How Account Management Is Evolving in 2025
While we’ve made a little headway into 2025 at this point, it’s certainly not too late to hear more predictions for industry evolutions across the year. After all, it often seems as though creatives and strategists are keen to share their expectations for what’s to come… but what about account managers? Changes in adland affect everyone, period. And, as the backbone of many successful operations – doing everything from navigating the latest technologies to pushing boundaries, fielding feedback and ensuring a free-flowing process – those working in this sector of the business have a lot of valuable insights to offer.
So, to find out more about what the role looks like in 2025, and where things are headed as adland continues to stride into the future, LBB’s Jordan Won Neufeldt sat down with some of Canada’s seasoned experts for a chat.
Kristine Lafreniere
VP, group account director at Ogilvy Canada
Account management roles have long been misunderstood as ‘task managers’, and I can say that in 2025, that’s never been further from reality. Today’s account person is a force of nature, as the role has become more important and more complex. With the advertising world becoming increasingly fragmented, interconnected, and fast-paced, account managers are facing challenges from all directions. It’s no longer just about making sure a project runs smoothly, it’s about integrating diverse disciplines, negotiating competing interests, and, frankly, being a bit of a seer – anticipating stakeholder needs and considerations in all kinds of ways. It’s about uniting the varied personalities, skills, and visions to align toward a common goal. It’s bringing out the best in each person, so the collective becomes stronger. And a great account person makes it look effortless.
There’s a mantra I always tell my team: ‘You set the weather’. What does that mean? In accounts, you set the tone. You create an environment where creativity can breathe, where ideas flow freely, and where everyone plays their best hand. You ensure alignment, manage expectations, and, most importantly, protect the integrity of the work, even under pressure. You’re not just the go-between – you’re the pulse of the project, positioned at the intersection of business and creativity.
Account management in 2025 isn’t just about ticking boxes; it’s about knowing when to listen, when to lean in, and when to push boundaries. Whether navigating tough feedback, aligning competing stakeholder interests, or turning setbacks into opportunities, account managers handle it all with one eye on the bigger picture, and the other on the smallest detail. It’s about emotional intelligence, resilience, and understanding what makes people tick. This blend of creativity and empathy is what will determine whether your next campaign thrives, or falls flat.
Looking ahead, account managers aren’t just the ones who keep things moving – they’re the catalyst for turning chaos into clarity, transforming ideas into unforgettable work. They're the secret architects of creativity.
Shawne Elnicki
Group account director at No Fixed Address
I don’t know whose hand I have to hold when I say this. Do. Not. Sleep. On. Account. Management.
The era of gatekeeping ideas from your accounts team to ‘keep them alive’ is over. Account management isn’t here to slow you down – it’s here to make the work smarter, sharper, and bulletproof before it ever reaches a client.
Think of the creative process as a team sport, with account management as your ultimate weapon. As your in-house client and category experts, we build trust, connect dots, and pressure-test ideas to ensure success. We’re the conductors of the agency, orchestrating every department to make sure the most impactful work sees the light of day.
But account management in 2025 goes beyond coordination – we’re the heart of the business. Clients today face major pressure as their businesses are measured by the effectiveness of what hits the market. Budgets are tight, and the stakes are high. Everything we do must be grounded in tangible results, which is why having your business experts at the table from the start has never been more important.
This also means leading with insight. We need to know who’s winning, which bold moves are working, and how to apply those lessons to our own brands and clients. A strong point of view isn’t optional; it’s non-negotiable.
With a strong point of view comes trust, which is the foundation of bold ideas. It’s earned by showing deep knowledge of your client’s business, respecting it, and consistently delivering smart, actionable recommendations. When you prove you know what’s possible, and how to make it happen, clients will follow you into bold, culturally reactive ideas.
This isn’t about being reckless. It’s about being intentional. Account management is about taking the lessons from culture, the marketplace, and brands that have gone big, tailoring them to your client’s business, and coaching them to take action. Be thoughtful. Be strategic. And above all, be honest about what you believe they need.
Account management will never be just a support role – it’s a leadership role. But it’s time we brought more edge to it. That’s my hope for everyone in client services: Loosen the proverbial collar, step into the ring, and remind everyone why account management is, and always will be, the backbone of bold, breakthrough work.
Adam Lang
Managing director at TBWA\Canada
Canada has always been the Goldilocks zone – not too big to change, not too small to adapt. That’s great for driving innovation, but difficult with stagnant client budgets and more complex needs. So, surprise surprise, the role of account service is expected to evolve again.
