Episode 7 of the All Things PPC Podcast: Exploring Client Management Excellence with Chris Stott and Mark Pearsall-Hewes
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Episode 7 of the All Things PPC Podcast: Exploring Client Management Excellence with Chris Stott and Mark Pearsall-Hewes
Join this episode as Chris Stott, Co-Founder of PPC Geeks, and Senior Client Manager, Mark Pearsall-Hewes, dive into the world of client management in digital marketing. This episode promises a comprehensive look at the exceptional wrap-around care PPC Geeks provides to its clients.
In this episode, we tackle key questions and topics including:
- The Role of a Client Manager in a PPC Agency
- Understand the essential responsibilities and significant contributions of a Client Manager in driving client success and satisfaction.
- A Day in the Life of a Client Manager
- Get an exclusive peek into the daily routines, challenges, and victories that mark the life of a Client Manager at PPC Geeks.
- Diverse Backgrounds of Client Managers
- Explore the varied experiences and backgrounds that our Client Managers bring to the table, enhancing the quality and effectiveness of our services.
And so much more!
Whether you’re a valued client, a potential partner, or simply curious about the intricacies of PPC management, this episode is packed with valuable insights and engaging conversations. Don’t miss this chance to learn from industry experts!
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#PPCGeeks #AllThingsPodcast #ClientManager #DigitalMarketing #PPC #MarketingInsights #PodcastEpisode
Timestamps
- Supply Chain Issues During COVID:
- [00:02:15 – 00:04:00]Discusses the impact of supply chain problems and the resulting sales spikes and delivery delays.
- Impact of Global Conflict on Shipping:
- [00:05:10 – 00:07:30]Mark talks about how changes in shipping routes due to global conflict affected costs and client profitability.
- A Day in the Life of a Senior Client Manager:
- [00:08:45 – 00:11:00]Mark outlines his typical work Monday, focusing on client reporting, data analysis, and resolving technical issues.
- Remote Work Setup:
- [00:15:20 – 00:18:00]The discussion covers the company’s remote work practices and tools like Asana and Google Chat.
- Quarterly Business Reviews (QBRs):
- [00:19:30 – 00:22:30]Chris and Mark discuss the structure and benefits of QBRs for evaluating client progress and planning.
- Challenges in Client Communication:
- [00:25:00 – 00:27:40]Mark talks about the difficulties in explaining technical concepts to clients.
- Job Satisfaction and Team Environment:
- [00:29:10 – 00:32:45]Mark shares what he finds rewarding about his role and the supportive team dynamics.
- Role Differentiation at PPC Geeks:
- [00:35:00 – 00:37:20]A segment on how the agency separates client managers from account managers.
- Asana’s Role in Project Management:
- [00:40:15 – 00:43:00]Mark explains how Asana supports transparent project management and continuity.
- Client Relationship Strategies:
- [00:47:10 – 00:50:00]Methods for tailoring market strategies to clients’ individual business goals.
Notable Quotes
- Mark on Understanding Clients:
- “It’s essential to understand the business reality of our clients for managing their expectations effectively.”
- Chris on QBRs:
- “Quarterly Business Reviews allow us to reflect on the past and look ahead to plan for important events like Black Friday.”
- Mark on Job Satisfaction:
- “The variety in client needs and helping businesses grow or survive brings great job satisfaction.”
- On Remote Work Practices:
- “We use tools like Asana and Google Chat extensively, which allows us to work asynchronously and maintain constant interaction.”
- Mark on Client Management Challenges:
- “Explaining technical concepts like consent mode or data-driven attribution in an understandable way is a significant challenge.”
- Chris on Tailored Client Services:
- “Adapting our services to meet specific business goals often involves creative solutions like video content and lead generation strategies.”
The way that we’ve actually structured our business works really well because it’s like wraparound care of the client. That means a lot that somebody has invested some time and they aren’t just another off the peg client.
Okay. Hello, it’s Chris here. I’m the co founder at PPC Geeks. I’m here with Mark who is one of our senior client managers. How you doing Mark?
I’m Grant, how are you?
