Alongside his agency focus, Jonny has also worked client-side as Marketing Director at Nominet, the technology not-for-profit registry for the .uk domain, giving him a rare vantage point on design from both sides of the table, as agency partner and as brand owner. Says Jonny: “With a background spanning both design and tech, I want to help member practices find where AI can be genuinely transformative for them, a source of deeper client collaboration, and a catalyst for rethinking their value proposition and business model, not just their output.”

His work has taken him across diverse markets from Latin America, India and the wider subcontinent to Eastern Europe, giving Jonny first-hand experience of how design culture and values shift across markets: “British design carries real authority overseas and I want to help the DBA build on that, supporting members who are exporting their work and expertise, and making the case for design as one of the UK’s most exportable skills.”

Having been appointed in 2020, 2LK’s Andy Sexton and NatWest Group’s Stephanie Verschoor have stepped down from the Board at the end of their terms, and the DBA would like to extend huge thanks to them both for their invaluable input and support. 

The DBA’s AGM was held online on 17 September and included the launch of the 2026 DBA In Focus Report, the most comprehensive benchmarking tool in the design sector. The report is exclusively available to DBA members.

Reconciliations, invoice processing, and basic reporting are already faster and cheaper with automation, and it’s tempting for agency leaders to look at those tools and start questioning whether they need as many finance hires as they used to. But the truth is more nuanced if you consider the financial dynamic of an agency — juggling project margins, client scope creep, freelancer costs, and unpredictable cash flow, plus the continued challenge of client procurement on agency fees.

AI is changing what accountants do but, we would argue, not whether they’re needed. If anything, in creative businesses, the human accountant is becoming more valuable, not less.

Automation removes tasks, not judgement

AI is genuinely brilliant at the repetitive, rules-based parts of finance: categorising and posting transactions, flagging anomalies, drafting first-pass reports, chasing overdue invoices etc. For a junior accountant or bookkeeper in a design agency, this means less time spent manually coding expenses against project codes and more time actually understanding why a project overran its budget, why time was not recovered as planned, and what can be done to improve performance.

That distinction matters. A machine can tell you that Project X overspent its planned hours by, say 30%. It cannot tell you whether that’s because the client requested revisions outside scope, because the studio underquoted the job, because the team mix wasn’t as anticipated at the time of budgeting, or because a junior designer needed extra hours to get up to speed. Interpreting business performance and understanding the story behind the numbers is a fundamentally human skill. It requires context: knowledge of the client relationship, the creative process, the team’s dynamics, and the agency’s commercial history. AI has none of that context unless a person feeds it in and this capability certainly isn’t here now.

Junior accountants: from data entry to data literacy

For junior hires, this shift is actually good news, even if it raises the bar.

The days of a first-year accounts assistant spending most of their time on manual data entry are numbered. But that doesn’t mean entry-level roles disappear — it means they evolve. Junior accountants in agencies now need to learn how to question AI-generated outputs, spot when automated reporting looks “off,” and start building the commercial instincts that used to take years to develop.

Take project WIP reporting: an AI tool might flag that a job is under-recovered (or over-serviced), but a junior accountant who understands the agency’s billing cycle will know whether that’s a genuine problem or simply timing — the scope creep or work delivered ahead of schedule. Spotting that difference, and asking the right follow-up questions, is exactly the kind of judgement agencies should be nurturing early.

Agencies hiring junior finance talent should be looking for curiosity and communication skills alongside technical competence, because the value junior staff add increasingly lies in translating numbers for non-finance colleagues — not just producing them.

Senior roles: the rise of the business partner

At Finance Manager and Financial Controller level, the change is even more pronounced. Automation and AI-powered dashboards mean senior finance professionals spend less time producing reports and more time acting as strategic partners to the business. In a creative agency, that means sitting alongside project managers, creative directors, and account leads to help them understand profitability in real terms: which clients and/or types of projects are actually profitable, where is scope creep quietly eroding margin, how freelancer spend compares to using in-house talent, and what pricing models actually work.

This is where good FCs and FMs earn their keep. They don’t just present the numbers, they build the commercial acumen of the wider team. A great Financial Controller in a design agency will run a session with project leads on how to read a P&L, or coach an account director on why a “successful” project on paper lost money once overheads were properly allocated. AI can generate the underlying analysis faster than ever, but someone still needs to decide what questions to ask of the data, challenge the assumptions behind it, and translate the output into decisions the business can act on. That’s relationship-building, influence, and judgement — none of which AI can replicate.

Importantly, as AI-driven efficiency gains take hold, agencies need a strong counter-argument ready for client procurement teams who will inevitably keep challenging agency fees. That makes it more important than ever for agencies to have a tight grip on their charge-out rates and time utilisation and recoverability metrics. Coupled with the ongoing challenge of demonstrating value created for clients, this will be a key determinant of an agency’s future financial performance — and the FC or FM should be positively contributing to it.

No juniors today, no seniors tomorrow

There’s a longer-term risk that’s easy to overlook in the rush to automate (and no doubt this is a consideration throughout an agency from fee earning designers, account handlers through to indirect staff): if agencies stop hiring and developing junior accountants now, there will be no pipeline of experienced talent ready to step into Finance Manager and Financial Controller roles in five or ten years’ time.

The commercial judgement, client-facing confidence, and instinct for reading a project P&L that senior finance people rely on isn’t something that can be bought off the shelf or taught in a crash course. It’s built over years of doing the job, making mistakes and learning from them, and gradually taking on more responsibility. Junior roles are where that apprenticeship happens.

Treat AI as a reason to cut entry-level headcount, and, whilst it might save money today, this will likely be at the cost of a serious talent shortage tomorrow. The agencies still hiring and investing in junior accountants — but reshaping those roles around interpretation, communication, and working alongside AI rather than pure data entry — are the ones building their own future senior talent. Those that don’t will eventually find themselves competing hard, and paying a premium, for a shrinking pool of experienced finance professionals who came up the traditional way.

AI makes good accountants more valuable, not less

There’s also a quality argument.

As AI tools produce more analysis, more forecasts, and more automated commentary, the risk of “garbage in, garbage out” grows. Someone needs to sanity-check the model, understand its limitations, and limit the noise, particularly in agencies, where revenue recognition, WIP, and project-based accounting are rarely as clean as the software assumes. A skilled accountant who knows how to use automation well, rather than blindly trust it, becomes a genuine differentiator. Using AI to produce faster, richer analysis is a skill in itself, and it will be one that separates strong finance hires from average ones.

What this means for hiring

For creative agencies, the implication is clear: the demand for accounting talent isn’t shrinking, it’s changing shape.

You’re no longer just hiring someone to keep the books straight. You’re hiring someone who can interpret performance, challenge assumptions, partner confidently with non-finance teams, and use AI tools to work faster and smarter rather than being replaced by them. Whether you’re bringing in a junior accountant who can grow into a commercially minded finance professional, or a Finance Manager who can genuinely partner with your creative teams, the human element — judgement, context, and communication —remains the thing no algorithm can provide.

The agencies that get ahead won’t be the ones with the most automated finance function. They’ll be the ones with the best people using automation well.

VisionFR are a specialist Financial Recruitment agency for Creative, Marketing and People Businesses.

VisionFR is a proud sponsor of the DBA In Focus Report and can be contacted here.