Just eight years ago when I started with TBWA, we were launching campaigns with a TV spot, some out-of-home, and a Facebook asset. Now, every campaign has over 200 assets to support it across a flurry of media partners, most benefiting from bespoke assets versus the old ‘15-second cut down’ approach.
The digital and social explosion in the last few years has required a massive expansion of knowledge to manage the needs of our clients. Technology and data analytics are now integral to advertising strategies. Hence, today’s account managers need to be tech-savvy and data-driven to offer clients insights that can influence campaign effectiveness.
Another significant change is the emergence of new platforms. Account managers are now required to understand and coordinate across Meta, Google, Pinterest, Snap, TikTok, etc., each with individual specs and KPIs. This necessitates a broader skill set, including expertise in content strategy, performance marketing, and an agile approach to campaign management, as budgets are not rising at the same pace as this expansion.
This year, account management will be pivotal to the success of an agency. As clients demand more personalised and precise marketing efforts, account managers will be key in aligning their needs with the agency’s capabilities. Their role will include:
- Strategic partnership. Acting as strategic partners rather than just service providers. They will help clients navigate the complexity of media landscapes and consumer behaviours. We need to know what they don’t.
- Innovation drivers. Stimulating innovation by leveraging new technologies and data analytics. If you’re an account person who isn’t using ChatGPT to expedite your schedules, notes, and briefs, you’re falling behind.
- Cross-functional leadership. Leading cross-functional teams to deliver cohesive and integrated campaigns. They will ensure that every touchpoint aligns with the client's objectives. It’s a complex ask, but we need to be orchestrators of the various agency teams.
- Client trust and retention. Building and maintaining trust is essential for long-term partnerships. We are the face of the agency, and fostering trust will help us expand our remits to explore new partners and ways of advertising as they open up to us.
If you take away one thing, account management is accelerating towards greater complexity and importance. Going into 2025, you can be indispensable if you offer strategic insight, technological acumen, and the ability to foster strong client relationships. Creative has always been at the heart of what we do, and strong account leaders are the people who will provide our clients with valuable perspectives on the significant evolution our industry will see in the coming years.
Emily Merrigan and Carrie Roi
Group account directors at FUSE Create
In 2025, account management is no longer about pushing papers; it's about being a strategic powerhouse that delivers real business value. Here's the insider scoop on what makes a top-notch account manager today.
Data Is Your New Best Friend
Forget gut feelings. Today's account managers are data wizards who speak the language of insights. We're talking about using analytics to predict client needs, drive ROI, and create strategies that actually move the needle. No more shooting in the dark – every recommendation is backed by solid evidence.
More Than Just a Service Provider
You're not a vendor or order-taker – you're a strategic partner. Clients need someone who can:
- Solve complex business challenges.
- Deliver proactive recommendations.
- Bring integrated, 360-degree solutions.
- Make them look like heroes!
The Collaboration Maestro
Your superpower? Bringing together multidisciplinary teams like a pro. You're the glue that connects creative minds, tech experts, and strategic thinkers. Your job is to create seamless, innovative solutions that transcend traditional departmental boundaries.
Human Connection in a Digital World
Here's the plot twist. As technology automates more tasks, the human touch becomes even more critical. Emotional intelligence is your secret weapon. Building genuine relationships, understanding nuanced client and internal teams’ needs, and creating trust – these are the skills that set you apart.
The bottom line is that account management in 2025 is about being a trusted advisor, and not just a service provider. You're here to understand complex business landscapes, deliver innovative solutions, and ultimately, help your clients and agency succeed. It's no longer about having the perfect plan, it's about being the partner who can adapt, innovate and drive real business impact. And ultimately, do great work with great people, for great people.
Mark Dowsett
Group VP, business lead at Cossette
Account management is rapidly evolving, driven by advancements in technology (especially AI), shifting consumer behaviour, and the increasing complexity of the advertising landscape. By 2025, account managers will need a diverse skill set that goes beyond traditional relationship management. Personally, I focus on three key pillars: leadership, brand and campaign management, and, most importantly, relationship management.
Effective leadership now requires a strong grasp of data analytics, marketing automation, and AI-driven platforms. Account managers must interpret complex data, spot trends, and make data-driven decisions to optimise campaigns and maximise ROI for clients. They must also guide teams in embracing new technologies, and foster a culture of innovation. Clients often measure success through ROI – both internally and externally – and it's crucial to lead the team and client toward this common goal.
