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Hi AMs, Cramer (experiential marketing agency) is hiring for Account Directors and Account Managers. In office 3 days a week. Links below to the job openings!
Account Director (Hybrid) https://www.linkedin.com/jobs/view/3044834981 Account Supervisor (Hybrid) https://www.linkedin.com/jobs/view/2998231407 Account Manager (hybrid) https://www.linkedin.com/jobs/view/3047386705
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In no particular order, a leading account director / account executive has to be able to:
1.) Clearly connect with leaders and buyers across all functional areas of the customer's business. Finance, Operations, Procurement, HR, Sales, Logistics, IT, Legal, etc. Someone who isn't myopic and confines themselves to just IT and / or Finance. Executive presence and attendant gravitas is critical.
2.) Clearly articulate the value of the vendor's solution and how it impacts future cashflow for the customer, either by reducing existing costs + improving operational efficiencies, or by increasing revenue. If they can also show how it makes the customer safer from a regulatory risk perspective then thats even better, and if it increases the client's satisfaction levels among their employees or their end-customers, then thats even more better.
3.) Speak the language of the audience. Don't vomit up technical jargon when talking to people in finance and operations. Don't talk about key finance ratios and metric when talking to people in IT. Convert the vendor's jargon into business user language.
4.) Find, build up, and support a champion on the client side, one who has the ear of the executive sponsor.
5.) Be crystal clear on what / how / who / where / when / why of post-sale implementation. The account leader must be able to define and obtain bilateral agreement on a mutual action plan between client and vendor. Thr account leader must be able to assess and challenge the client on their (client) readiness, ability, and willingness to move forward on the agreed-upon implementation plan.
6.) Maintain rock-solid integrity, both with internal, as well as with client stakeholders. If they did something wrong, or someone on their team did, then they own up to it and proactively outline what steps are being taken to remediate.
7.) Comfortably decline business from the client when they know its not a good fit - for any number of reasons - and make that clear back to the customer.
8.) Keep a regular cadence of alignment calls between vendor and client, and to make sure these calls are truly a valuable use of client time.
9.) Drive post-sale value realization that matches or exceeds pre-sale projections.
10.) Know how to be an advanced scout, capable of identify threats and opportunities to the client at the same time they do, or even before. Bring valuable advisors to the table who can read the tea leaves and help the client make financially responsible decisions for their business prior to those same threats or opportunities materializing out of left field.
I could write a whole book but I'll stop there.
Lead with support and your response will be supported. Listen to the needs and mold them with what makes them better. You give them confidence and they will use the actual skills they were afraid to use or questioned. My team loves that I’m honest, supportive and never steer them in the wrong way. They know my intentions at all times.
Among other things, give credit to your team when you celebrate wins.