The Art of Account Management: Natalie Slark on Establishing Clear ‘Sources of Truth’
With 17 years of digital marketing experience, Natalie Slark has evolved from a hands-on background to a specialisation in client services and strategic planning. Over the past nine years at DAC, she has successfully managed a diverse portfolio of global clients across the luxury, retail, travel, and lifestyle sectors.
LBB> How did you first get involved in account management and what appealed to you about it?
Natalie> Account management has been a part of my role since I started my career in digital agencies after finishing university. I initially focused on more hands-on technical roles across organic search and social media, but all my roles involved client and project management to varying degrees.
I knew I wanted to work in digital marketing and account management was part and parcel of that, so I guess I fell into that side of things without consciously aiming for it.
LBB> What is it about your personality, skills and experience that has made account management such a great fit?
Natalie> After working in a variety of hands-on roles across different digital channels, it made sense to focus on account management in order to continue working multi-channel as well as focusing on overarching strategic and business needs.
LBB> What piece of advice would you give to someone just starting their career in account management?
Natalie> Immerse yourself in your client's industry and business. As an account manager, you need to work closely with your client, acting as a bridge between their needs and what your delivery teams propose.
Being deeply familiar with their industry enables you to become an extension of their team, offering more valuable insights and solutions. Stay up to date with competitors, attend industry events, and subscribe to relevant newsletters and podcasts to ensure you're always informed and adding value.
LBB> Thinking back to some of your most challenging experiences you’ve had in your career, what do you think tends to lie at the heart of the more tense or difficult client-agency relationships?
Natalie> Work pressure can stem from various sources, and tense situations often occur when individuals within a business are feeling the strain—whether it’s about meeting deadlines or achieving results. A key factor is understanding the root cause of the tension by asking the right questions.
Often, poor communication or the spread of misinformation within the organisation plays a role. Establishing a clear ‘source of truth’ through regular written updates, workshops, and educational sessions can help ease these challenges and improve collaboration.
LBB> And what are the keys to building a productive and healthy relationship?
Natalie> Honesty and communication are key.
Account managers must cultivate trust through integrity—meaning open dialogue, honest conversations, and keeping to deadlines and other commitments. Spending time together is important too. Carve out time to extend your interactions beyond short virtual calls into co-working, practical workshops, and even social occasions.
LBB> What’s your view on disagreement and emotion - is there a place for it and if not, why not? If so, why - and what does productive disagreement look like?
Natalie> It’s always important to give your honest opinion, even if it isn’t what the client wants to hear. Agencies are paid to have opinions and it's okay if people disagree—as long as they do it productively!
Productive disagreement involves putting an approach forward and, if it doesn’t get sign off, working together on a solution that everyone accepts. Emotion has its place, especially when people are passionate about their jobs, but it’s important to not take business decisions personally.
LBB> Historically, account management has been characterised as the mediator in an adversarial client and creative relationship - what do you make of that characterisation, is there any nugget of truth in that or is it wildly inaccurate?
Natalie> I would certainly agree. Channel specialists can have their own agendas and individual passions, which can help them stand out as experts in their field, but it can take someone outside of the detail to see the bigger picture, coordinate efforts, and move the needle for a client’s business.
Account managers must balance idealistic goals with practical considerations, adapting strategies based on what works best in practice.
LBB> These days, agencies do so much beyond traditional campaigns and as account management you’re pulling together creative, experience, data, e-commerce, social and more - and that complexity can often be mirrored on the client stakeholder side too? What’s the key to navigating (and helping the client navigate) that complexity?
Natalie> Highly fragmented business structures are still common, often complicated by internal politics. The key is helping different teams align on a shared goal to avoid competing priorities.
Fostering a collaborative environment is crucial. Establish clear communication channels, encourage open dialogue, and hold regular cross-departmental meetings to build trust and understanding. By breaking down silos and emphasising shared success, you can align efforts, increase productivity, and drive innovation, leading to more cohesive and successful outcomes.
LBB> What recent projects are you proudest of and why? What was challenging about these projects from an account management perspective and how did you address those challenges? What was so satisfying about working on these projects?
Natalie> Over the last three years, I worked on a multi-market, multi-channel project for a luxury European shopping outlet. The client was decentralised, so there were multiple stakeholders to work with. It was challenging initially to gain trust and build relationships with so many people in different markets.
However, after regular communication and the development of a clear strategy, we made significant progress, achieving fantastic results.