When managing brands and campaigns, it's essential to understand that clients today expect transparency and accountability. Account managers who attempt to deceive clients no longer succeed, and this shift is positive for the industry. Clients demand real-time insights into campaign performance, clear demonstrations of their investment’s value, and measurable results. Account managers must be proactive in anticipating needs, offering strategic recommendations and acting as trusted advisors. Gone are the days of vague reports and empty promises.
Relationship management remains the foundation of success in account management. Building strong client relationships requires excellent communication, empathy, and a deep understanding of their business challenges. Account managers must navigate complex organisational structures, manage expectations, and resolve conflicts effectively. Clients are people, not just companies, and connecting on a human level is essential. Understanding their decision-making processes and feedback allows account managers to align with their goals and drive the brand forward. It’s a win-win for both parties.
In short, account management has never been more critical. While technology continues to advance, account managers remain the strategic orchestrators of advertising campaigns, leveraging data and technology to deliver exceptional results. To succeed, account managers must lead, adapt, and build strong relationships, all of which are essential in today’s fast-evolving advertising landscape.
Helena Lazar
EVP, managing director at King Ursa
From what I’m seeing today, the future of account management needs to evolve. I’ve been in the industry for well over 20 years, and I come from a time when media was part of the overall agency offering (no separate agencies), and we didn’t have strategic planners. Account people wrote positioning statements for research and translated client briefs into creative briefs; we analysed sales data and wrote production timelines.
With the introduction of strategic planners, project managers, and media now operating as a separate entity, the client-account management relationship has, to some degree, become more transactional. As global agencies are shrinking into global networks, it has become more about the shareholder, and less about the client-agency relationship.
As a result, indie agencies are on the rise, setting themselves apart from the networks. And due to this, account teams need to get back to some basics. They need to be nimble and knowledgeable. You don’t need to be an expert in production, data science or media, but you need to understand what is behind each. You need to have a POV, work closely with strategic planners, and be seen as a partner by the creative/media teams and other divisions at your agency that offer integrated services.
Account management needs to go back to being a true client partner – know the business like it is your own, and make them feel like they can’t live without you. The last thing you want to become is a commodity. I’ve seen clients move their business based on the relationships they have formed and follow their lead account people.
You also need to be inquisitive – don’t forget to challenge the norm. There is no place for complacency – we live in a competitive environment and account managers need to be students of change. Clients are looking for added value and proactive ideas.
Finally, embrace technology, but don’t let it rule you. We have so many tools at our disposal, and even AI can now write our emails. But AI isn’t human; we need to ensure we apply our personal insights as we communicate and build client relationships. Strong relationships garner trust, forgiveness when you hit a rough patch, and ultimately, lead to great work and less break-ups.
David Tremblay
Managing director at Zulu Alpha Kilo Vancouver
I will start by saying that great creativity rarely happens without great account leadership. At Zulu Alpha Kilo (ZAK), we get up every day to fight sameness for our clients, and ensure their brands stand out. To do that, you need to be in lockstep with them… And while there are days where the role we play has us juggling dozens of priorities simultaneously, the truth is, the responsibility of leading an account has never been more important than now. Over my career, here are some of the rules I have followed and share with my team to build true partnerships that lead to exceptional work:
Embrace Empathy. It’s Incredibly Hard to Get to Great Creative
In 2025, the new norm is faster, cheaper and still high quality. Getting to incredible work is neither easy, nor convenient. The best account people today are both relentless and empathetic. They understand what keeps their client up at night, and how to lead teams to solve those challenges. I’m rarely the popular voice, but my clients know I care, and that I take the time to learn about their business, so the creative delivers real results.
Uncomplicate the Process. There Will Always Be Obstacles
The speed we work at and the complexities we face continue to increase, and that’s not going to change. At ZAK, there is no such thing as over-communication. We live by the motto of ‘pick up the phone’. I can’t tell you how many days and hours have been saved by simply calling a client or a creative team directly to talk things through. It enables transparency, troubleshooting, and decision-making – all in service of creating breakthrough work. There isn’t a marketer out there who doesn’t want a trusted ally to simplify and speed up the process for them.