I’m good, thank you. So what we thought we’d talk about today was what the role of a client manager in a PPC agency is and how you manage your time on a day to day weekly basis and how that fits in with interacting with clients and stuff. I thought that would give a real insight to open the kimono about all the great work that we do here. So that’s what I’d like to focus on. So could you give me a bit of background about yourself, your experience in client management and because you’ve had some quirky job roles as well and maybe that brings things to your role to make it more well rounded.
Yeah, I’ve tested toys and I’ve taught in prisons in the past in terms of this. So yeah, you bring up all of that. How do you get on with people? That is what my job is about. So I’ve done both. I’ve worn both hats in previous roles because in most agencies what you get is almost companies is that the am the account manager role and the client manager role is one and the same.
And actually to be completely honest, the bit that I was always best at because of my past is communication. So how do I turn the language of robots, of data into a narrative that people can understand? I love working for this company because I get to do both, I get to wear both hats, but I get to concentrate on one.
To just break down how we differentiate here at PPZ Geeks that we split, don’t we between what we call account managers and what we call client managers. Now because we’re a PPC specialist agency in an agency that does bit of everything, web design, social, all that kind of stuff, they tend to have project managers or client account managers or account directors who will manage different teams doing different aspects of digital marketing. Because we’re PPC specialists, we only do ppc. So what we focus on is, you know, getting your Google Ads singing, getting your Facebook ads singing, all that kind of stuff and to do that in the best way, we found that split rather than having one or one person who interacts with the client and does the technical work. We found what we’re stronger and get better results by having an account manager who does the day to day in the account, all the clicking about the technical, the strategy within the account from a technical point of view and then a client manager who can understand the client’s business objectives and project manage that and their strategy and the reporting to enable our account managers to focus on the technical side and the client managers to really translate the business objectives of our clients. So that’s how we split it up. So I just wanted to clarify for the audience the difference here.
Yeah, my job begins onboarding. So after a client signs up with us for me often the first interaction I have, yes of course we’re talking about Google Ads, Facebook, Microsoft, whatever it is. But actually one of the most important things is to start businesses based is relationships. So my job is to find out what makes that client tick, understand their proposition, understand their site, their experience of what they’ve had with agencies previously and to see, to try and find out what they want now in a month, in three months, in a year. So it’s that strategic partner that tries to work out and tries to interpret what it is that they’re trying to say to me, managing those expectations and then trying to think after that call, how is it that I communicate that to the accounting? Yeah, so when I have that initial conversation after the onboarding call with the client, with the team, suddenly there is this collaboration. And I think that’s one of the benefits of. One of the benefits of what we do is that you don’t have a singular pair of eyes on any one account. No, that you have me saying, yeah, but what if we do this? And they say yeah, of course we can do this, you can tell the client we can do this. But you have to understand that that’s going to take two to four weeks and that’s going to go. Yep. Okay, so it’s a bit more complex than that. Then I have to then work out. Okay, but long term, this is what we want to do. Is everybody clear internally. But also what’s lovely about having the split between CM&AM, client manager and account manager, apologies is that you’ve got two people coming at the same problem from two different directions.
Yeah.
And so what? Mine might be a bit simplistic actually sometimes because it’s data, therefore it’s binary. The account managers can be a bit simplistic. Well, that’s not going to work for us because this client needs to get. Not only that, there’s an external Pressure coming in from a competitor or from a logistical point of view. So the way that we’ve actually structured our business works really well because it is a wrap. It’s like wraparound care of the client, but from orbits. The hard data stuff, the technical conversion, tracking, all of that good stuff. But also you’ve got. Yeah, but hang on a minute. What we found was last Easter this client had this pressure. We need to factor that in and it’s not going to be obvious from the data in the engines. So that’s how I think it works. So onboarding for me is one of the most important. Also, I’ve got a terrible sense of humor, so it’s good for these people to start to understand how I communicate.
