This series of articles looks at the world of the account manager.
This time its The Media Store's senior digital manager Robert Peucker.
How did you end up account management? Was it by design or a cosmic accident?:
A complete accident. Before my first job in media, I’d never even considered a career in advertising - I had my heart set on being an entertainment lawyer. When I entered the industry, it was on an implementation team as a search specialist.
A couple of years later, I moved overseas and accepted what I thought was another implementation role, albeit more generalised than as a search specialist. On my first day at the job, I found out I’d actually been placed on the account team instead. It turned out to be one of the best mistakes of my life; I quickly realised I was far better suited to account management than implementation.
Balancing clients’ objectives and creative vision can be challenging. How do you deal with that?
It’s one of the toughest parts of the job. Clients often come to us with big, bold, incredible ideas for their brand, but often, they’re just not achievable, usually because of budget constraints.
I’ve learned it’s always best to be proactive and respond with solutions, not just highlight problems. Clients know they don’t have all the answers or the same depth of media knowledge, which is why they hire us. While it’s never fun to push back on a creative idea, it’s far better than delivering a poorly executed campaign. Offering an alternative path shows we’re invested in their success and helps keep the creative vision alive in a way that actually works.
What strategies do you employ to clearly convey creative ideas to clients and address client feedback?
Account managers are, by definition, jack of all trades and masters of none. Our greatest strengths are communication and relationship building. While we need a solid baseline understanding of platform capabilities, the real depth of knowledge when it comes to individual platforms sits with the specialists in an agency.
When it comes to presenting ideas or navigating feedback, I see my role as the bridge. I’ll introduce the concept to the client, gauge their interest, and then, where needed, bring in the experts to explain the finer details. That way, clients get clarity and confidence straight from the people who know the ins and outs, and we avoid the risk of oversimplifying or misrepresenting a creative idea. It’s fairer on us, and most importantly, on the client.
How to build strong relationships with clients?
In advertising, there’s a tendency to put clients on a pedestal, but at the end of the day, they’re people just like us. When we grovel or bend to their every demand, it creates an unhealthy power dynamic that doesn’t serve either side.
The strongest relationships are built on honesty, openness, and sometimes a little bluntness. It’s a cliché to say it, but respect is earned, not given, and the best way to earn our clients’ respect is by showing them that we genuinely care about their business. That means being transparent, pushing back where it’s appropriate, and avoiding cookie-cutter solutions. This level of thought and care builds trust, and trust is the foundation of any strong partnership.
Do you have any go-to tips for navigating challenging conversations with clients? And effectively selling an idea.
This really ties back to building strong relationships with clients. When there is mutual respect, tough conversations and selling in ideas become much easier. We have all been in situations where a campaign has overspent or something didn’t go live on time. In my experience, when the relationship is strong, the conversation quickly shifts away from blame and towards working together on solutions and prevention.
Of course, not every relationship is equally strong, but even then, openness and honesty always win. Trying to hide mistakes is never the solution; being upfront shows integrity and creates the best chance for a positive outcome, whether that’s resolving an issue or getting buy-in for a new idea.
Are there any emerging trends or challenges in the industry that account management teams should be prepared for?
One of the biggest challenges we’re seeing post-COVID is shrinking client budgets. According to Nielsen research, 54% of marketers globally plan to reduce ad spend in 2025*. When you pair that with rising performance expectations for media teams, it creates a tough environment for advertisers and account managers to be working in.
There’s no one-size-fits-all solution here because every client is different. In my experience though, clients love to see curiosity and creativity along with a constant yearning to make their media spend go as far as possible through innovative ideas. With smaller budgets and higher targets, leaning on the same old AO channels won’t cut it anymore. Don’t be afraid to explore new approaches, test fresh ideas, and even try something a little out of the box. Most clients understand that we’re working with lower budgets and bigger goals and often welcome bold thinking. And if something new doesn’t work? That’s okay. You’ve still created valuable learnings to refine and build on.
What advice would you give your younger self when you first started out in account service?
Don’t be afraid to say no and push back on clients. Many people think being a successful account manager means being a “yes man,” but agreeing with everything a client asks for isn’t how you build real rapport.
Clients employ agencies because we’re experts in our field and they want to tap into that expertise. They want our perspective and leadership, not just constant compliance with their ideas. While you don’t need to challenge every idea, pushing back when it matters builds stronger relationships. It shows clients that you’re invested, that you care about their objectives, and that you’re willing to bring fresh ideas and thinking to the table instead of just executing theirs.
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