Paving the way to Innovation
Right now, the expectation of bringing innovative and breakthrough thinking has never been higher as a creative business. Great account leaders actively look to bring new ideas and technology to clients. This can range from thought leadership to sharing new methods of research and measurement, or how we leverage AI to support creative ideas. Our agency hosts numerous training seminars, along with thought leadership presentations throughout the year. In doing this, we demonstrate our ability to help lead our clients’ businesses with innovative, creative thinking, and in-depth knowledge of technologies.
Daria Lysenko
VP of client services at john st.
The advertising landscape is exploding, but amidst the technological upheaval, one constant remains: the power of human connection. We're not just selling ads; we're building bridges between brands and people in a world increasingly fractured by technology and shifting consumer loyalties.
In 2025, human connection will be the ultimate differentiator in account management, and paramount in cultivating strong client relationships. Understanding clients’ unspoken needs and fiercely advocating for their best interests, account managers will be the master connector, forging meaningful relationships that transcend the digital noise.
Clients face intense pressure. Every marketing investment is scrutinised, and consumers bombarded with choices crave authentic connection, not just clever campaigns. This elevates account managers to true strategic partners, deeply understanding the vision and human element of their businesses. We're not just executing campaigns; we're understanding human needs and solving business challenges with empathy and insight.
My recent client secondment underscored a fundamental truth: In challenging times, clients turn to those they trust – those with whom they have built strong relationships. We must be trusted confidantes, building relationships so deep that clients confide in us about broader business goals and even personal aspirations. An extension of their team, they rely on us for counsel which drives tangible results that align with their core values.
These demands require a unique blend of skills, anchored by deep fluency in data and marketing technologies. But data is inert; human interpretation – translating data into actionable insights that connect with people – is what truly matters. Account managers must analyse data, identify human trends, and develop innovative, omnichannel solutions that speak to people's needs and desires. They are strategic quarterbacks, orchestrating teams to deliver solutions and foster collaboration.
Furthermore, human connection remains essential to creativity. It's not just about trends and going viral; it's about understanding human motivations and crafting emotionally resonant stories. We need to champion original, impactful work that cuts through the noise and speaks to the human heart. We need to balance achieving client goals with upholding our agency's creative ambition and commitment to excellence, ensuring that the work we produce is not only effective, but also meaningful.
This challenging evolution is exhilarating. In 2025, the account manager will be the trusted human guide, strategic partner, and creative catalyst, bringing humanity to marketing. Agencies prioritising human connection – empowering these account managers – will not just survive – they will define the future of marketing.
Natalie Street
Head of accounts at GUT Toronto
As we head into 2025, it’s easy to get caught up in the AI buzz and its influence on creativity. But, as always, true evolution comes from doubling down on what matters most: people. And that’s where accounts come in.
At GUT, that’s our foundation: a people-first philosophy that puts humanity at the centre of everything we do – both on our own team and with external partners. This mindset is especially crucial in accounts, where strong, genuine relationships, internally and externally, drive great work. It’s what fuels the energy in our Toronto office – a team that’s not just talented and driven, but also kind, respectful, and a lot of fun to work with. We make recognition a weekly ritual. We don’t just say ‘thank you’, we get specific. We call out exactly what someone did and how it moved the needle. That kind of clarity keeps us focused and grounded.
And when it comes to feedback, transparency is key. Honesty and openness are non-negotiables – they’re how we do our best work. Creating this environment has a ripple effect that extends beyond our walls and infuses into our external relationships. We see accounts as partners and collaborators, working with internal and external teams to create something great.
As we grow into 2025, one thing is certain: people will always come first. That’s how we’ll continue to do our best work for our best clients.
Jonathan Longworth
Partner and chief operating officer at ONE23WEST
Advertising is more complex than ever, and account management is at the core of navigating this evolving landscape. Clients no longer seek agencies that simply execute campaigns – they want strategic partners who understand their business, anticipate challenges, and leverage new tools to drive meaningful results. As we enter 2025, account management is becoming even more dynamic, and those who embrace this shift will thrive.
Clients expect more than execution; they need partners invested in their success. Account managers must go beyond managing projects to build trust, deeply understand their clients’ industries, and drive for creative solutions with real impact. Developing this level of partnership and confidence allows agencies to push creative boundaries and effectiveness.
The days of data being seen primarily as a measurement tool are long gone. Account managers need to develop a dual skill set: they have to understand what makes great creative, while also knowing how to use real-time data – informing the insights which drive that work. The best account managers will always translate that data into actionable insights which feel human and relevant for both internal teams and clients.
