This series of articles looks at the world of the account manager.
This time we talk to Pelin Gallard, Account Director, Orchard.
How did you end up in account management? Was it by design or a cosmic accident?
I started my career in finance! Though I’m very grateful for that time, I just felt it wasn’t right for me. I was finding it a little too monotonous (no offence to the accountants!), and I thrived more when there was variety; I could collaborate within wider teams, form strategic plans, or break a plan into stages and execute. So, when an annual review came around, my manager and I had a frank conversation about what was next, and she helped me find another role that played to those strengths more, which happened to be in account management. The rest is history.
Balancing clients’ objectives and creative vision can be challenging. How do you deal with that?
An inherent part of being an account manager is bridging the gap between clients' wants and dreams and your team’s expertise and recommendations. This requires an understanding of your team's strengths to do effectively.
I find that ‘understanding’ is a consistent foundation for achieving this balance. When you receive a brief and a proposal is put together, understanding the why behind each helps connect the dots. It then creates a story that brings everyone on the journey and buy-in overall.
What strategies do you employ to clearly convey ideas to clients and address client feedback?
It is being adaptive. The approach for presenting an idea and taking on feedback can vary depending on the task, concept, team, and other variables involved. It also requires acknowledging when an approach may not be working and pivoting, as well as knowing when a written takeaway is required. This all comes together to ensure the client is informed and comfortable—you're constantly reading the room.
How to build strong relationships with clients?
Authenticity. I know this is a bit of a cliché word now, but it is essential. It’s a lot easier to build a relationship with someone when you don’t have a façade up, which stands true with clients.
If you are honest, clients are more likely to be honest, too. This allows you to get to know them a lot better and build trust as well, which becomes super important when delivering work, having tough conversations, and just working with them day-to-day to get things done.
Do you have any go-to tips for navigating challenging conversations with clients?
It depends on what the difficult conversation is about. Overall, I like to ensure there is confidence that we understand the problem and are finding a solution.
For instance, if an issue has cropped up during a project, I like to come up with a solution, or at least the next steps. This allows me to discuss the issue, hopefully have the ‘why’, and then the ‘what are we going to do about it’. This allows me to put my team in the best position, but it also allows the client to have a full picture.
However, when this isn’t possible, I like to at least ensure they know I am listening and understanding. This can be simpler, like summarising the problem back to them and following up with the next steps once I’ve regrouped with my team.
Are there any emerging trends or challenges in the industry that account management teams should be prepared for?
“Marketing” is ever evolving, and now more than ever! As an account manager, there is an unspoken expectation that we know it all. This is unrealistic, but it is something we shouldn’t ignore. So, I think finding a way to stay informed is essential.
I find industry podcasts and Instagram accounts super helpful. I particularly like those working with SMBs – like the ladies from the Marketing & Margarita’s podcast – as they are good at giving snappy summaries of new trends, tools or similar and whether they work. I also like listening to marketers from overseas to get a feel of what is working elsewhere. The Girls in Marketing Podcast is good for this and Marketing School with Neil Patel. Collectively, they allow me to get an overview of what's happening within the industry or hear how others have done something I’m about to work on, and if something piques my interest, I can look into it further.
I am also always thankful to the teams I get to work with—from data or design to the developers or my project managers—for indulging my questions when they discuss something I don’t know or that is new. They help me build up my knowledge bank so it can look like I know it all.
What advice would you give your younger self when you first started out in account service?
When I first started in account service, I was afraid of the phone call, as it put me on the spot and made me feel underprepared. My advice would centre around leaning into the discomfort, as it will become a superpower in the long term. Oh! And no one has to have the answer right there and then—just get the query and then go get the answer—that is okay to do!
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