I think the key thing though is that the client manager’s role is to advocate for the client. The danger I see and have experienced in the past is when you are specialists like us, you can be a bit too laser focused, a bit too blinkered on. We see some terribly managed accounts, for example, and the immediate reaction is, oh, I just need to go in and fix this. I just need to click around, do this. It’s what, what I call doing the clicky, clicky around. But actually in the vast majority of cases you need to take that step back and say, okay, what are we trying to achieve? Is this platform even the right one for it? And that’s where the client manager brings those business objectives, advocacy to how we run the account, isn’t it? And it’s. Yeah, with a lens, with both exam sides.
Yeah, we’re a two way lens. So what we have to do is to moderate the good old fashioned data inputs, but also the softer inputs that are coming in from the client and just trying to say, well, actually to the account managers they’re positive conversations. But you know, sometimes the role of client manager is to be a critical friend and say, well, I understand that you want to do that to get that roas, but actually that’s not going to work for the client because of this.
Yeah.
Conversely, sometimes some of the more challenging parts of what this role is is hearing what that client has to say and go, I understand that. But historical existing data sort of shows us that, that that is a, an aspirational target that might take us a while to actually reach. And so our job is to be that conduit between both, both parties really. But it’s an invaluable role because you get so much out of that day to day communication with clients, so much soft stuff around the business and about the pressures that they are away from just it being a marketing gig. Yeah, this sometimes is listening to some of our Amazon ads clients, the pressure, the price pressure that they’re under and the competitive, frankly ludicrous, unsustainable ways that other people are just sort of managing their business and trying to understand the pinched margins. The account managers aren’t going to have that unless we tell them. So that’s why we meet the account managers and the client managers meet all the time now. It’s usually once a month, but actually because we’re a Google office and we have Google Chat, we’re tapping each other up all the time. It’s a constant flow of information. And what I found is that tidbits from emails that maybe seem insignificant, they can just work wonders in terms of allowing the account manager to paint a picture of that client and how they operate and how they communicate with us. I love it for that reason. And every day is different.
Yeah, well, I just wanted to bring in an actual example of where the value in this split is. So during COVID which seems like a long time ago now.
It does indeed.
Do you remember there was all these supply chain issues, so there was this contraction of things, everyone panicked and then everyone suddenly realized they weren’t going on holiday and there was loads of money, so all these companies got more sales, so they ordered loads of stuff. And then there was a bottleneck in shipping and what it meant was that some products were delivered late and therefore if you were a seasonal business, for example, you could have too much of rattan furniture at the end of summer. So the classic example would be a client would say, I need to get rid of this. And the account manager will say, well, there’s less demand. But by bringing to bear the situation the reality of the business perspective of we’re happy to sell this off, we’ve got a warehouse full, we pay money for this warehouse space that then can be translated into different sets of KPIs for unique environments. And that’s just one. It’s a classic, easy to understand example. But these come up day to day, week to week, don’t they, these individual things?
Yeah. A couple of months ago there was a conflict in the war in the world, which actually meant that certain shipping routes had to be changed, making them longer, making on costs more. So what we had to do with one particular client is not restructure what we were doing, but reframe what profitability looked like. So we’ve been working towards a particular roas and cost per conversion but what I had to do, what we had to do is try and work out. Okay, that was then. But for this particular window, we need to make sure that we are selling these at this value. So we had to be flexible to that. And it’s a difficult conversation to have with the client because they’re worried about the direction of travel for their business. Thankfully, it was only a, a temporary thing and they’re back to the normal shipping routes and pallets are now costing the same amount of money, etc. Etc. But that kind of understanding of the business is not lost on us. And I genuinely believe that’s why we stand out from others, because we build that relationship that they go, mark, mate, I don’t know how to square this circle. This is happening to me on a wider business level. What can we do? And sometimes I can say, well, we can help with this bit. Not sure we’re going to be able to get it down to there or get it up to there, but as long as we communicate transparently the expectations and what we can do and what we’re working towards, then they’re absolutely fine. But that’s the service that we can give.
Yeah. So let’s get into some of this, more of the specifics of the role. So I wanted to call this episode a day in the life of a client manager. So tell us about a typical work. I know two, no, two days are the same, but there is a cadence to your work. How does it start?
