Best Practices For Account Management

I stopped caring about attribution five years ago. And pipeline got better. Not because I figured out the perfect multi-touch model. Not because I finally nailed first-touch vs. last-touch. But because I started measuring something else entirely. Account progression. Think about it. We're selling six-figure software. Did one ad, email, or phone call ever exclusively get that company to become a customer? Of course not. Yet we often try to associate impressions, clicks, form fills, MQLs scientifically to individual activities and sales outcomes. Early in my career, I fought hard to convince leadership that my MQLs were perfect. And it's only a matter of time before they convert. I was wrong. Activity metrics don't predict revenue. What actually predicts revenue is MOVING accounts move through defined stages: ↳ unaware → ↳ aware → ↳ engaged → ↳ qualified → ↳ sales ready → ↳ customer. Each stage has clear criteria. An account moves from unaware to aware when multiple contacts are exposed to your brand. Aware to engaged when those contacts start interacting. Engaged to qualified when they match ICP criteria and data shows research intent from multiple people. The entire GTM knows the definition of each stage and what needs to happen to move accounts forward. When you see data for each account at each stage, you don't need to argue about which touchpoint gets credit. For example, you can measure whether accounts exposed to your LinkedIn campaign progressed from aware to engaged at twice the rate of accounts who weren't. You get to ask better questions: Did this campaign accelerate account progression? The attribution debate is really a symptom of a deeper problem—marketing and sales aren't aligned on what success looks like. Account progression gives both teams a shared metric to rally around. Marketing focuses on moving accounts forward. Sales engages when accounts are ready. Anyone else think this way? If you want our framework that replaces touchpoint "attribution" with a system that measures whether GTM activity actually moves accounts forward, get our Account Progression Framework 👇🏼 https://lnkd.in/esd5s2cS

Closing the deal isn’t the finish line—it’s the starting point. The most overlooked growth opportunity in sales is the customer you already have. Staying in touch after the sale isn’t about checking a box; it’s about delivering on expectations, understanding outcomes, and continuing the conversation long after the contract is signed. Call to say thank you. Ask how things are actually going. Learn what’s changed in their business. Share connections. Invite feedback. Make it easy for them to tell you where you’re winning—and where you can improve. Sales doesn’t scale through transactions. It scales through relationships that stay active, intentional, and valuable over time. If you want more repeat business, referrals, and long-term trust, the work starts after the sale.

You don’t need better clients. You need 5 contract lines that hold the line. But do you know the problem always starts with a "yes." • Yes to a small revision. • Yes to a quick call. • Yes to "just one more thing." And just like that, you’re not running a software business anymore. You’re running around in circles. I see this a lot with new dev agencies. Talented founders. Good at the work. But no systems. No structure. No line in the sand. Their contracts? Vague. Their offers? Open-ended. Their projects? Delayed, bloated, and underpaid. And the reason’s simple: They said yes too often. • Yes to low-budget clients. • Yes to unlimited revisions. • Yes to timelines that made no sense. And most agencies have no boundaries. Projects drag. Clients take control. They stay busy but broke. But do you know what changes this? • Defined rules. • Added limits. • Clear contracts. That's how your work has weight. That's how clients respect the process. That's how the profits stop bleeding. But if you don’t set the rules, the client will. And their rules? They’ll always cost you more time than you think. Now if you want to run your business with peace, then draw lines in your contracts. Here's a few ways I recommend this: 1) Limit your revisions You have to set a clear number of included revisions. For e.g., "Two rounds of revisions are included. Additional changes billed at $X/hour or per change." Also, define what counts as a revision, so there’s no confusion. 2) Prevent extra work Make sure to be clear on what’s included in the project scope - and what’s not. And add a process for handling extra requests such as:  "Any work outside the agreed scope will require a new quote and timeline." 3) Set communication boundaries Define your working hours and expected response times in the contract. Make sure to limit the number of "urgent" calls or meetings per week/month. 4) Payment milestones & delays Break payments into milestones tied to deliverables, not just dates. And add late fee clauses for overdue payments, and pause work if payments are delayed beyond a set period. 5) Timeline management Write what happens if the client delays feedback or approvals. For e.g., "Project timeline will be extended by the number of days feedback is delayed". This protects your schedule from endless pauses. The end goal is to draw the line. Write the terms. And make your "yes" worth something. --- ✍ Question: Do you set boundaries in your projects?