Account managers have always needed to adapt and pivot quickly, but it will be required like never before in the coming years. Consumer behaviours shift at unprecedented speeds, social platforms evolve constantly, and economic uncertainties require brands to remain agile. Account managers will be central to helping clients navigate challenges while identifying new opportunities in a fast-changing world.
Simultaneously, agencies will see themselves evolving at an unprecedented rate. AI, automation, and CRM systems are streamlining many account management tasks. However, account managers are now expected to know more than ever – everything from UX/UI to content strategy and digital marketing. This cross-functional fluency allows account managers to bridge the gaps between creatives, strategists, and data analysts, providing a more integrated and holistic service to their clients.
While technology and data continue to reshape the industry, one thing will always stay the same: Creativity is at the heart of great advertising. The best account managers will be the ones who can bring people together, champion bold ideas, and make sure the work not only grabs attention, but also drives real results.
Ben Archer
VP, director of business leadership at McCann Canada
Five or six years ago, I saw the future of account management differently. The role seemed diminished, overshadowed by the rise of hyper-trackable marketing. In a world driven by DCO, email campaigns, and digital dashboards, many questioned whether advertising agencies even needed account managers. Wouldn’t project managers, focused purely on execution, be more efficient? I’ve sat in boardrooms where this very debate played out. That moment was a turning point. Account managers had to prove their value to agencies and clients, or risk being replaced by those who simply managed scopes, timelines, and budgets. Relationship building, once central to the role, was being deprioritised.
Around that same time, McCann (unbeknownst to me then) took the opposite approach by redefining account management as business leadership. The problem? Account managers were often seen as gatekeepers rather than business leaders – people who could open doors for great work and help clients take smart, calculated risks. Gatekeepers could be replaced by project managers, but business leaders couldn’t.
To make this change, we needed to double down on trust and relationships. But those relationships had to evolve beyond steak dinners and polite conversations. Clients needed to trust their day-to-day contact at the agency. This required sharp, curious, and strategic people in these roles – leaders with sound judgment, decisive instincts, and the ability to build real partnerships. Above all, they needed to earn their clients’ respect as trusted advisors.
Today, that vision is a reality in our organisation, and I feel a renewed optimism for the account manager (or business leadership) role. Maybe it’s something in the water here in Western Canada, but I keep hearing the same thing from brand leaders: they want change. They’re rethinking their marketing programmes, team structures, and strategic frameworks to ensure marketing delivers real business impact. And they need partners at their agencies to help them navigate this shift. They need account managers – business leaders – who can challenge their perspectives and act as true sounding boards.
The shift from account management to business leadership has been a sizable evolution of the role over the last number of years. It has us well positioned with our clients today, and I can see this evolution continuing to play out in the industry as we move into 2025 and beyond.
Zeeshan Hussain
VP, business director at Arrivals + Departures
It’s obvious that 2025 will be a year of volatility and change, both globally and within the advertising industry. For account management teams, there’s no one-size-fits-all approach for the year ahead. We’ll need to act with agility and creativity, tailoring our leadership styles to individual agency cultures, client needs, and evolving service offerings, especially in Canada, where some of the best independent creative agencies in the world continue to thrive.
There’s no single formula for success, but these five principles will help great account folks lead teams and clients effectively in 2025:
- Advocate for common sense. Know when to push for pragmatism, and when to stand firm. Constantly balancing out client needs with agency perspectives ensures the best creative solutions for the brand – free from ego or personal agendas.
- Be a creative tourist. In his book, ‘Creative Quest’, Ahmir ‘Questlove’ Thompson describes the ability to travel to unfamiliar places for fresh perspectives as one trait to fuel creativity and innovation. Account managers who bring this same spirit of curiosity to their work across various business challenges make all the difference. They elevate the creative process, benefiting both brand partners and internal teams.
- Excel at being a positionless player. Over the last decade, versatility in professional sports has been trending up, with players possessing abilities that transcend traditional roles. Similarly, account managers should adapt to multiple functions. With the speed and complexity of our industry, it’s critical to stay informed and offer strong insights on specialised topics while keeping a big-picture, advisory mindset.
- Level up your energy. Passion and craft are at the heart of creativity. Agency days are still long, and producing fresh, innovative work requires intensity. Account management needs to infuse energy into every project, big or small, driving teams with stamina, resilience, and enthusiasm to bring creative work to life.
