Marketing manager

What this is about

Marketing budgets are approved against results, not against shoot days. The plan therefore serves two rooms: a crew that needs to know what to shoot, and a finance conversation that needs to know what the money bought.

Every department needs the same plan in a different view. That is exactly where document collections fail: they only ever serve one perspective well.

What runs differently here

Where this differs from the general case:

• Only a timeline built backwards from the launch shows whether the shoot fits at all
• Approval rounds are the part of the schedule nobody plans and everybody spends
• An asset that was never on the deliverables list becomes a second shoot at emergency pricing

What the plan has to deliver

A production plan is useful to this role when it provides the following:

• A timeline built backwards from the campaign date
• Delivery dates that already contain the approval rounds
• A deliverables list agreed before the budget is committed
• Cost per asset visible, so the internal case can be made

Common pitfalls

What most often goes wrong in practice:

• Planning forward from the date the agency is free instead of backwards from the launch
• Approving the shoot day and discovering post production afterwards

With TillyGen

TillyGen plans backwards from the launch date and shows what each shoot day delivers, so the internal case and the schedule quote the same numbers.

Change one constraint and the consequences travel through the whole plan: affected shots are flagged, the call sheet is regenerated, and nobody keeps working from yesterday's version.