AI/Vidia
Talk to us
All insights
Benchmarks4 min read6 sections

How to divide work in an AI production team (2026)

Assign product facts, ideas, production and approval clearly so your AI team can deliver without uncertain handoffs.

Kevin Dosanjh
Kevin Dosanjh
Co-founder / CMO, AI Vidia · Updated
Overhead flat lay of small numbered paper cards arranged as an org chart on a warm off-white Nordic surface.
On this page6 sections
  1. 01Start with the bottleneck
  2. 02Cover four responsibilities
  3. 03Simplify approval without removing expertise
  4. 04Plan capacity around the real calendar
  5. 05Examine a stalled assignment
  6. 06Preserve knowledge when people change

An AI production team needs clear responsibility for ideas, product facts, execution and approval. Headcount matters less than whether those tasks get done.

Start with the bottleneck

Review your last delivery. Was the producer waiting for images? Did the script stall between reviewers? Did the campaign owner lack an explanation of the variants? The answer identifies the first task to organise. A new title or tool may not solve it.

Map the journey from product idea to finished files. Name the person performing each step and the person who can decide. In a small team, one person may hold several roles, but it should still be clear when they are producing and when they are approving.

Cover four responsibilities

  • Brief and priorities: Choose the product, message and questions the ads should investigate.
  • Product and brand: Confirm facts, references and the intended presentation.
  • Production: Write scripts, create images and video, edit and check files.
  • Handoff and learning: Track versions and collect feedback from the campaign owner.

These are responsibilities, not a requirement for four hires. Your internal team can own product knowledge and approval while an external producer creates the material. Whoever runs the ads needs to understand the files and test purpose without managing every production detail.

Simplify approval without removing expertise

Appoint one contact for consolidated feedback. They gather product and brand input, resolve conflicting requests and send a prioritised list. A single contact does not mean the same specialist makes every decision.

Distinguish an error from a new request. The wrong product colour needs correction. A different story after script approval may change the scope. Making the distinction visible lets the team discuss time and workload without making it personal.

Need new ads?
Describe your product and what you want to test.
Send your brief

Plan capacity around the real calendar

For a defined period, record time spent on briefing, production, revisions and approval. Include waiting time but separate it from working time. This shows whether the constraint is production capacity or decisions.

Then agree a delivery rhythm that matches your ability to approve and use the work. There is no fixed number of videos every employee should produce. Product complexity, reference quality and the number of new concepts materially change the task.

Examine a stalled assignment

Imagine a producer has drafted a bag ad and receives three requests. The product owner wants a different pocket shown, the brand owner wants warmer lighting and the campaign owner wants another opening message. Nobody has confirmed which changes are decided.

A coordinating contact should resolve them in order. First establish product accuracy. Then decide whether changing the main message changes the brief. Finally, describe the visual adjustment against a reference. The producer receives one message containing approved choices.

This hypothetical situation illustrates a decision bottleneck. Adding another producer would not necessarily help while the requests remain unresolved. Once the decision is made, assess capacity against the production work itself.

Use the same review in the next planning meeting. Which tasks lack an owner, and which need an actual answer? Name a substitute when the usual reviewer is away. A small agreement about holidays and urgent work can be more useful than a larger organisation chart.

Give the campaign owner a final file list showing concept, variant and approved version. Otherwise work may stall again at upload. Handoff is complete only when the recipient can understand and use the deliverables.

Follow the first assignment under the new responsibilities through to delivery. Check whether feedback was consolidated and product questions reached the right person. If a step still stalls, change that specific arrangement. An updated organisation chart alone does not show that everyday collaboration has improved.

Preserve knowledge when people change

Keep product references, scripts, approvals and file versions in a shared location. Record why a version changed so a new producer does not reintroduce a solved problem.

When considering an external partner, assess the actual handoff: what information must you provide, and which decisions come back? The internal production versus agency comparison helps divide the work. Choose a process your team can sustain when an urgent request arrives.

Frequently asked questions

01How many people does an AI production team need?
It depends on the work. Cover priorities, product facts, production and handoff. One person can hold several of these responsibilities.
02Who owns feedback?
Appoint one contact to collect and prioritise input from the relevant reviewers before sending it to the producer.
03Can production be external?
Yes, while your team retains product knowledge, direction and approval. Clearly agree the division of responsibilities with whoever runs the ads.

Next step

Get a proposal for your next ads.

Tell us about your product, audience and ad production needs. We review your brief and reply with a proposed next step.

Send your brief

Read next