- Get comfortable with the chaos. Dan Wieden famously said, “chaos does amazing things that order can’t.” From AI to media fragmentation to accelerated RFP cycles, the challenges are real. But great account managers thrive in uncertainty by staying calm and focused, defying the status quo to push creative boundaries.
Adrienne Rand
Chief strategy officer at Public Inc.
This year has gotten off to a wild start. But amid so much uncertainty, our role in account management is to guide clients in staying steady and unwavering in the face of chaos.
We also need to remind organisations that social and climate investments have huge business value. Here are my top recommendations for leading with confidence in this shifting landscape:
- Stick with and meet climate goals. If the LA fires and snow squalls in Florida were not a sign that we need to continue, and even accelerate, towards our goals, then I don’t know what is. And, considering the majority of consumers and employees want brands to take more action on climate, not less, wavering on retracting these goals while watching the world burn is not a decision based on facts.
- Retain commitments to DEI. This is not about being ‘woke’. In this uncertain economic environment, your business can’t afford to not be diverse. As Forbes just shared, in the recent McKinsey Diversity Matters report, companies committed to diversity show a 39% increased likelihood of outperformance for those in the top quartile of ethnic representation, versus the bottom quartile. Diversity is about performance, agility, innovation and talent retention. This is not about a liberal agenda, but a data-driven approach to good business.
- Focus on connection. The loneliness epidemic is touching every aspect of our culture and how we live right now. It’s also an opportunity for brands and companies to find authentic ways to enable connections with both employees and consumers. That means listening to their needs and values, and finding ways to offer them the communities and connections they’re searching for, whether that be offline moments, creating cultures of service internally, or leveraging influencers who are real and relatable to your audiences.
While the volatile start to 2025 might make it seem like the world is changing at breakneck speed, people are not. We’re still the same people who want safety and security, good jobs, strong economies, and a sense of community and connection. Most of us celebrate diversity and want to save the planet, despite the small group of loud voices arguing otherwise.
It’s easy to get distracted, and that’s by design. But we must stay focused, keeping in mind who our audiences are and what they need from us. Amid all the noise (and there will be a lot of it), we must rely on common sense and the facts – not the frenzy.
Christine Macdonald and Marty Martinez
EVP, head of Canadian business at GREY Health and chief creative officer at TANK Worldwide
The evolution isn’t just about the account management role, it’s about people. People have changed. People want to feel like they are a part of an agency which has purpose. They want to grow and feel like they can make an impact.
It feels like agencies are constantly redefining relationships, and more specifically, how we stay connected to our clients. Today, the account role is at the heart of this. But we are making a shift – turning the traditional role of account management into a collective effort.
Client relationships are the primary focus of this change. For each business, the account, creative, and strategy leads will be responsible for building, maintaining and retaining relationships with clients, and act as the primary points of contact. This trifecta is also collectively responsible for knowing the client’s business needs, strategies and challenges.
To activate this change, our process and project flow will be a team sport. We’re bringing the creative team further up the funnel and earlier into the process. So, the account lead, creative lead and strategy lead are in lockstep from day one. And everyone is held accountable for the output.
This is helping us make a creative shift as well – moving work away from big presentations and toward discovering meaningful moments that bring ideas to clients. For us, this is about finding cultural moments that drive impact, disrupt expectations, and elevate ideas in powerful ways. And the only way to do this is by staying connected.
Accounts will still own the primary communication. But there will be an emphasis on internal and external communication, so everyone will always be on the same page as we move, pivot and shift project plans. Because change is constant.
The end goal is to increase client satisfaction and project success rates, while elevating the creative product and enhancing the team morale. In other words, 2025 will be all about making account management everyone’s business.
Julie Pilon
Partner and VP, client services at LG2
Account management isn’t what it used to be. Gone are the days when the role was primarily about managing campaigns and budgets on a predictable, year-over-year cycle. Today, marketers are navigating a whirlwind of economic shifts, evolving consumer behaviours, political uncertainty, and, in some industries, tightening regulations. They need more than just a solid agency partner – they need a trusted advisor who understands the bigger picture.
That’s where modern account managers step up. Our role isn’t just about knowing a brand’s marketing objectives, it’s about deeply understanding the client’s entire business: their pressures, ambitions, competitive landscape, and long-term vision. We’re not just reacting to briefs; we’re anticipating challenges, identifying opportunities, and helping shape strategic decisions.