Mondays are a reporting day because obviously what we do have some clients that still, years on have a weekly performance report. It works for them better than either a monthly or quarterly business review. So a lot of my Mondays are sort of looking at reports, doing some data analysis, some account reviews. But also weekends tend to be that there might be some firefighting over the weekend that’s happened, that we need to come in and address technical problems or technical issues. So that tends to be the Monday. That’s the sort of day in the life of. So on a Monday, pre noon, it tends to be looking at reports, getting those reports out and having that conversation, building, you know, having those comms with clients about progress and performance in the afternoon. What I tend to do is, I mean, I have looked beforehand, but we use a particular workflow where my colleagues internally will start then asking me, can you please chase a client about this? We’ve noticed a spike in conversions, we’ve noticed a drop in the performance of this. Can we get some new video assets for this particular performance max? So it tends to Be in my head, client first and then colleague second. Of course that’s really oversimplistic because we’re constantly looking at different channels of communication. But my inbox is my go to first thing and so it’s client focus first, colleague focus second and then some of the bits and pieces that we’re going through at the moment, such as consent mode. They’re quite complex pieces of technical work. So I tend to find when the coffee is charging first thing in the morning that I can, I can I focus more on the, on the hand that’s being played to me. And then in the afternoon I can put on a bit of music. I can try and work out how best to turn sometimes a really dry technical aspect or element of what we’re doing. How can I turn that into bite sized bits of information that is going to be war and Peace and email that’s not going to send the clients to sleep. So that tends to be it. But also there is always a responsive part of this job. Sometimes a client will just want us to focus on one particular product or they’re noticing they’re getting lots of calls from one particular area that isn’t seem to working for them. But it’s so many different things that can come at you on a daily basis. It’s almost like being a gp, you have to be a kind of jack of all trades really and just have an understanding of all of these small, sometimes really specific pieces of work or experiences that the clients are having and being honest and saying, do you know what? I don’t know the answer to that, so give me a bit and I’ll come back to you. Let me ask, if I don’t know about it, one of the other client managers, you, Dan or you know, one of the account managers are going to know something about it. Yeah.
So because there’s a lot to manage, I think it’d be good to get into the specifics of how we are set up to handle that here. So we were always a remote company when we founded the company. That’s what we always wanted to do. We’ve based a lot of our principles of remote work on how Basecamp works, which is a software company we follow. It’s all in our employee handbook and they have a book called Remote. But we’ve always been geared up to remote, even before COVID And because we’re remote, we can’t just shout across the office. So we have various tools in place, don’t we? So probably worth talking about how we interact with each other. How we do asynchronous work. So how we manage stuff in Asana and then chat and Google chat and things. Take me through how you might manage that on a day to day basis.
It’s fair to say that different stokes different folks. So the client managers, because we are more vocal in the way that we work, communication is our thing and we have various chat groups, dms. We’re just constantly talking to one another. Can you sanity check this? Has anybody seen this? Or sharing a deck that’s come through from Google or somebody what There are also within Google Chat are various chat groups that are all hands. So if somebody is celebrating some success or a great review that’s come through, we will, we will, all hands will use that. Inside that are also team specific chats. So there will be certain people, some, some of our bigger clients where there are sort of multiple people working on this and it’s quite a complex piece of work. We have groups surrounding particular clients. So that side of things is key for me. And some of it’s just for sharing cake recipes, some of it’s for sort of swapping music and bits and pieces. Because I think remote work for me works very, very well for other people. They still need that sort of. Is anybody out there? And I think this company do well that yeah, we’re all out here, roll out here and we’ll have you know, there’s, there’s a, there’s you’ve got to have fun or else why would you do it? So there is definitely a sort of a currency of fun within the company in terms of Asana. For those that don’t know, it’s. Would you describe as a workflow?
It’s a project management tool essentially. Yeah.
