GM | creative ops at scale

When I joined Dentsu, the GM team had already figured out how to squeeze fully interactive 3D vehicles into web banners. Shoppers could change paint colors, explore interiors, and discover features without ever leaving the ad. The work was performing well, so by 2025 we were producing suites of 3D display adds for more than 40 vehicles across Chevrolet, Cadillac, and GMC, all within a four-month production window each year. This came with some growing pains.

I started by interviewing people at every level, from 3D design interns to our EVP of Client Leadership. They knew what was working and what was wearing people down, but no one had the full picture or the mandate to effect change. I helped connect the dots, working with each team to improve communication, briefs, and reviews. We started catching issues before they reached the client, strengthening our role as a creative partner.

It was refreshing to get direct, quick-turn feedback on creative performance. Different formats worked better at different stages of the customer journey, and sometimes simpler ads outperformed work we'd poured far more hours into. A humbling lesson for a 3D artist, and a useful one when deciding what to make next.