Trust is everything. And trust isn’t built just by being friendly and reliable (though that helps!). It comes from having real business acumen, asking the right questions, and genuinely caring about our clients’ success. It also means embracing the unknown. AI is a perfect example – we may not all be experts… yet, but we can’t afford to sit back and wait. Clients expect us to explore, experiment, and provide perspective, even as the landscape evolves in real time.
Looking ahead through 2025, the best account managers will be the ones who can bridge creativity with business strategy in a way that’s meaningful and actionable for clients. It’s no longer enough to deliver great creative work; we need to equip our clients with the insights, data, and tools they need to sell that vision internally and make a real impact.
The world is changing fast, and the value of a strong agency partner has never been higher. The more we embed ourselves in our clients’ realities, the more indispensable we become.
Natalie Tom-Yew
SVP, client services at Dentsu Creative Canada
If you’re looking for ‘service’, go to a diner. Gone are the days of account service being middlemen, relaying client feedback and managing timelines. In 2025, the account role demands visionary leadership on behalf of our clients. We’re consultants on how to bring brands into the future as builders of big ideas, translators of data, and the glue that holds creative, strategy, production and media together. We don’t just manage accounts – we must drive business, shape culture, and make things happen.
With an unprecedented pace of change in our industry, in 2025, the account visionary must be a step ahead. AI is at the forefront of the news and our client conversations. We need to understand its potential, the complexities, ethical implications, legal considerations, and the impact on creativity. It’s not the thing to rely on to replace human insight, but a turbocharger for intuition and creativity. With more data being generated than ever, it’s on us to unlock this intelligence to craft smarter, sharper, innovative campaigns that create impact for our clients. If we aren’t proactive on this topic, we’re already behind.
At the end of the day, a killer campaign isn’t just a great ad – it’s the perfect mix of storytelling, media, and tech. And at the heart of our role is human connection. We’re the ones connecting the dots, connecting the people, and making sure everything works together seamlessly. Why does connection matter? Consumer behaviours shift overnight, and we’re living in all eras. The minute we understand and keep pace with one generation, we’re learning about another. The platforms we use evolve at lightning speed – is TikTok dead, or alive? Budgets change in a heartbeat. The political climate zigs, then zags. Agility isn’t a buzzword, it’s survival. The account visionary has a responsibility to keep teams and client partners connected and ahead, ready to pivot when the world throws the inevitable curveball.
The best campaigns make people feel something. When people feel something, there’s a much higher chance they'll do something about it. The account visionary must be the champion of brave ideas and fight for great work. Because we’re no longer just running projects – we’re running the show. We’re shaping client relationships, driving growth, and making sure the best ideas see the light of day. In a world where attention is fleeting and the competition is fierce, brands need real partners who can balance art and commerce, strategy and execution, and big thinking and real results. This is the year we jump ahead, not as account managers, but as leaders of the future.
Peter Woodward
Managing director at Shortstop
Oftentimes in smaller agencies, the role of the account manager has become about way more than just keeping clients happy or projects on schedule. It’s a job that’s evolved into something much bigger – balancing creativity, strategy, and even a touch of sales. With retainers becoming more rare among small agencies, now, it’s all about being proactive, flexible, and deeply involved.
At its heart, the account manager’s job is to be the client’s voice within the agency. They’re the ones making sure the client’s goals and ideas don’t get lost, keeping everything aligned and on track. It’s about knowing the client’s business so well that you can anticipate their needs before they even ask. It takes empathy, clear communication, and the ability to translate big-picture visions into actionable steps that actually deliver results.
But, there’s more to it than just managing projects. Account managers are also a key part of growing the relationship. They’re constantly looking for ways the agency can do more for the client, offering fresh ideas, suggesting new directions, and finding ways to solve problems the client didn’t even know it had. They’re not just there to execute; they’re there to guide, inspire, and push for bigger wins.
This blend of roles – client advocate, strategist, and growth driver – makes the account manager such a critical part of any agency. They’re the ones who make sure the agency’s work doesn’t just look good, but actually makes a difference. And by building real, trusting relationships, they help turn clients into long-term partners, not just short-term projects.
Cass Farry
VP, managing director at Hard Work Club
The perception of accounts people as mere facilitators is outdated. I prefer to see us as stewards of creativity. With so much changing all the time, we need to be more engaged in our clients’ businesses than ever, open to new solutions, and smart in how we bring creative solutions to life.
