The studio's own site keeps the count today. This page shows 22 of the marks — Budweiser to the neighbourhood yoga studio.
The crew: hired, trained, sometimes lost, always replaced
The agency started as one person answering a Facebook group. It stopped being that the first time two retainers wanted the same week. From then on the real job was people: hiring young designers and editors, training them on live client briefs, and losing the best ones to bigger studios with bigger salaries — then refilling the bench without a single retainer noticing the gap.
Keeping the work senior when the payroll was junior
We couldn't outbid the big studios, so the systems had to hold the quality instead of the individuals: brand kits and templates per client, checklists per deliverable, and a review pass that stayed mine long after the production didn't. When someone left, their successor inherited a folder, not a mystery.
Trained on live briefs
No sandbox projects — new hires shipped real client work in week one, inside the guardrails.
Attrition, survived
Losing people to bigger paycheques was a constant. The retainers renewed anyway — that's the receipt.
On race morning, the whole company works the ground
For Namma Power Run — 4,000+ runners, three editions — the studio wasn't behind screens. Everyone had a station: content capture, sponsor walls, the stage. The organisers' thank-you memento in the photo above is made out to getmycreative.com — the studio, not a person. That's the point of a team.
The client wall
Every logo below paid an invoice — retained accounts and one-off projects, from beer giants and carmakers to a Kannada film house and the yoga studio down the road. The studio's site counts 72+ brands; these are the marks with stories on this portfolio.
- + 50 more on the studio's books
Keeping this many logos happy at once is a scheduling problem, a cash-flow problem and a people problem before it is ever a design problem.
The books: pricing, collections, procurement
The money side ran on two rules learned early: productise the small work so a ₹15K logo job can't eat a week, and retain the big work so a slow month doesn't miss payroll. Peak retainer book: ₹5L MRR. Collections were mine — chasing invoices teaches you more about ops than any dashboard.
The paperwork could be the hard part. Winning the Karnataka Milk Federation meant a quotation, MD approval and a formal work order — four months of procurement for a packaging job delivered in less. The work order is on the agency file →
And one scar worth naming: the AI product we built under the studio died of an ops failure — a hacked API key and a ₹8L cloud bill. The studio absorbed the hit and kept trading. Ops is also what survives the bad quarter.
THE BACK OFFICE · ITEMISED
2018 – today · founder-operator
- Founded2018, at 17
- Names wornRewopme → B&W → GetMyCreative
- Brands served72+ and counting
- Projects out the door10,000+
- Turnaround, promised4 – 24 hours
- Peak retainer book₹5L MRR
Statusopen for business
the unglamorous parts, done daily.
The strongest proof: it runs without me
Since 2024 I've been building products — GetMyCreative AI, then ELTH and comeoffline. The studio didn't pause. It takes briefs today, under my co-founder, on the systems we built together. An operation that only works while the founder is in the room isn't an operation — it's a founder with helpers.
The same muscle runs elsewhere too: a working Bangalore clinic runs its entire day — appointments, pharmacy, the books — on software I build and maintain. Operating other people's businesses is now the family trade.
What it taught me
Ops is the discipline of making a promise repeatable. Anyone can deliver once. Payroll, vendors, turnaround and quality, every week for eight years, is a system.
This is the file that maps most directly onto my next job, wherever it is: take the unglamorous thing — the vendor mess, the hiring gap, the collections backlog — own it end to end, and build it so it keeps running after you've moved to the next fire.