When Toba Agency, Toba Traffic, and Toba Clipping are working on the same project, each team has its own pace, metrics, and workflow.

Toba Traffic may be running media buying daily, optimising traffic acquisition, and tracking CPA, Reg2Dep, and cohort performance. Clipping works with content volume, reach, and distribution dynamics. Agency may be managing PR, influencer marketing, Telegram, or other channels at the same time.

For the client, all of this needs to come together in one clear picture.

That is why projects involving several Toba Group units have one Dedicated Account Manager assigned to them.

What does a dedicated account manager do during the week?

A large part of the work happens before the client ever sees a report.

The DAM collects data from the teams, checks task statuses, tracks changes across campaigns, and brings the results of different directions together.

For example, Toba Traffic may already have new media buying results, Clipping may still be collecting data from the latest content wave, while Agency is waiting for the final numbers from a separate campaign.

These teams work at different speeds, so putting all the numbers into one file is only part of the job.

The client needs a clear summary: what was done, what results were achieved, what changed during the week, and what the teams plan to do next.

Why not just combine three reports?

Because the three teams measure different things.

In media buying and traffic acquisition, there are campaigns, cohorts, CPA, and conversions. In Clipping, the focus is on publishing volume, views, reach, and content performance. In Agency, the metrics depend on the channel: PR, Telegram, influencer marketing, or PPC.

In a more fragmented setup, a client might receive one report from a media buying agency, another from a PR team, and a third from the team responsible for organic reach.

At Toba Group, the DAM brings these streams into one structure.

The starting point is the client’s main business objective. From there, the report shows the performance of each direction, its contribution to the overall project, changes over the period, and the next steps.

The client sees one project with one shared context.

What does the client see in the consolidated report?

The structure depends on the project, but the logic usually includes:

• overall project status;

• key results for the period;

• metrics for each active direction;

• changes compared with the previous period;

• current tests and optimisation work;

• next steps for the teams.

The DAM also keeps context moving between teams.

If Toba Traffic finds a new insight from traffic acquisition, Agency may be able to use it in the next round of creatives. If a certain format performs strongly in Clipping, that signal can also inform work in other directions.

This is where consolidated reporting becomes more than a spreadsheet.

Why have one person across three units?

It keeps the client experience simple.

There is one person who sees the project as a whole, knows the status of every direction, and can bring the right team into a specific discussion.

The client does not need to keep track of who handles media buying, who manages Clipping, or which chat contains the latest Agency task.

One call. One context. One overall view.

That is how a project involving several specialised teams stays easy to manage from the client side.