Leading Agile Delivery Across a Multi-Client Agency Portfolio

Balancing evolving client expectations with sustainable multidisciplinary execution at Twenty Ideas.

Challenge: Digital-product clients frequently refined requirements during delivery, creating ongoing scope, revision, and prioritization decisions across multiple simultaneous engagements.

My role: I served as the operational bridge between clients and delivery teams, coordinating engineering, design, product, and stakeholder work through two-week sprint cycles.

Outcome: I maintained momentum across six to eight active client engagements while helping teams adapt to changing requirements without allowing scope or workload to become unmanaged.

By the Numbers

  • Six to eight active client engagements under typical conditions

  • Two-week sprint cycles

  • Engineering, design, product, and client stakeholders

  • Digital health and education-technology products

  • Multiple concurrent review, revision, and delivery workstreams

The Agency Challenge

Agency delivery operates across two environments.

Clients need confidence that their goals are understood and that the product is moving toward the right outcome.

Internal teams need enough clarity to make sound design and technical decisions while maintaining a realistic workload.

As products became more tangible, clients often identified:

  • New requirements

  • Additional features

  • Revision requests

  • Shifts in priority

  • Feedback from new stakeholders

  • Changes to the intended experience

Those changes could be valid and valuable. They could also affect timelines, technical feasibility, scope, and team capacity.

The operating challenge was making change manageable.

My Role

As a Technical Project Manager, I coordinated:

  • Client communication

  • Sprint planning

  • Backlog management

  • Delivery tracking

  • Design and engineering handoffs

  • Reviews and revisions

  • Scope decisions

  • Risks and dependencies

  • Milestones and next steps

My role went beyond reporting status, helping translate evolving client expectations into work the delivery team could understand, estimate, prioritize, and execute.

What I Changed

Created a consistent sprint rhythm

Two-week sprint cycles gave clients and internal teams a recurring structure for:

  • Reviewing progress

  • Confirming priorities

  • Refining backlog items

  • Identifying blockers

  • Making decisions

  • Planning the next body of work

That cadence helped maintain momentum across multiple active projects without requiring every engagement to follow an identical delivery model.

Managed scope and revision pivots

When new feedback emerged, I helped clarify:

  • What the client was requesting

  • Whether it was required or optional

  • How it affected existing work

  • What would need to move

  • Whether additional discovery was needed

  • What the team could responsibly absorb

This prevented new requests from being treated as invisible additions to the original commitment.

Protected both client trust and team capacity

I organized feedback, clarified decision ownership, and communicated timing or workload implications before the team committed to changes.

The goal was to remain responsive without allowing evolving expectations to overwhelm delivery.

That meant helping clients understand the consequences of their choices while also helping internal teams remain flexible when a change was strategically worthwhile.

Representative Engagements

Vira by Ksana Health

Vira was a digital mental health platform developed by Ksana Health and built upon research from the University of Oregon’s Center for Digital Mental Health.

The product used passive smartphone sensing to identify behavioral patterns between therapy sessions. Participating users could connect with clinicians, share behavioral insights, receive supportive prompts, and complete questionnaires through the application.

The work required coordination across:

  • Client stakeholders

  • Product requirements

  • User experience

  • Interface design

  • Mobile functionality

  • Technical implementation

  • Sensitive mental-health use cases

I helped maintain alignment between the client and delivery team as product requirements, feedback, and technical considerations evolved.

Pulsar for the University of Oregon

Pulsar was a digital language-learning portfolio developed by the University of Oregon’s Center for Applied Second Language Studies for STARTALK programs.

The platform supported students and educators in:

  • Managing learning groups

  • Documenting proficiency goals

  • Uploading speech, text, and multimedia evidence

  • Reviewing learner progress

  • Maintaining digital records of achievement

I supported planning, backlog coordination, client communication, reviews, and multidisciplinary delivery as the product progressed through development.

The Result

My work helped:

  • Maintain progress across six to eight simultaneous engagements

  • Translate changing client needs into actionable backlog work

  • Coordinate product, design, and engineering contributors

  • Make scope and timing implications visible

  • Manage frequent review and revision cycles

  • Reduce ambiguity around decisions and next steps

  • Protect delivery teams from unmanaged expansion

  • Preserve constructive client relationships through change

The central lesson was that strong agency leadership is defined by helping clients and teams understand the implications of their choices—and creating a workable path forward.