Here’s where it matters most:
Own the Brief
How many times have we blamed a brief for the hiccups (or disasters) that arise in the wild world of making ads? Ensure you understand the business problem to be solved, because it will act as your North Star throughout. Call your client. Ask questions. Challenge assumptions – if the budget is tight, should they really ask for 15 deliverables? If you can frame the problem clearly and in the most plain language, you’ll ensure there’s true understanding of the job to be done.
Sell with Heart
An account lead doesn’t just open and close meetings; they guide them to success. Clients are under increased pressure to make smart choices, so the selling of ideas must be strategic and engaging. Ground recommendations in business objectives, bring passion and conviction to presentations, and lean on your team to reinforce key decisions. Never forget that someone poured their heart into writing that script, and the client pours their heart into their brand every day. Pour yours into making sure the right work gets made.
Embrace Production Challenges
Production is a pressure cooker of evolving tech, tight budgets, and high expectations. This is where your mediation skills are tested most, but it’s also pretty magical. If you’re trusted by both your clients and creatives, you can pick your battles wisely. Set expectations early, including budgets. Be a partner to your producer, and be sure to tie decisions back to business goals.
Cultivate a Creative Environment
We all know creative people love space and time to work, but the best way to get the most out of them is by simply getting to know them, and offering your support. It could be as easy as booking a room in the office for a team looking for a space to work, it could mean having a challenging conversation with a client, but sometimes, you have to go to bat, and no one will do it like you can. The same care is required for your clients, which means you need to think critically at every turn.
Of course, you should be prepared to protect your clients’ needs, as well as the work, but remember not to be all business. Engage with the craft, the art, and the humour! This is a fun industry – take advantage of it. Your personality and attitude will always be your strongest assets.
Bryden McDonald
VP, managing director at Cossette
Here are some things account managers need to consider if they hope to thrive in 2025:
- Evolving client expectations. Clients expect that business leaders can deliver strategic, data-driven insights, real-time updates, customised strategies, and proactive problem-solving. This has elevated the role of account managers from service providers to strategic consultants, making their ability to anticipate trends and adapt to client-specific needs more critical than ever.
- The impact of technology. Technology has introduced AI-driven tools, data analytics, and automation, enabling account managers to operate with greater efficiency. And while the expectation for account managers to be incredibly tech savvy is high, it’s important to note that the human element remains crucial in managing complex client relationships and understanding nuanced needs.
- New skills for 2025. An account manager must excel in strategic thinking and data literacy to make informed decisions. Strong emotional intelligence and communication skills are essential for building trust and managing client relationships in an increasingly collaborative, fast-paced environment. Adaptability and tech-savviness are crucial, enabling account people to seamlessly integrate AI tools while staying ahead of shifting industry trends.
- Client relationships. The role of account managers is increasingly consultative, especially as the marketing continues to become more complex. Clients value authenticity and transparency, and business leaders who prioritise open communication and personalised solutions are better positioned to build enduring trust.
- Agility and adaptability. The best account people tend to inherently be among the most adaptable people in the industry. Embracing innovation and remaining solutions-focused allow account managers to consistently deliver results, no matter the challenge.
- Cross-functional collaboration. Account managers now work more closely than ever with creative, tech, production, and strategy teams. This collaboration ensures campaigns are integrated, innovative, and effective. Strong communication skills are essential to bridge diverse disciplines and drive cohesive results.
- Measuring success. Account managers are evaluated based on client satisfaction, revenue growth, and their ability to drive measurable business impact. Success requires a mix of strategic thinking, data fluency, AI literacy, and the ability to proactively solve problems while fostering strong client relationships. The best account managers act as trusted advisors, seamlessly integrating creative and media strategies while navigating complex stakeholder dynamics to deliver results.
- Client growth and retention. Account managers drive client growth by proactively identifying upselling and cross-selling opportunities, while maintaining long-term relationships through strategic guidance, consistent value delivery, and exceptional service.
- Diversity and inclusion. Account managers promote DEI by fostering inclusive team environments, advocating for diverse representation in creative work, and guiding clients toward equitable marketing strategies that resonate with diverse audiences.
- Leadership and mentorship. Account management leaders prioritise team development by providing structured mentorship, continuous learning opportunities, and clear career pathways while fostering a culture of collaboration, feedback, and skill-building to empower their teams for long-term success.
