In the creative industry (think marketing, advertising, branding, and PR agencies, among others), two key roles often shape the outcome of a project: the account manager and the project manager.
Though each role has its own focus, both contribute to a shared goal: delivering the right solution, on time, with clarity and care. And, in practice, they are not separate functions; they are deeply interconnected steps in one continuous process.
As a Sr. marketing specialist supporting Abbott Laboratories through HireGenics, I work in both capacities, managing communication with clients and leading internal execution. My experience managing 50+ projects simultaneously has shown me the power of combining both roles—and the pressures that come with doing so.
This article will share what makes these two roles distinct, how they work together in real projects, and how to navigate their challenges—from building trust to managing tight deadlines.
Account Managers vs. Project Managers
Account managers and project managers approach the same outcome from different angles.
What Account Managers Do
Account managers focus on people and communication. They listen to the client, learn their preferences, and represent their perspective throughout a project.
Once the scope of the project is defined and the estimate has been prepared with input from the project team, account managers align the project with clients, explain the value behind it, and work to get it approved in a way that supports both the client's goals and the project's needs.
A strong account manager builds client trust by offering support, keeping communication clear, managing expectations, and guiding decisions when needed. Responsibilities include keeping track of tone, delivery style, and even small details, such as client-preferred file types or timing of updates. Aligning budget expectations with the client is also part of the account manager's role.
What Project Managers Do
Project managers focus on execution and coordination. They organize timelines, assign tasks, manage hours, and ensure the team has what it needs to move forward.
Project managers work closely with designers, editors, producers, and creative leads to break down the scope into steps and estimate how long each step will take.
While the account manager is aligning estimates externally, the project manager is building them internally, evaluating the real effort required and making sure the project can move forward without gaps or overcommitments.
Seeing Both Sides at Once
Being involved in both client-facing work and internal coordination has given me fuller insight into each project.
I've come to understand what matters most to clients, from how they prefer ideas to be presented to the kind of feedback that drives their decisions. At the same time, I understand how the team works, how much time is needed for quality output, and what affects momentum.
As a result, it's easier to align expectations from both sides. I don't simply pass along information—I shape it into something usable. I ask for clarification before confusion happens. If the client wants visual updates, I build them. If the team needs more context, I make sure they get it early.
In the end, both the client and the team feel confident, even during tight timelines or shifting scopes.
Where It Gets Complicated
Balancing both roles means handling pressure from two sides. Clients may request fast turnarounds, but internal capacity sometimes limits how quickly a project can move forward.
In fact, 91% of project management professionals report facing organizational challenges, such as resource constraints and unrealistic deadlines, which can hinder timely project delivery (Smartsheet Future of Work Management Report 2023). The team may be working at full capacity, for example, and other project managers might also need the same designers or editors.
Accordingly, prioritization becomes an important skill. I coordinate with other project managers and account managers, weigh internal deadlines, and communicate clearly to avoid overload. I also stay aware of how people are feeling, because creative work suffers when the process becomes purely reactive and mechanical.
Instead of acting as a filter, I position myself as a bridge—someone who ensures both the client and the team understand what's possible, what's needed, and what can wait. I keep timelines flexible but firm, and always advocate for realistic next steps.
Real-World Examples
Let's take a look at a real-world example of the account manager role.
During a campaign review, a client sent late edits at the end of the week and asked whether we could make quick changes before Monday.
Rather than assigning the task immediately, I reached out to understand the urgency. It turned out the update was for an internal share-out, and Monday morning delivery would be just fine.
Because I knew the client's priorities and trusted our relationship, we were able to meet the deadline without asking the team to work overtime. That moment built long-term trust, and it also reminded me how often "urgent" is just a conversation away from "manageable."
Let's take a look at a real-world example of the project manager role.
In one video project, our lead designer became unavailable halfway through the editing phase. Having full context allowed me to step in without delay and keep the project moving as planned: updating the timeline, reassigning the task to another editor, and providing the necessary context. I also kept the client informed, letting them know how the transition would affect delivery, which was minimal in this case.
That kind of backup plan only works when the structure is strong from the start. As a result, we avoided delays, maintained high quality, and kept the project running smoothly.
Leading Through Structure
When you're managing many projects at once, structure affords you stability. Every day, review timelines, flag priority items, and communicate next steps. Whether you're checking deadlines or reassigning a stalled task, the focus is the same: Make processes easier to follow.
When plans shift (and they often do) update timelines, notify the team, and make sure nothing is left unclear. File-naming, comment threads, and folder access may seem inconsequential, but they're essential when working across multiple clients and timelines.
Even when the scope is vague at first, ask the right questions, gather feedback from the team, and bring in creative leads when needed.
Don't move forward on guesswork—build clarity.
Staying Human Throughout
Beyond structure and timelines, the most important part of both roles is staying human. After all, every team member has limits—no one can function like a machine. Your team needs space to ask questions and time to think; the client needs to feel seen and understood.
Explain the "why" behind the "what," give context before assigning tasks, and listen—not just to words, but to tone. If someone is under pressure, adjust. If a client is waiting for answers, respond honestly, even if you don't have all the answers yet.
Calm, honest leadership creates space for others to show up fully. Trust isn't earned by being flawless, but by showing up consistently and delivering with care.
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In exercising both roles, I've learned to value structure, flexibility, and empathy equally. I no longer view account management and project management as two separate lanes; they are one shared path.
More Resources on Career and Role-Related Insights
Become a Better Leader: Five Steps Toward Discovering Your Blind Spots
The Biggest Driver of Your Business Value (Hint: It's Not Top Management)
Marketing Project Musts: Stay Organized With These Five Tips
