Client Account Manager

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What I do: I make sure we are meeting or exceeding our client’s expectations while also driving as much value to each client as possible   

Why I matter: I am both the bridge and the glue between CapitalTek and my assigned clients – communicating important information in both directions and maintaining alignment.

My primary success metric is: Client’s NPS Score

My accountabilities are:

Client Satisfaction – At the end of the day, it is my accountability to make sure my clients are happy with their CapitalTek experience. This requires me to pay very close attention to how they are feeling, reading between the lines for any subtle clues and advocating for any issues that need to be considered, investigated, or solved to ensure a great experience with CapitalTek.

Client Communication – From recurring calls and emails to the IOT, I am the bridge between CapitalTek and my clients. It is my accountability to make sure that customized communications and an appropriate sense of urgency are effectively occurring in both directions. It is critical for me to ensure alignment between us to set up the client relationship for success. It’s also imperative that I always consider my client’s IT strategy and regularly communicate with them about IT trends and initiatives.

Client IT Strategy – It is my accountability to assist my clients in having a strategy when it comes to their IT and ensuring CapitalTek views all its efforts through that strategy. This includes coordinating strategic planning sessions, developing IT budgets, and navigating asset and service lifecycles. I need to know my client’s long-term business goals and direction by asking good questions and carefully listening to both my client and my team to identify opportunities to better leverage technology.
 

Client Revenue – It is my job to drive as much value as possible for each of my clients. This involves making sure their contract is never underused, identifying and removing any barriers preventing an expansion of our relationship, and diligently looking for opportunities where CapitalTek could be solving more problems and providing additional value.
 

What success looks like for my role:

Doing Well: The client engagement schedule is working well for my clients.  My DCT’s client NPS score is over 60 and improving.  We have a good handle on what our clients need and expect from us and are successfully ensuring that CapitalTek is working with them to effectively recommend, prioritize, and deliver solutions aligned with those expectations. I am also actively looking for new opportunities to create value.

 

Crushing It: In addition to the above, my clients think of me and CapitalTek as trusted advisors. My accounts have no NPS detractors, at least a 90% NPS response rate, and an NPS score of at least 80. Calls and emails are customized and resonate with the clients every time.  My to-do completion rate is at 100%. My clients feel as though we understand them, and I’m confident we do, from anticipating their strategic business IT needs to recognizing their wedding anniversaries and birthdays, all in CapitalTek style.  My clients are on top of their hardware and software lifecycles and there are projects queued up or active for every appropriate opportunity.

 
Who depends on me the most and why:

Financially – CapitalTek relies on me to ensure that we are pursuing all possible service offerings and opportunities available for each client so as to maximize the relationship. It is also my responsibility to investigate any potential client credits, always starting from an assumption that the work was valid and not stopping until I have gotten to the bottom of the matter.

 

Customer Experience – Customers rely on me to ensure that there is alignment between what they need and everything CapitalTek has to offer. Clients rely on me to communicate with them and be mindful internally at CapitalTek of their business objectives and budgets along with their IT needs, finding appropriately aggressive balances.

 

My Team – My Team counts on me to keep an organized and top-notch Client tracker. As the team captain, it’s imperative that I run a productive weekly client review meeting and ensure that the client’s business needs are appropriately represented in all client-team interactions. My teammates rely on me to help view things through the client’s lens and help build and communicate strong business cases.

 

My Director – My director depends on me to ensure the Client Engagement Schedule and Processes are being followed. To identify issues in our processes, offerings, and any other part of the client’s experience with us, recommend improvements and celebrate wins so as to always be bettering the client experience.

 

Leadership – Trusts that report or observe client experience issues get brought to the appropriate Leadership member’s attention promptly.  Whether it be process questions and suggestions or client experiences that require Escalated Attention, I am counted on to report these quickly, and each item gets my urgent attention and communication every day until resolved per the direction of the Leadership owner.

What to consider when building the CAM Job Description:

Definitively, what is the Role?
What does it consist of?
What are the metrics?
Who does the CAM report to? (What department are they in?)
What is the anticipated client experience your company wants to deliver?
What does that mean for communication?
What does that mean for lifecycle management?
What are the above requirements for a Job Schedule?
Does your company offer commission or not?
If your CAM is asked to sell, what is the deliverable here?
Does your CAM build quotes or do you have a procurement team?
Who handles registrations
Who handles vendor management for best deals, products, demos
How many accounts will they handle?
Will they handle onboardings? Or will there be a dedicated onboarding team?
If they handle onboardings, how does that affect their existing accountability for existing account management?
What tools are they expected to be able to work with internally?
What tools are they expected to be able to work with externally?
What products and services do you sell and what level do you expect them to be able to discuss them with clients? Or do they just know enough to direct them to a pre-sales engineer or Technical Account Manager?
If they are expected to sell and know products and services, will they be offered training both from vendors and internally?