, and newspaper edition records.

Team Summary Overview 2022–2025

Year Team Orders Items Man Hours Item / Order MH / Item Workload Excess
2022 5 pax 666 4,754 482,760 7.1 101 min +103%
2023 5→4 pax 2,901 8,039 574,200 2.8 71 min +90%
2024 4 pax 2,145 4,299 469,900 2.0 109 min +101%
2025 4 pax 2,232 24,567 519,030 11.0 21 min +10%

Production Volume by Channel

Year Tribun Orders Kompas TV Orders Total Orders Total Items Item Change
2022 ±580 ±86 666 4,754 — baseline
2023 ±2,500 ±401 2,901 8,039 +69%
2024 ±2,063 ±82 2,145 4,299 −46%
2025 ±2,130 ±102 2,232 24,567 +472%

Newspaper Ad Efficiency

Year Ad Editions Total MH MH / Ad Edition Change
2022 954 165,600 173 min — baseline
2023 1,047 170,200 163 min −6%
2024 1,404 158,760 113 min −31%
2025 1,639 29,790 18 min −82%

Top Brand Portfolio

# Brand Sector Volume
01 Sampoerna / Marlboro Tobacco ~580 orders
02 Gudang Garam / Dji Sam Soe Tobacco ~440 orders
03 Honda / Yamaha Automotive ~380 orders
04 Kompas TV Media ↑ ~15% of total
05 Indomie / Wings / Unilever FMCG ↑ ~120 orders
06 State Bank Group Banking ↑ ~75 orders
07 Daihatsu Automotive ~70 orders
08 A Mild / Marlboro Tobacco ~60 orders
09 Toyota Automotive ~50 orders
10 BNI / BTPN / Permata Banking ↑ ~45 orders

Work Type Distribution 2025 · % of total man-hours

Work Type % MH Character
Rework / Resize Banner (HTML/RMB) + Preview 18% High revision rate — addressable with better briefs
Preview Banner / Script 14.5% Highest volume, handled efficiently
Rework / Resize Banner (JPG/GIF) + Preview 12% Standard operational work
Preview Advertorial / HL / Brandzview 8.8% Client-editorial content coordination
Create Infographics / Banner / Illustration / Social Media 8.4% Low order count, heaviest per order (~960 min)
Visual Microsite / Channel / Landing Page 5% Most complex — handled by Andy only ⚠
Other tasks (combined) 33.3% Distributed across team
18% of all hours go to rework — the single largest efficiency lever remaining. Improved brief standards and client approval workflows could realistically recover 8–10% of total capacity. Microsite work at 5% may seem small, but its complexity and zero-backup status make it a disproportionate organisational risk.