Navigating Sales in an Uncertain Economy: The Power of Existing Customers A founder recently asked me a critical question: "When the pipeline looks dry, and the economy is turbulent for my industry, how should I navigate?" It’s a challenge many businesses face. In uncertain times, new customer acquisition slows, budgets tighten, and sales teams feel the pressure to generate fresh leads. However, the most effective strategy isn’t always looking outward—it’s strengthening existing customer relationships. A data from HubSpot highlights this: 72% of company revenue comes from existing customers, while only 28% comes from new ones. Yet, many businesses continue to prioritize acquisition over expansion. A Strategic Shift: From Hunting to Nurturing Instead of asking, “Where can I find new customers?” the right question is: “How can I help my existing customers sustain, grow, and navigate this phase?” Engaging with current customers provides critical insights into shifting industry trends, evolving needs, and new challenges. These conversations often reveal untapped opportunities for value creation, whether through: ✔ Cost optimization—helping them do more with less. ✔ Technology enhancements—offering solutions that improve efficiency. ✔ Revenue acceleration—identifying ways your product can drive business growth. A Case in Point During a market slowdown, one of our key customers—a well-established company in their industry—was struggling to acquire new business. Their growth had stalled, and they were losing deals to competitors that offered a more modern, tech-driven experience. Rather than focusing on immediate renewals, we sat down with their leadership team to understand the core issue. Through deeper discussions, we uncovered that their existing technology was outdated, making them less competitive. By integrating modern tech capabilities through our solution, we helped them close this gap. Within months, they were not only retaining existing clients but also winning new deals, putting them back on a growth trajectory. This didn’t just secure our relationship—it reinforced our position as a strategic partner rather than just a vendor. Go Deep, Not Just Wide Market turbulence is not the time to sell harder—it’s the time to engage smarter. Businesses that embed themselves in their customers’ success unlock long-term growth. 📌 Deepen engagement by identifying new use cases and challenges. 📌 Leverage customer insights to refine offerings and improve solutions. 📌 Encourage referrals—a warm introduction from an existing customer is far more effective than a cold outreach. Final Thought Sustainable growth is not just about expanding the pipeline—it’s about maximizing the value within it. The companies that thrive during downturns are those that prioritize relationships over transactions. How do you approach customer retention and expansion in uncertain times? Let’s discuss. 👇 #Sales #SaaS #RevenueGrowth #B2BSales #SalesStrategy

If you think data visualization and statistics don’t apply to FP&A -- consider just how much valuable information is hidden away in those financial processes. For instance, understanding not only the average days payable but also the variance around those payables can shed light on potential risks or opportunities. The same approach can be applied to other metrics, such as sales forecasts or overhead expenses: analyzing forecast accuracy, identifying anomalies, or even spotting correlations between different expense lines can significantly enhance strategic decision-making. Of course, transforming raw spreadsheets and disparate systems into a structured, analysis-ready format requires effort, but it pays off once those cleansed datasets are in place. With the right data visualization and statistical techniques, these metrics become more than just numbers on a page -- they become actionable insights that drive better decisions. FP&A actually benefits substantially from this kind of analysis, and those who overlook its potential may be missing out on valuable guidance. Embracing data analytics and visualization can help surface insights that might otherwise remain buried and give organizations a more comprehensive view of their financial health and future direction.

