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Long before Keaton Wilson had any creative production experience on his resume, he became aware of the impact advertising had on the world. And when he got to college, he realized the impact he could have within it. It was this realization that drove him to pursue a life-long career that would culminate leading project workflows and elevating creative deliverables for some of the world’s most well-known brands.
Now, as PMO Lead at AT&T’s in-house agency, 1876, Keaton is not only building systems and implementing technology to drive efficiencies across their creative processes, but also working to ensure other aspiring project managers have the support they need to find the same passion and fulfillment he has within his career.
Tell me about your background and experiences that led you to your role as PMO Lead for AT&T.
I chose to study advertising at Michigan State University because I was always very interested in the way people think and how they work. I knew that meant doing something in a creative field, and after one class, I was hooked. Advertising has the ability to influence culture, so for me, it wasn’t just about making something cool, but about finding a career that would allow me to instill real change.
After school, I started with small agencies in Philly on the account side before project management was really a thing in this industry. I was doing all the same tasks you’d expect of a PM today, but also very much involved in client services. A role with DDB eventually took me out to Chicago, working on nationwide commercials for Safeway. While fascination with being in the studio really kicked off my brand content creation journey, it wasn’t until my stint at AbelsonTaylor working in Pharma that I truly found my way in project management. I was approached by a higher up who told me I should explore that role further, and after one interview with her, I found my new career path. I loved the planning, the to-dos and the excel sheets — I mean, who doesn’t?
Fast forward a couple of years to my role as Associate Director, Project Manager at Leo Burnett. At this point, I was working on brands like Allstate and Bank of America, but really helping anywhere I possibly could. The environment just has so many personalities, and I was so curious and hungry to learn more.
I was jumping around a bit across Publicis, Omnicom, and IPG agencies as a result of the pandemic, when the Head of Studio at 1876 told me they built an in-house creative studio inside AT&T, and offered me the task of running the PMO. I really had no idea what I was stepping into — embracing a startup mentality of a new agency at such a large organization like AT&T. All of this while transitioning from the agency side to the brand side was such uncharted territory. But I saw such a great opportunity to take everything I had learned to date to not only see if it works but also make it better. It’s been an incredible experience to flex my own skills, as I learn how to be a lead in this industry and inspire others to work in the most efficient and effective way possible — what we in the studio refer to as ‘brilliant basics.’
What are some of the ways you ensure efficiency in your creative production process/your teams?
Both our leadership and our team is a fantastic blend of in-house and agency people, which allows us to really bring all perspectives to the table. Through my experiences on the agency side, I can relate to working with the same partners as a team member who worked in-house at Citi Bank or 7/11 — but in addition to being our clients, the people behind the brand are also our colleagues. So we’ve built the model to act like an in-house agency. It’s the same processes and workflows, only much leaner. We’re constantly seeking optimizations at every turn — testing and learning so many things simultaneously to see what’s working and what’s sticking. We aren’t taking anything away from the agencies, but at the executional level, we are churning and burning really great stuff and meeting the needs of the enterprise.
And how do you ensure the creativity stays at such a high level as the volumes and speed of production increases?
Our Creative Director is incredibly in tune with our in-house brand team to not only ensure we’re operating at the level the brand expects, but that we’re also coming to them with ways in which to elevate the brand or the creative. We remain aligned with our agency partner’s strategy and creative concepts, but because we have so many great agency team members, we have that edge to explore how to be more efficient and free up more time to focus on being creative.
As PMs, even though our part of the delivery happens behind the scenes, we’re always thinking about the consumer. We’re making things move with intention. What is the end goal? Why does this specific deadline date matter? What does a successful output really look like? We’re a company built on sales, so everything we do — and don’t do — impacts our revenue. Understanding the how is what’s most important. I want our team to always know why they’re working so hard to hit that deadline. That’s what enables us to do it, and do it well.
Ultimately, my work isn’t just about strategic and creative thinking — it’s about people’s lives. This is what inspires me to show up in better ways. I’ve always been passionate about helping people. Having come up in the early days of project management, we didn’t have a lot of support, so this is something I ensure my teams always have. I just started on the Professional Advisory Board at Michigan State to pursue this even further. I want to ensure that my teams and anyone else coming into the industry are set up for success.
How is AT&T capitalizing on some of the biggest trends in creative production today?
Creative production really looks different across the marketing funnel now — especially for an expansive, media-driven technology enterprise like AT&T. We’re not relying on old benchmarks; we’re working toward meeting AI head-on to create opportunities that are future forward.
That means considering all the ways to support efficiencies. How can we cut down something that typically takes seven days down to seven hours? Not only are your models only as good as the inputs you provide, but you also have to know how to implement this technology in ways that bring the most benefit to your teams and partners. It’s my initiative to lead with kindness and understanding, knowing everyone’s strengths and weaknesses to embrace change purposefully — how people are working and what we can do to work smarter.
AI is so widely available that there are countless possibilities to optimize the ways we work. And the more efficient we can become, the more time we have for bigger, better things and stronger relationships with our marketing partners.
What are some key tips you have for other creative leads in terms of ensuring efficiency and success in their creative production process?
Think (and rethink) about what makes a great PM. This is a field that’s ever growing, so you have to be considering the support your team needs to be successful. If you want them to work smarter and more creatively, you have to give them the tools to do so.
Be as clear as possible. Communication is at the foundation of everything we do — building relationships, setting expectations, understanding deadlines.
Ask questions. No one has the answers to everything. But assumptions lead to chaos. What is the purpose of this project? What’s our objective? What are the client's expectations? What’s the due date? Ask as many questions as you can because when you understand all the expectations, you can ensure that your workflow can be super buttoned up. You’ll know what to expect and be able to pivot quickly when anything changes.
Have patience! (This is one thing I wished I put into practice a lot sooner.) When you’re facing tight deadlines or stuck waiting on handoffs, it’s easy to let negative attitudes and emotions creep in. You’re the North Star of connectivity amongst your teams, so staying positive, maintaining composure, and being communicative in challenging situations will make all the difference in how successful you come out of it.
What do you think the future of creative production looks like?
In my view, the future of creative production is all about adaptability and specialization. In the past, big brands would sign massive retainers with a single partner that offered a wide range of services. However, as our industry's capabilities evolve, these brands are realizing that you can't be an expert in everything.
Brands are now 'compartmentalizing' their partners, selecting specialists in each area they need, driven by a desire for greater flexibility and niche expertise. While the benefits of having an Agency-of-Record shouldn't be overlooked — each company must evaluate their industry strategy differently — I see a trend toward long-standing relationships with that niche expertise, that collaborate, evolve, solve problems, and drive business transformation.
Technology and optimization are playing pivotal roles in this evolution. Agencies & brands that embrace tools like AI to gain real-time insights, create custom content, and target customers more effectively will shape the future landscape. This approach empowers us to deliver more precise and impactful work.
On a more personal note, for many people, including myself, the days of working just for a paycheck are over. One of the positive consequences of COVID-19 is that it has made us realize that life is too short to spend it somewhere you hate. People are now more open to embracing change and finding excitement in adaptability. If I can help create a culture that challenges my team and keeps their passion for the work alive, then we're going to achieve remarkable things. I firmly believe that comfort and change don't coexist. To create positive change, you must make tough and sometimes scary decisions, putting yourself in challenging situations. And that's exactly what I’m determined to do—embrace those challenges and drive forward with innovation and enthusiasm.