The most useful lesson from our year was operational: fewer handoffs only help when someone still owns the work, reviews the output and handles the exception.
We changed the team and the way research, campaigns, creative and reporting moved through it. That is a company retrospective, not a controlled comparison between staffing models. The original tenfold-output and doubled-income statements did not define a consistent output unit, role population or comparison window, so they should not become a forecast for another team.
To evaluate a similar change, retain a dated operating ledger: who did the work, which accounts were active, what was delivered and accepted, which defects returned, and how much human review remained. Compare those records before interpreting revenue per person. Changing the denominator can improve that ratio without improving the customer's experience.
The work we want to repeat is concrete: connected account context, useful production, accountable review and clear client communication. More generated files alone would not establish any of those outcomes.
Take the idea further
Review the current delivery model