Taking on half the work was the only way to double what each piece of it was worth.
We used to run six projects at once. It looked like growth. It was mostly context switching, and the work showed it: good enough, on time, and forgettable.
So we cut the roster in half and doubled the attention on what was left. Nothing about the process changed. What changed was how much of it each project actually got.
The founder is on every call. The person who wrote the strategy is the person choosing the typeface. There is no brief being relayed down a chain, losing a little of itself at each step.
Two clients a month is not a scarcity tactic. It is the number where we can still argue about kerning at 6pm on a Thursday and mean it.