So each of our clients gets a project board underneath which are one off pieces of work tasks, recurring tasks. Say for example, if a client is going to do a promotion in two months time, they contact me, I will translate that into an Asana task and I will make sure everybody that’s going to be working on that project is added as a collaborator. I will, yes, of course put in the information from the client but also start talking about particular ideas and then the account manager will say okay, that’s brilliant. But what we need is we need some video assets or some image assets. Here’s the specifications. Can you go back to the client? It also means that every piece of communication that I have is put into there. So it’s utterly transparent. Now why is that good? It means that what’s going on with that at the moment you can come on what’s going on with X and you’ll go on and you can see all of the tasks that are live, you can see all of our interactions and know where we are. But also, for example, we have a colleague this week, one of our account managers is on holiday. So all of their work, it’s really obvious to see what’s going on and what we’re up to and where are we up to? So again, having worked in an office, I would shout out, you know, what’s going on with this lot? And somebody might know. Whereas here we can’t do that. We actually don’t need to do that. I can pop onto Asana. I can see everything that’s happening with mine and everybody else’s clients, which is really, really beneficial.
The clear distinction there is that work happens in Asana, it’s all documented, there’s always a reference point, it’s contextual. So if you’re doing a promotion for a client, the chat or the comments will be relevant to that, so things don’t get lost. It’s all referenced back. It’s asynchronous because you might have a client call, whereas your account manager might be wanting to do something, you. All that kind of thing. And then chat is really more the live chat, the instant messaging is more for social interaction and urgent things and quick checks, but the work is kept. And we’re very great on the processes and procedures there, aren’t we? And then that can reference our knowledge base and stuff. So we’re really geared up to. For this remote work environment. And I think it’s far more efficient, actually, than an office environment where things get shouted across the office. You’re always constantly interrupted and then it’s not documented or recorded, things get lost. People said, oh, you said that. And you’re like, no, I’m not. But by having. In a remote environment, we’re forced into being better communicators and that’s one of the key things we look for in client managers and account managers is attention to detail and clear communication in previous.
Roles, wearing different hats. When you’ve been doing a job for a while, you become the expert in the room and that’s brilliant. But when you’re not there, who is the expert in the room? So what Asana does and the way that we use Asana, because those are two very different things, it’s only as good as the use that we give it is that for every one of my. Of my clients, there are at least two other experts in the room. So if I’m not here or if I’m busy talking to another client and somebody needs to know something fairly, you know, instantaneous then. And even if Asana tells whoever who’s working on this project, they know who to go to. Even if they can’t get the information there, they know who the other people are collaborating on this project. And sometimes some projects involve all of us and sometimes some projects the two of us, but the same approach is used for both. If it’s not in Asana, it doesn’t exist. It’s got to be that. It’s got to be that brutal.
Yeah. And my benchmark is harsh. It sounds if you get hit by a bus, Mark, someone else needs to be able to pick up your work with not going where, where’s everything at? And that, that is.
Why does it have to be a bus? Why can it just be something pleasant like you went on holiday. Why does it have to be you.
Went on holiday and while on holiday you got hit by a bus. Yeah, so. So the point is there, it’s, it’s all referenceable and we can look back and everyone know everyone’s on the same page. And that’s a key culture of how we run.
Yeah. But what’s also really nice is that some clients, for one reason or another leave us and when they come back, we have this rich, not just the data in Google Ads, we have all the completed tasks and the conversations, the work discussion about that client. So even if I haven’t worked on this client before, they’re not coming to me. Brand new due diligence is going in and reading about them and then suddenly they come back on board and they go, shouldn’t have left in the first place. This is why I’m still here. This is why I’m, this is why I’ve come back. Because it’s this kind of relationship and as a CM in particular, it’s wickedly important because all of that soft stuff doesn’t have to be discussed again. I can see from your notes that that that means a lot, that somebody has invested some time and they aren’t just another, you know, off the peg client is that it’s a bespoke service and I genuinely believe. And it works. It works.
Okay, so if so we’ve talked about the tools, we’ve talked about more, how a typical Monday goes, what kind of things, what other things are you doing regularly in the role as a client manager, whether on a weekly cadence or monthly weekly quarter things, what kind of give Us a quick hit list of those kind of things that your role and why it’s the same but varied.
