Running several brands here is the same product, several times over, so this is the routine that makes it manageable.
Agencies get the same product as brands: each client is its own organization, with its own campaigns, submissions, team and budget, you belong to all of them under one login and switch between them from the menu at the top left, and creators see the brand rather than the agency behind it. What differs is that you run it several times over, so the habits that keep one campaign healthy have to become a routine. The one thing the product does not give you is a combined view across organizations, so your reporting lives outside it.
How organizations work
Create one organization per brand and have the brand fund its own campaigns from it, inside Whop, with the processing fee shown before they pay; campaign budgets are the brand's money, not yours. Verification, which changes the platform fee, is a property of the organization, so it applies to whichever organization the campaigns run in. Fund your account covers the money.
Roles inside a brand organization
Role | What it can do , and who to put in it |
Owner | Everything, including transferring ownership.
The brand, or you if the organization is yours. |
Admin | Manages the team and the campaigns.
Your campaign manager, and a second Admin as backup on your biggest brands. |
Moderator | Manages campaigns and reviews content, but not the team.
The brand's own contact, so they can watch the queue without touching the team. |
Teammates are invited from Settings, then Team, and are added instantly with the role you pick; one person can hold different roles in different organizations. The roles you can hand out depend on your own, and there is no view-only role: to take someone off the team, remove them.
Onboarding a client
Agree five things in writing before the first campaign: what success looks like in 90 days, as a number; the budget for the next quarter; the one person who signs off on creative; the source material available on day one; and how the last agency relationship ended. Then create the organization, have the brand fund it inside Whop, invite your team, and walk through the source material together on a call where you open every file, because that is where you learn what is actually usable and agree the first campaign's model. Tell the brand in writing that the first campaign is calibration: the rate and the brief will move once submissions arrive, and views compound, so week one looks worse than the campaign will.
Running the week
When | What |
Daily | Clear the Pending tab in every organization. Rejections rest on the brief and carry a reason; high bot likelihood cards get a person's attention first. |
Weekly | A short report per brand from Analytics, the same four numbers in the same order for every brand: total payouts, submissions and approvals, effective CPM, top creators. Then a brand sync where you bring the decisions, not the data. |
Around the third week of each campaign | The add-budget call, brought to the brand as a decision with a reason, not as a question, together with what to change first if the numbers are not there yet. The signals are in Fund your account. |
Keep a short brief document per format you sell, a 30 second clipping brief, a 60 second UGC brief, a founder talking-head brief, a product demo brief, each with the hook formula, the don'ts and the reference clip slots already in it, so a new campaign is that document with the brand's source material dropped in. Write a brief creators will follow is the standard they follow.
Charging for the work
Your fee is separate from the campaign budget and is between you and the brand, and it takes one of three shapes: a flat monthly retainer per brand for moderation, reporting and campaign management, which suits brands that want predictable costs and gives you revenue you can staff against; a percentage of managed spend, which scales with account size and works when spend is large enough for a percentage to mean something, paired with a performance floor such as a target effective CPM; or a base plus a performance bonus tied to outcomes the brand cares about. Pick one per client and keep it, because mixing two models in one contract confuses the brand and makes renewals harder, and calibrate the rate to what brands in the category pay for comparable work and to the numbers you can show from your other organizations.
As the roster grows
With a handful of brands the principal touches every campaign and knows every queue, and it breaks in predictable ways: a week of holiday leaves brands unwatched, and new business stalls because nobody has time to sell. The way through is a campaign manager who owns a roster of organizations end to end, the queue, the creators, the brief and the weekly report, hired for judgment because the product is easy and the calls are not; a standard report instead of a bespoke one; and per-brand operating notes so decisions do not live in one head. Whatever size you are at, the product habits that matter most are the same ones from brand one: a fast queue, rejections that rest on the brief, and the add-budget call made on time.
Same setup, same rules, every organization. That's the whole trick.
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