A packaging and design studio servicing global consumer brands was experiencing increasing client demand, ever-shorter turnaround expectations and rising SKU volumes. Expansion through headcount alone was not feasible, and internal teams were carrying substantial repetitive creative and production tasks.
Leadership believed AI could reduce manual workload and accelerate delivery, but there was uncertainty over where to start and how to adopt AI without compromising brand control or creativity.
TechGenetix partnered with senior leaders to undertake a cross-business discovery process covering design, creative operations, client service and production workflows.
This work identified the most suitable entry points for AI across artwork automation, content adaptation, visual quality checks and consistency assurance. Rather than pushing technology team-first, TechGenetix mapped opportunity to business value, team constraints and client expectations.
A high-level strategy charted a path from pilots to scale, and a supporting operating model defined governance, human approval moments, IP protection, usage boundaries and practical guidance on when, and when not ,to apply AI.
TechGenetix ensured adoption remained grounded positioning AI as a productivity asset rather than a substitute for talent.
The organisation gained clarity on where AI would deliver meaningful benefit and confidence about adoption risk. Early pilots in artwork adaptation and SKU generation demonstrated measurable efficiency improvements without compromising brand consistency.
Teams reported increased bandwidth for conceptual and high-value tasks, and clients benefited from shorter timelines and lower rework.
TechGenetix continues to support capability expansion across major global programmes, helping ensure the business scales without eroding its creative identity.