Well, every single client come brings with it a sort of specific set of interesting challenges. Some people have a very different or they have a super competitive place within the market. So part of my job with we do have some clients that are absolute market leaders. So my job for them is very different. So for example, for market leaders, our job is to not only sustain growth but to compete, keep that competitive edge. One of the hardest things, one of the most challenging things is to for example, Google Ads has gone up the same as gas has gone up. So people quite often question why am I spending more this year for the same I got last year? Well, that’s because the costs of clicks have gone up. So for some people it’s about managing budgets and looking at budgets and just trying to make sure that we keep that creative, innovative edge to keep us above others. For people that come in and want a bit more of a slice of the pie, we have to be almost a bit more creative and try different things. They tend to be a little bit braver in some of the things that come up. So I will speak to the account manager and say, why don’t we try creating some video content for this client, see how it works and then have that conversation with the client and they might be a little bit nervous at the beginning. What does that entail? And then we can say, look, we can create some for you. I can meet with the team and we can create some videos for you in Google Ads and send them to you. Do you like them? Sometimes I say yeah, those videos are great. And sometimes say those videos are terrible. Can I create mine? I said, yeah. So what you do is you do it this way. So in a sense it depends where that client is, what it is they want to do. Because lead generation and E commerce are very, very different things. So for lead generation in particular, it’s about okay, well that worked for a while. Have you thought about a different value proposition? Have you thought about adding calendly widget to your site to see if people can. If you want B2B clients who are a bit strict for time, they’d rather want to go in, see how their schedule links with yours, and so on and so forth. So it’s about creative bits and pieces like that. As I say, some of some of my clients like weekly and they like that via report. Some of them like a handwritten report, some of them like monthly only. And some of my clients don’t want to speak to me, they pay me. So they, so they don’t have to do it.
Yeah, we tailor. We tailor it, don’t we, to, to the needs we are. We have a cadence, don’t we? We like people to get weekly updates. We’re always available. We have an internal benchmark. We’ll always get that to you within four hours of office hours, for example. But we do have that. One of the things we have to do for clients is be the ones that have a structure. So what’s, you know, what happened last month? What are you going to need to do to this next month? And we do quarterly business reviews where I always like to look at longer time horizons. So it’s a 90 day cycle. It’s better because you will have fluctuations on a weekly and month to month basis. But quarters are a bit more predictable. See what you’re doing, what’s coming up? Is Black Friday coming up? Is it coming into your peak? Is it going out of your peak? Is there any new features coming? Is there a tracking change like consent mode? We’ve got to plan these things out. We’ve got to disseminate that around the team, make sure it all gets done. Because we don’t limit time on clients. We just get everything done that needs done to our clients. And it’s really the client managers that drive that forward, isn’t it? Because they are the project managers who keep the glue that keeps all that together.
And I love a qbr. I love a quarterly business review because it’s always nice to look over the last 90 days and see what you’ve done. But also it’s to build that. Part of my job is to, and I hope this doesn’t come across as being slightly. Is to upskill clients about how this stuff works. And sometimes QBRs are a perfect example of that. Why this was, why this was better is because you had December. So you benefited. You know, moving into Q2, we’re expecting this a year ago you were getting this amount of leads for this amount of money or this product worked really, really well for you. But also it’s a time to take a step back and go, okay, so this is what we’ve done, this is what we’d like to do. Now it’s over to you guys, have a chat internally, come back with us and we’ll give you an idea of time frames and how to do this again. Is there going to be any pinch on resource their end? Are they going to have to get somebody to actually create these videos? Or change the website, but it tends to be a three month mot and to really get underneath the bonnet and sort of say, okay, but sometimes to have that conversation, this is how far we’ve got. Should you wish to grow, we are going to need to rely on you doing this for us. And we bring that from this case study.
Yeah, yeah, absolutely. Cool. Okay, so to finish up then we’ve got a good flavor of the, I guess wide variety actually of things that you do in the job and how we work remotely and the difference in the role between the client managers, etc. Just for some rapid fire, what, what are top three things you like about this job? And then what are, well, let’s do actually, let’s blend on high. So what are the three biggest challenges with this job in a rapid fire format and then what are the three things you like about this job?
