“A Project Manager Is Like the Conductor of an Orchestra”
In 2024, project managers (PMs) are crucial within agencies, serving as the bridge between all manner of departments. They advocate for teams, while ensuring projects stay on track and on budget – an increasingly tricky and important challenge in the industry of today. They are also essential to ensure that all teams and talent are aligned with client expectations. As technology evolves, PMs balance strategic oversight adaptability, using digital tools to streamline processes and manage risks. They even shape agency culture by fostering collaboration and communication across hybrid and remote teams.
“Ultimately,” says Megan Segarra, project management program director at Hero Collective, “PMs are not just taskmasters, but strategic leaders who drive successful outcomes while supporting both their teams and clients.”
Megan was also executive producer of the extremely successful Blackweek, a new conference which took place in New York City this year. LBB’s Addison Capper caught up with her for a deep dive on what great project management looks like in 2024, and the future of Blackweek.
LBB> How would you explain your job to a small child?
Megan> A project manager is like the conductor of an orchestra. In an orchestra, there are lots of musicians playing different instruments - some play the violin, some play the drums, and some play the flute. The conductor doesn’t play any of the instruments, but they help everyone work together to make beautiful music. They make sure everyone knows when to start or stop, and that everyone plays the right part at the right time. If something goes wrong, like if someone plays too loud or too quiet, the conductor helps fix it. Like a project manager, the conductor’s job is to make sure the whole orchestra (project) comes together, and everyone plays their part in bringing the music to life (or executing on a project)!
LBB> What are some of your common key roles and how have they evolved in recent times?
Megan> Over the years, my role has evolved from hands-on project and production management to overseeing complex, high-budget initiatives and leading cross-functional teams. Early in my career, I specialised in managing logistics, budgets, and timelines for live events and marketing campaigns. As my experience grew, I shifted toward strategic leadership, focusing on financial oversight, resource allocation, and improving operational efficiency. Adopting advanced project management tools and AI has helped streamline workflows, enabling me to focus on key responsibilities and my amazing team.
LBB> Tell me about the importance of communication skills in your role. And how do you navigate that?
Megan> I learned that clear, effective communication is the backbone of every successful project. By fostering clear channels of communication, I am able to keep everyone aligned, manage expectations, and address any issues before they become roadblocks. Whether it’s managing daily tasks, stepping in to assist with content creation, or coordinating larger strategic initiatives, my ability to communicate effectively – both in planning and execution – is key to ensuring projects run smoothly and are delivered on time, within budget, and to the highest standard.
Ultimately, I believe that strong communication is not just about sharing information – it's about building trust, fostering collaboration, and ensuring the success of every team and project I manage.
LBB> How big a part of your role is managing client expectations and keeping certain teams motivated? Please tell me about that element of your role!
Megan> Managing client expectations and keeping teams motivated is a key part of my role – like being both an orchestra conductor and a therapist. As the ‘conductor’, I ensure all parts of the project align with the client's vision, goals, and deadlines. At the same time, I’m often playing the role of a therapist, especially when things get stressful or miscommunications arise. By maintaining open communication and providing support, I balance expectations, build trust, and foster collaboration, ensuring the project stays on track and everyone is motivated to deliver their best work.
LBB> What are essential traits to be a great project manager in your eyes?
Megan> Clear communication, adaptability, organisation, problem-solving, empathy, and leadership are key traits of a successful project manager. Effective communication ensures alignment, while adaptability helps you navigate challenges. Strong organisational skills keep timelines, budgets, and resources on track, and problem-solving ensures progress despite obstacles. Empathy fosters trust and collaboration, supporting your team’s needs. Leadership inspires and motivates – maintaining focus and morale. These traits create a well-rounded PM who delivers results, builds strong relationships, and drives team success.
LBB> What are the differences between a producer and project manager and how do you work together?
Megan> While both producers and project managers share responsibility for delivering projects on time and within budget, their roles differ. A producer focuses on the creative and operational aspects, managing logistics, talent, and schedules to bring the vision to life. The project manager takes a more strategic approach, overseeing the project lifecycle, aligning with client objectives, and managing timelines, risks, and team coordination. In collaboration, the producer handles the ‘what’ of creative execution, while the project manager focuses on the ‘how’, ensuring alignment, communication, and smooth execution. If visualised in a Venn diagram, the overlap would represent our shared focus on deadlines, budgets, and client satisfaction, but each of us brings unique strengths beyond that. By aligning on expectations and deliverables, we ensure the project runs smoothly and successfully, with strong communication and trust between the two roles being key.
LBB> What are some recent projects that you felt particularly proud about your role in? Why?
Megan> One project I'm particularly proud of is my role as both the executive producer for Blackweek and the project manager for the experiential activation. This project was deeply fulfilling, as it allowed me to celebrate our shared identities and amplify diverse voices. As executive producer, I led the full conference production, working closely with our founders and teams to bring the vision to life. In addition, I project managed the experiential activation, overseeing logistics, creative execution, and on-site coordination. From curating the interactive experience to ensuring smooth operations, it was both challenging and rewarding. Watching our team’s creative concepts resonate with attendees made it an unforgettable experience, and it’s a project I’ll always cherish for its impact and personal significance.
