Traditionally, agencies have relied on a unified client servicing team to manage all aspects of the client relationship. This team was responsible for growing client relationships and overseeing the successful completion of projects from start to finish. However, more and more agencies are now decoupling account management from project management. This shift addresses a longstanding challenge: capturing the true value that client servicing provides in monetary terms.
Historically, it has been difficult to allocate sufficient budget to client servicing. Most of the project budget is often given to creative teams, with only a small portion left for client servicing - barely covering the actual time needed. Additionally, clients sometimes question what they are paying for when it comes to ‘client servicing’. However, by splitting responsibilities between Account Managers (AMs) and Project Managers (PMs), clients are more likely to accept that project management is essential for successful delivery, leading to more appropriate budget allocation.
Another advantage of this role separation is that it ensures the right skill sets are applied to the right tasks. While some Account Managers may be adept at both fostering client relationships and overseeing project execution, it is rare for someone to excel in both areas. By decoupling these roles, agencies can ensure each individual is focused on what they do best, improving efficiency and results.
Separating AM and PM roles not only provides clearer career paths for both but also ensures that enough time and resources are allocated to each function. So how should tasks be divided between AMs and PMs? Let’s explore some key responsibilities in detail.
Account Management: Nurturing client relationships
At its core, Account Management is about understanding and catering to the client’s brief. AMs serve as the client’s advocate within the agency, maintaining communication and fostering trust. Here’s a closer look at the key responsibilities of an Account Manager:
1. Pitches and Presentations
AMs lead the charge on pitches and presentations, working with internal teams to ensure that the messaging is aligned with the client’s goals. They are responsible for crafting a narrative that not only delivers solutions but also positions the agency as a trusted, long-term partner.
2. Client Engagement
AMs are the primary point of contact for the client, responsible for understanding their evolving needs and concerns. Regular check-ins ensure that feedback is gathered and addressed swiftly to keep the client satisfied and projects aligned with expectations.
3. Scope Estimation
Before a project kicks off, AMs are responsible for estimating the scope, defining the work needed to deliver the project within the client’s budget and timeline. This involves liaising with PMs and working closely with creative and technical teams to ensure clarity on deliverables and the time required for each phase of the project. In some agencies, this task may also involve collaboration with the PM, depending on the team structure and role division.
4. Briefing
After the scope is set, PMs take the lead in creating detailed briefs that outline the project’s objectives, tasks, and deliverables. These briefs ensure that all team members understand what is expected, laying the groundwork for successful project execution.
5. Project Feedback
AMs gather feedback from clients about how the project is progressing and how the delivered work is being received. By maintaining this communication channel, they ensure that the agency stays responsive to client needs and can adapt or address issues promptly.
6. Client Growth
Account Managers drive client growth by proactively identifying opportunities to upsell or cross-sell services. They leverage insights from ongoing work to suggest new ideas and maintain a proactive approach to relationship-building. AMs consistently demonstrate value beyond the initial scope, fostering deeper collaboration and positioning the agency as a long-term strategic partner.
Project Management: Driving execution
While AMs are busy managing relationships, Project Managers focus on the operational side of the business. PMs ensure that internal processes are efficient, and projects are delivered on time, within scope, and to a high standard of quality. Let’s break down the key PM responsibilities:
1. Creating Timelines
PMs are responsible for developing project timelines, which outline key milestones, deadlines, and deliverables. These plans ensure that every team member knows what needs to be done and by when. PMs monitor the progress against these timelines, adjusting schedules if necessary to keep the project on track.
2. Resourcing
PMs manage the allocation of resources, ensuring that the right team members are available for the right tasks at the right time. In some cases, this is done in liaison with a resource manager to ensure optimal staffing. They track capacity and deadlines, shifting resources as needed to make sure the project is adequately staffed and able to meet deadlines without overburdening the team.
3. Budget Control
PMs oversee the project’s financial health by managing the budget throughout its lifecycle. They ensure that costs stay within the agreed scope and alert internal teams if adjustments are needed. This careful management helps prevent overspending while delivering the project within the client’s financial expectations.
4. Quality Control
PMs implement quality control measures at every stage of a project to ensure that deliverables meet both client and agency standards. They work closely with teams to ensure that the final output aligns with client expectations and upholds the agency’s commitment to delivering high-quality work.
5. Booking and Managing External Suppliers
PMs are responsible for coordinating with and managing external suppliers. This involves sourcing, booking, and ensuring that third-party vendors meet the project's requirements and timelines. PMs oversee these relationships to ensure seamless integration with the project workflow and maintain alignment with both quality and budget expectations.
6. Process Review
PMs regularly assess internal workflows to ensure efficiency and identify areas for improvement. By reviewing processes, they can streamline operations, reduce bottlenecks, and implement changes that enhance productivity and project delivery in future projects.
Shared goals, different approaches
While AMs and PMs have distinct areas of focus, their ultimate goal is the same: delivering excellent work that delights clients. By splitting these roles, agencies can ensure that no aspect of client servicing or project execution is neglected. AMs can focus on strategic relationship-building, while PMs ensure that projects are delivered on time and on budget.
This division of labour allows both AMs and PMs to specialise and excel, leading to improved efficiency and client satisfaction. The result? Agencies can operate with greater clarity, purpose, and success.
Why decoupling client management and project delivery improves results
Decoupling Client Management and Project Delivery boosts efficiency and strengthens client relationships. But how does this division work in practice? This post dives into the details.
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