It’s a difficult time. So sometimes having a month whereby post Christmas, this February, for example, just gone has been a challenging time for all of us. So you develop a relationship with these people and you kind of get to really like them. So to sort of say, look, this is what we’ve done for you in February. You know, I’m, it’s, it’s been a challenging time. That’s always a difficult conversation to have, but there’s trust there. So they go, okay, but you finish that conversation with this is what we’re to do in March. Yeah, so that’s always difficult. I’m not gonna lie to you. Things like consent mode are really, really annoying because even though it’s not on us, it’s not on us and it’s actually this time not on Google or Microsoft. But that’s always a challenge to say. You are going to need to explore implementing a consent banner to do the same thing and keep the majority of your data. So that’s always, that’s always a challenge.
It’s something that impacts us, so we have to drive it and we do pride ourselves on driving clients forward, making sure they’re staying on top of these things. A lot of people would say, oh, that’s not part of managing a Google Ads account. So but it’s so critical, isn’t it, that we just, we just drive forward what’s right for the client.
Yeah. And I think the other challenge is sometimes it’s trying to work something that makes perfect sense in your head and trying to explain how to actually elucidate that via re. So classic example is data driven attribution. How can I sell holidays? How can I how, how come Google Ads has sold 32.7 holidays last month? And then you go right, well I understand what data driven attribution is. And you write the email and you go nope. And then you write it again. You go potentially. And then I share it with a client and they with a colleague and they go, well why don’t you do? I go, okay, so actually sometimes what is a two minute read for the client is actually me just trying to turn robot into human language basically. So that’s a challenge as well. That’s three. That’s not too bad, is it?
Well, you know, Jeff Bezos says if you find a job that you like 50% of you better than the vast majority of, there’s a lot of stuff we have to do and that’s. If there wasn’t challenges then then we wouldn’t have a purpose in the economy, would we? Business is here to solve problems and that’s what we do. But I think we do relish a challenge and problem solving. Okay, so to end Mark, what are the three things about your role specifically that keeps you at it?
Yeah, it’s hugely different. Every single client, every single website, every single Google Ads account territory, regardless of where we advertise around the world, there’s no, you can’t be complacent and I like that because I get bored easily. So I can’t, I can’t be in a job on a personal level. I can’t be in a job that bores me. So the fact that this is every day there is something to learn, relearn or just kind of respond to or get ahead of that for me is really. And every client just communicates differently. So building those, building those relationships are fascinating for me. So that’s, that’s one secondly sounds a bit cheesy and a bit oh captain, my captain. But actually starting with a client two, three years ago on a 3,000 pound a month spend and developing being a genuine partner in their growth in this country and around the world and having them say that is really is, it’s extraordinary in commerce. It’s going to be sort of slightly different to sort of or maybe more challenging to have those kinds of senses of being part of something. Genuinely feel like I have been part of the growth of particular and the success. Sometimes it’s, let’s be honest post Covid, we had quite a few clients who were coming to us are in a real pickle. So growth is different for all people. Sometimes growth is just not going under. So being part of a client’s story narrative, which means that they’re still with us and they’re still going and they’re growing even in small parts, is fantastic. This is. Now that might have been cheesy. This is really cheesy. I’ve got some, there’s some really good people who work here and we have, we, we have a sharing of ideas and we do, we do have a laugh and there’s no politics. And I, you know, as you can tell by the color of my beard, I’m. I’m not the springest of chickens. So having worked in places, the team is all, wherever you work, doesn’t matter what sector, you can have a really challenging job. If the team’s good and they, and you’ll listen to, then that’s great. So those are the, those are two work bits and one personal bit for me.
Great. Well, thank you for your time, Mark. That was a great overview of the client management role and shows how varied it is, but also how it has been carefully thought out for the unique requirements of our clients to provide more value, ultimately of that understanding, making sure everything’s done and keep, keep progressing for our clients. So thanks for your time and we’ll see you on another episode of the podcast.
Cheers, boss.