Through years of guiding professionals in career and business transitions, I’ve learned this: 👉 The ones who thrive don’t control more. They control differently. Most people waste energy trying to control the uncontrollable - market timing, restructures, client decisions, hiring freezes. The ones who land faster, pivot smoother, and stay resilient? They know exactly what belongs in Control, Influence, and Accept, and they anchor themselves with resilience traits that keep them steady in the storm. 𝗠𝘆 𝗴𝗼-𝘁𝗼 𝗳𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸: 𝘁𝗵𝗲 𝗖.𝗜.𝗔. 𝗺𝗼𝗱𝗲𝗹 Control → What’s 100% in your hands. ✔ Updating your LinkedIn profile. ✔ Sending that proposal. ✔ Practising your interview. Influence → What you can’t control, but can shape. ✔ How a recruiter perceives you. ✔ Whether a client trusts you. ✔ How your brand lands. Accept → What you must let go of. ✔ Hiring freezes. ✔ Market downturns. ✔ Budget cuts. 𝗛𝗼𝘄 𝘁𝗼 𝗮𝗽𝗽𝗹𝘆 𝘁𝗵𝗶𝘀: List your current challenges. For each one, ask: Control, Influence, or Accept? Put 80% of your energy into Control. (Daily actions, skill building, consistency). Dedicate 20% to Influence. (Relationships, reputation, storytelling). Release the Accepts. (They free you to move forward instead of staying stuck). 𝗔𝗻 𝗲𝘅𝗮𝗺𝗽𝗹𝗲 𝗶𝗻 𝗿𝗲𝗱𝘂𝗻𝗱𝗮𝗻𝗰𝘆: Map your situation. Write down everything that’s on your mind. Label each: Control, Influence, Accept. Double down on Control. (Daily actions → profile, outreach, interview prep). Play the long game with Influence. (Relationships, positioning, visible thought leadership). Release the Accept. (You don’t need to carry the company’s decision with you). 𝗪𝗵𝘆 𝗶𝘁 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝘁𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻𝘀 Transitions are when this mindset is tested most. ➡️ Into a new role: You can’t control when the perfect job opens. But you can control your preparation, influence how decision-makers perceive you, and anchor yourself with resilience traits that keep you steady in the wait. ➡️ Into a business: You can’t control every market force. But you can control your clarity of offer, influence your audience through consistent visibility, and rely on resilience anchors to keep you moving when progress feels slow. P.S. If you’re in a transition right now (new role, new business, or both), where are you putting your energy: Control, Influence, or Acceptance? P.P.S. And see comments for 6 resilience anchors needed during transitions - which do you lean on most? ♻️ Repost if you found this helpful

Here's what your customers really think about your "account management"… "They only call when they want to sell us something." "Our quarterly business reviews are just glorified product demos." "They ask how we're using the platform instead of how it's impacting our business." "When we have problems, they always blame our implementation." "They act like customer service reps, not strategic partners." (I’m guessing as a sales leader, you’re cringing as you read those quotes. If so, read on) Most account managers are order-takers with fancy titles. They manage renewals, respond to support tickets, and pray nothing breaks. Meanwhile, customers are getting pitched by hungry competitors who actually understand their business. Here's the shift that changes everything: Stop thinking like a vendor. Start thinking like a consultant. Vendors manage products. Consultants drive outcomes. Vendors react to problems. Consultants prevent them. Vendors talk about features. Consultants talk about ROI. Vendors hope for renewals. Consultants create expansion opportunities. The account managers crushing it right now are doing three things differently: #1 They own business metrics, not product metrics. Instead of tracking "seats deployed" they're measuring "cost savings delivered." Instead of "feature adoption" they're focused on "time to value" and "user productivity gains." #2 They facilitate growth, not just maintain status quo. They're constantly asking: "What's next for your business? How do we help you get there?" They position expansion as business evolution, not vendor upselling. #3 They become indispensable strategic advisors. They know their customers' markets, competitors, and challenges better than most employees do. They bring insights from other customers and industry trends. The results speak for themselves: Average account managers: 85-95% NRR, constant churn battles. Elite account managers: 120%+ NRR, customers become references. Your existing customers are your biggest growth opportunity. They already trust you. They have budget allocated. They know your product works. But only if you're thinking bigger than maintenance mode. Your customers want partners who help them win, not babysitters who manage products. — Sales Leaders! Stop treating symptoms and start solving the real problem behind missed quotas. Claim your free diagnostic and pinpoint the exact cause in minutes: https://lnkd.in/g8M-ah5s

