How much time does managing an ad account take? Often nobody knows for sure, and that makes it harder to budget, compare proposals and tell whether there is too much or too little work. Measuring management time by task shows where energy goes and where it pays to automate or simplify.
The essentials in a definition
Measuring management time is understanding how much work an account really needs: routine, analysis, creatives, meetings and fixes. Without this measurement, the management budget, service prices and team capacity rest on guesses. A simple record per task, reviewed in cycles as in NIST’s logic and linked to measurement results, gives an honest view. Studies such as those from Think with Google contextualise complexity.
Why measure
Without this information, it is hard to know whether the management price is fair, whether the team is overloaded or whether some tasks consume time without value. It is also hard to plan growth: how many accounts can one person manage? With data, decisions rest on facts.
Time is often the most expensive resource of an account.
How to measure
Record, over a few weeks, time per account and per type of task: audit, optimisation, creatives, reports, meetings, communication, training. Use a simple sheet or a time-tracking tool. Do not overdo the bureaucracy: approximate values already inform.
Include preparation and coordination time, often forgotten.
Measuring management time
- Record time per account and per task
- Identify where time is lost
- Automate or eliminate what adds no value
- Adjust prices, scope and priorities
What measurement reveals
Small accounts that consume as much time as large ones. Long meetings without decisions. Reports made by hand that could be automatic. Repetitive optimisation tasks with little impact. Lack of time for what matters: strategy, tests, measurement. Compare time with the value generated per account.
This guides prices, priorities and investment in processes.
What is not measured in time is paid for in hours nobody counted.
Acting on the data
Automate what is repetitive. Eliminate or shorten meetings and reports of little value. Concentrate time on the accounts and tasks with the highest return. Adjust prices and scope when real time does not match what was agreed. Review the measurement every quarter.
Share the results with whoever pays: it justifies the value of management.
Decision table
| Category | Tasks | Record |
|---|---|---|
| Routine | Daily and weekly checks | Minutes per week |
| Analysis and reports | Preparation and discussion | Hours per month |
| Creatives and pages | Production and tests | Hours per campaign |
| Meetings and communication | Alignments and support | Hours per month |
Common mistakes to avoid
- Underestimating meetings and communication. They usually consume a significant part.
- Not recording. Without data, estimates fail.
- Measuring only hours. Also relate to value generated.
How to measure the result
Calculate hours per account and category, cost per hour and value generated per hour, and review each quarter.
Limits and exceptions
Time tracking creates friction and may be seen as control, so it must be simple and used to improve, not to monitor. Part of the work (strategic thinking, learning) is hard to measure. Use the data as an indicator and combine with assessment of results and satisfaction, instead of reducing everything to hours.
Illustrative example
Illustrative example: a manager records for two months the time spent on each account by category. They find a small account consumes as much time as a large one, due to frequent meetings and fixes. They renegotiate scope and meeting frequency and redefine the service price, according to real work.
In practice: checkpoints
Track hours by account and by task for a month, compare them with the value each account generates and use the data to plan capacity, pricing and priorities. Automate repeated tasks first, and revisit the numbers each quarter.
Frequently asked questions
Do I need a time-tracking tool?
A simple sheet is enough to start.
How long should I measure?
A few weeks, to have a representative sample.
How do I use the data?
To adjust prices, automate tasks and prioritise accounts.
How do I record without bureaucracy?
With simple categories and a quick daily log, in minutes, in a sheet or time tool.
What is the record for?
To plan capacity, set prices, identify waste and justify decisions to clients and management.
Recording time by account and category reveals real work, supports capacity planning and pricing and identifies waste.
Sources and recommended reading
Last editorial review: October 2026. Informational content; always confirm current conditions in the official sources before deciding.