This series of articles looks at the world of the account manager.
This time we talk to Stefania Barba, Account Director, The Company We Keep
How did you end up account management? Was it by design or a cosmic accident?
I’d definitely call it a cosmic accident. I started my career in event and production management, fully expecting to stay on that path. I was even having conversations with managers and mentors about how to develop my skills towards a Head of Production or Operations role. Along the way, I discovered a real passion for building strong, trusting relationships with clients, suppliers, and stakeholders—something I felt was a key strength of mine.
At The CWK, I had the chance to step into account management, working with clients like AWS and WalkMe, and I quickly realised it was a natural fit. Looking back, it feels like this path should have been by design all along. Now, I get the best of both worlds—balancing creative/experiential production with account management. Without that background in event production, though, I wouldn’t have the solid foundation or perspective that shapes how I approach my role today.
Balancing clients’ objectives and creative vision can be challenging. How do you deal with that?
Balancing clients' objectives with creative vision is definitely a challenge, but in the event world, they often go hand in hand. I make it a priority to work closely with clients to really unpack and understand what’s most important to them. Ideally, we aim to keep both objectives and creative top of mind throughout the process.
There are times when briefs lean more heavily toward one or the other, but transparency is key. I believe in having open, collaborative discussions with the client while keeping our creative and production teams involved from the start. That’s when the real magic happens—when everyone’s aligned and working together toward the same goals.
What strategies do you employ to clearly convey ideas to clients and address client feedback?
To clearly convey ideas to clients, I make sure the right people are involved from the start—this isn’t a siloed process. It’s important to have creative, production, and account management teams aligned, providing a comprehensive perspective on the idea. We begin by unpacking the "creative glove," which is the key insight about both the client and their target audience.
Once we’ve landed on an idea that resonates, I believe the team members who contributed to the ideation should be part of presenting it to the client. When someone is genuinely passionate about an idea, it shows in the room or on calls—it brings confidence and excitement, and it’s a great moment to celebrate.
As for client feedback, transparency is key. It’s about being receptive and fostering a collaborative conversation. I always aim to fully understand the drivers behind the feedback, so we can refine the idea with clarity and purpose. Having the right team members present during feedback also allows for immediate discussion, questions, and a better understanding of how to move forward together.
How to build strong relationships with clients?
To build strong relationships with clients, I focus on authenticity, trust, and honesty. Establishing a relationship based on transparency creates a solid foundation for everything—from handling briefs to seeking feedback and working through projects. Clients appreciate when you're upfront and reliable, and that naturally leads to better outcomes.
I also make it a point to be personable and authentic. While professionalism is key, I believe in connecting on a human level—whether it’s sharing stories about my personal life or hearing about my clients' passions and experiences outside of work. We all operate in a fast-paced industry, and while we’re working towards a common goal I want to make sure I do that by showing up as my best self and allowing clients to feel comfortable to do the same.
Do you have any go-to tips for navigating challenging conversations with clients? And effectively selling an idea.
I’ve mentioned this a few times but my go-to tip is to be transparent - and not shy away from difficult or uncomfortable conversations. If the right foundations are built on trust, honesty and openness these conversations switch from being challenging to becoming constructive and ultimately driving towards a positive resolution.
Are there any emerging trends or challenges in the industry that account management teams should be prepared for?
One of the biggest emerging trends, especially in the event world and with IT clients, continues to be AI and its implementation. It's crucial for us to have a solid understanding of what AI means for our clients - what it means for their businesses, how they’re reacting, innovating and what developments they’re working on. This understanding ensures that when we’re working on projects, we’re considering the broader landscape and how these advancements will shape their presence over the next 6, 12 to 18 months.
What advice would you give your younger self when you first started out in account service?
I’m always one that is looking forward or working towards the next goal, so to look back I would say continue to back yourself and trust your intuition. The challenging experiences may seem hard at the time but they will shape you and will be the building blocks you need to be able to celebrate and appreciate the good moments. Finally, continue to build and surround yourself with a supportive network.
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