The most expensive meeting your customer will ever attend is the introduction call with a new CSM. Most teams treat that meeting like a handover. The customer rarely does. If they were comfortable with the last CSM, this is the meeting where they start wondering a few things very quickly. Am I going to have to explain everything again? Will this person actually understand our account? Will the pace change now? Will I lose the one person who knew how to handle things without making me work for it? That discomfort may never be said out loud. But it is there. And this is exactly why I think CSM transitions need much more care than they usually get. A notes doc is not enough. A calendar invite is not enough. A cheerful intro is definitely not enough. The new CSM should come in already knowing the account. The outgoing CSM should not only pass work over, but help pass context, nuance, and confidence. And the customer should never feel like continuity now depends on how well they repeat themselves. A few things matter a lot here: 1. Come into the call with context already in hand. 2. Bring forward stakeholder nuance, not only project notes. 3. Make it clear what will stay consistent. 4. Do not make the customer re-teach their own account. 5. And if the relationship was deep, do not disappear too abruptly after the intro. That first meeting sets the tone. If it feels thoughtful, the customer settles quickly. If it feels rushed, they start holding back. We usually think handovers are operational. They are not. They are emotional first, and operational second. That is why a bad one costs more than most teams realize.

When a CSM resigns, there’s one thought every CS leader has (but rarely says out loud): “How the hell am I going to redistribute these accounts?” Because let’s be honest… Your team is already at capacity. You’re already at capacity. And everyone on your team is thinking the exact same thing you are. Over the past 13 years, I’ve watched this play out more times than I can count. And too often the solution is: “Just give it to the top performer.” Which is… 🚫 Terrible for them 🚫 Terrible for the team 🚫 And absolutely terrible for the customer So here’s what I’ve learned (the hard way) about surviving and stabilizing when a CSM leaves: 1. Pad your distribution Don’t let your team sit at 100 percent capacity. Leave room for new customers AND inevitable turnover. 2. Build the plan before you need it If someone quit today, who gets what? How do you update systems? Who’s backup? Don’t wing it. 3. Nail internal and external comms Your team should know the plan already. And customers should hear the news before they feel the impact. 4. Get your house in order I always ask the departing CSM to update every record, every note, every detail. Clean data = smoother transitions. 5. Run real Knowledge Transfers Not the obvious stuff in your tools. The messy human stuff: personalities, politics, expectations, history. 6. Adjust the engagement model More accounts means things will change. Set expectations with your team and be transparent with customers. 7. Backfill immediately Do not wait. Your team and customers cannot operate in “coverage mode” for long. This is one of the toughest moments for any CS leader, and one of the few moments that truly exposes whether your operating model is built for resilience… Or built on hope. How does your team handle account coverage when a CSM leaves?

Recently a Sales VP of a $200M ARR SaaS company confided in me that her job is on the line if she can't get more revenue from existing customers FAST. Here are 3 strategies I shared with her on how to spot and grow high potential customers (backed by data): 1. Identify upsell signals - Customers attending at least one webinar per quarter show a likelihood of cross-sells - High number of low severity support tickets during onboarding has an upsell correlation of 80% - Higher number of active users than avg cohort shows a 96% chance of renewals  - Showing up to QBRs and high email response rates have a strong correlation to upsells  - ROI or Value words mentioned in emails or external comments like G2 show a 50% likelihood to expand - Champion getting promoted had a 44% correlation to upsells and cross-sells 2. Set up Account Governance For your highest upsell candidate customers, put governance programs in place. Customers showing the most promise, give them the most love. A good governance structure goes beyond QBRs with the CS team.  It should include semi-annual strategic sessions with system owners and annual executive summits. 3. Start a customer Strategic Development Partnership There is nothing like feeling special. Ping your top three high potential logos and say: “Hey, you guys are awesome and things are going great in the engagement but we think we’re just scratching the surface of what’s possible. How’s about you and Company X and Company Y meet with my product team monthly to advise us on what capabilities you would want us to build next. It’ll be a low lift for your people, we’ll do all the work and you’ll get to influence our roadmap.” That’s oversimplified, but you get the point. Special treatment engenders reciprocity, significantly upping your shot at additional seats, true ups, and new module sales. How else do you identify great upsell opportunities among your accounts?