LBB> Tell me about Blackweek. It was a wholly new event – what challenges came up in terms of being the EP on it?
Megan> Blackweek is a ground-breaking conference designed to foster authentic conversations and drive meaningful change in advertising and beyond. The event emphasises a culture-first approach with themes rooted in embracing discomfort, prioritising authenticity, and meaningfully connecting brands with diverse audiences. At its core, Blackweek functions as an economic forum, driving revenue back into communities through strategic partnerships, investments, and actionable initiatives. With a focus on inclusivity, the conference directly addresses issues and creates opportunities for participants at all levels. By bringing together thought leaders, industry professionals, and brands, Blackweek provides a platform for collaboration, knowledge sharing, and community-building, all to advance diversity and create lasting impact.
Blackweek was an incredibly rewarding project, but as executive producer of a completely new conference, it came with significant challenges. One of the hardest parts was wrangling the visions of seven creative founders, each with unique ideas, and aligning them into a cohesive, unified concept. Balancing their diverse ambitions while keeping the event on track required constant negotiation, patience, and clear communication. Another challenge was overcoming scepticism from those who doubted we could create a meaningful, impactful conference. Proving that a conference like Blackweek would succeed became the driving force behind its success. Seeing the conference’s impact and its celebration of diverse voices made all the challenges worth it.
LBB> What parallels and differences did you see between managing an event versus a client campaign/project?
Megan> Managing an event and overseeing a client campaign both require clear objectives, team coordination, strict budgets, and alignment with client goals. However, their execution differs in scope and intensity. Events are high-pressure, time-sensitive projects demanding real-time problem-solving, such as vendor or technical issues. In contrast, client campaigns typically span longer timelines, allowing for strategic planning and adjustments based on performance data. While events focus on live, immersive experiences, campaigns emphasise flexibility, measurable engagement, and ongoing optimization. Both require adaptability, communication, and attention to detail, but event management is distinguished by its immediacy and complexity.
LBB> What is the future for Blackweek? How do you hope it will develop next year?
Megan> Blackweek year one set a new bar for conferences in our industry, raising the standard for how we approach representation, inclusion, and meaningful conversation. It wasn’t just an event – it was a bold statement that showcased the power of culture-first initiatives and how diverse voices can reshape industries. Moving into year two and beyond, we’re committed to continuing that momentum, breaking even more barriers, and shifting the industry's standards for conferences like Blackweek. By expanding programming, adding more stages and enhanced activations plus including a greater focus on our ancillary events, we’re positioning Blackweek to be more than just an annual gathering. We aim to redefine what a conference can be – one that not only celebrates diversity but drives tangible and long-lasting change.
LBB> How did you get into project management?
Megan> I became a project manager through a natural evolution of my background in production, particularly in film and integrated campaigns. Early on, I was deeply immersed in the hands-on aspects of production - coordinating teams, managing budgets, and overseeing timelines for everything from film shoots to large-scale venue activations. As I became more involved in the logistics and operational side, I realised that I had a passion for bringing creative ideas to life in an organised and efficient way. This led me to dive deeper into operations, where I found I could leverage my experience in managing complex projects and juggling multiple moving parts. Project management allowed me to merge my love for creative problem-solving with my strengths in strategic oversight, risk management, and ensuring smooth execution.
LBB> How do you bring creativity into your role?
Megan> I bring creativity into my role through my background in producing, writing, and performing, with experience in theatre and film. Having been immersed in the creative process – whether in rehearsal, on set, or before an audience – I blend artistic vision with strategic execution. This approach allows me to see projects not just as tasks, but as creative experiences that require careful orchestration. In project management, I apply this perspective to problem-solving, collaboration, and workflow design. My creative background helps me deliver innovative solutions, build engaging experiences, and balance creativity with operational efficiency to drive impactful results.
LBB> Finally, I imagine your role has a lot of pressure! How do you manage it?
Megan> Managing pressure is definitely a big part of my role, but over the years, I’ve learned to handle it with patience and focus. I tackle stress by breaking down problems into manageable tasks, prioritising what’s most urgent, and ensuring the team communicates clearly. Flexibility is key because things don’t always go as planned, so being adaptable is essential. I also lean on my team, mentors, and collaborators for support when I need a fresh perspective or guidance. Self-care is important, too – whether it’s a quick walk or taking a moment to breathe. And yoga helps too. On a lighter note, when the pressure builds up in a meeting, I’ve been known to be ‘camera off’ in order to process my thoughts before speaking. It’s my way of taking a moment to reset and respond with clarity, rather than reacting emotionally.
A former colleague once described me in the following way: "We’ve heard of the calm before the storm, we’ve heard of the calm after the storm, but Megan is the calm during the storm." I think that captures how I approach high-pressure situations – by staying steady and focused, no matter what.
