Why Your “Producer” Role Is Breaking Your Agency
Agencies fall into a classic trap all the time: hiring one person to do two jobs - and then wondering why everything starts to unravel.
We’re talking about the age-old Account Manager vs. Project Manager debate.
Who should you hire? What should they be responsible for? Full-time or part-time? And, most importantly, what does “good” actually look like?
Here’s the brutal truth: trying to get one person to do both account management and project management is a mistake.
Two Jobs. One Person. Constant Compromise
When you combine these roles, you’re not hiring a “unicorn.” You’re setting someone up to fail.
Why? Because these roles require two distinct, often conflicting skill sets.
Project Management (The Internal Engine)
Planning work and retainers
Managing capacity and resources
Tracking milestones and deadlines
Coordinating QA and internal feedback
Keeping delivery on time, on budget, and on margin
This is all about execution. No fluff, no “glue guy” nonsense. Just: deliver work efficiently, protect margin, and make sure it lands properly.
Account Management (The External Game)
Building trust and rapport with clients
Managing expectations and requests
Spotting upsell and cross-sell opportunities
Retaining clients and increasing lifetime value
Acting as a strategic advisor
This is growth and relationships. Less about timelines, more about trajectory.
The Problem With a “Producer”
Some agencies try to solve this by hiring a “Producer” - one person who spans both functions.
Here’s the issue: being in charge of both doesn’t mean either gets done well.
Producers end up spinning more plates with less clarity and accountability. They’ll naturally lean toward where they feel most comfortable:
Internal-focused? Delivery runs smoothly… but client relationships suffer.
Client-focused? Clients love them… but projects slip, budgets blow, and details are missed.
Either way, the agency loses.
And let’s be honest - too often, producers become glorified client admins: replying to emails, chasing requests, but not driving real value.
If your agency wants to grow profitably and sustainably, this middle-ground just won’t cut it.
Clarity Is Everything: Define the Roles
We define these roles like this:
Project Manager = Operations + Margin Protection
Owns internal delivery
Optimises workflow, QA, timelines
Measures output, cost, efficiency
Keeps projects on track and in scope
Obsesses over margin
Account Manager = Growth + Relationship
Owns client relationship
Understands business context
Upsells, renews, advises
Connects delivery to impact
Drives retention and advocacy
They are complementary, not interchangeable.
What If You’re Small?
Not every agency can afford two full-time roles immediately. If you’re sub-£500k or under six heads, that’s fair.
But one person can’t truly do both. Here’s how to make it work until you grow:
Define roles clearly
Even if one person wears both hats, split the diary and KPIs. Make it obvious when they’re delivering and when they’re managing client growth.Play to strengths
If they excel at PM, take responsibility for AM yourself — or vice versa.Systemise what you can
Project management is easier to systemise than relationships. Use templates, processes, and tools to support PM. Train and coach for AM.Grow toward two specialists
Eventually, hire a PM to protect margin and an AM to grow accounts. That’s how you move from chaos to clarity.
Why This Matters for Growth
Operational maturity, not new business, is often the biggest hurdle for agencies in the £1M–£2M growth stage.
Role confusion causes:
PMs acting like AMs, no one owning scope
AMs chasing timelines, missing upsell opportunities
Principals stepping back too soon, only to get dragged in when things break
This isn’t a people problem. It’s a structure problem. Fixing it unlocks growth.
How to Fix It
Audit your current state
Map responsibilities: delivery, deadlines, client happiness, upsell/renewals, strategic input. Identify overlaps and gaps.Reassign with clarity
Assign ownership, not just tasks. Draw a clear line between PM and AM responsibilities.Set role-specific KPIs
PMs: on-time delivery, utilisation, margin
AMs: NPS, retention, upsell
Build the org you need next
To scale past £1M+: hire a PM for margin protection and an AM for account growth. Free yourself to lead, sell, and strategise.
Final Thought: Grey Areas Kill Growth
Founders often make compromises for speed. That’s understandable early on.
But over time, grey roles compound into:
Client churn
Burnt-out teams
Vanishing profit
Stop trying to merge roles and “sort-of” responsibilities. Make the tough call, get clear, and let your people focus on what they actually do best.
Clarity beats compromise, every time.
Want to chat about it? Email me on Janusz@gyda.co
