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PapaHR · Mike Pritula Academy · Roles

Account Manager: Role Profile, KPIs and Interview Questions

Use this role profile, key performance indicators (KPIs) and hiring materials to recruit an account manager. Find someone who retains existing clients and grows revenue across their account portfolio.

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  1. Take the profile below or build your own with the builder.
  2. In PapaHR the profile turns into a job ad, an onboarding plan and probation goals.
  3. After 90 days, review the person against the same KPIs and competencies.

Job profile

Why the role exists

Protect revenue from existing clients and grow it through offers that meet their needs.

Result in a year

The portfolio meets agreed revenue, gross profit and renewal targets, with commitments and retention risks visible to the manager early.

Place in the structure

  1. Reports toHead of Account Management; in smaller businesses, Sales Manager or owner.
  2. Direct reportsNone
  3. Works withSales team: account handover after the first deal, Project managers: scope and delivery dates for client work, Customer support: enquiries and recurring client problems, Finance team: invoices, payments and overdue balances, Marketing: client feedback and supporting materials, Information technology (IT) specialist: access to client tools
Key result areas
  1. Portfolio revenue and profit — Existing client revenue and gross profit target attainmentExample: at least 100% of each target, with no unapproved discounts.
  2. Client renewals — Contract renewal target attainmentExample: at least 100% of the renewal target for contracts due this period.
  3. Account growth — Existing client expansion revenue target attainmentExample: at least 100% of the expansion target, based on confirmed client needs.
  4. Portfolio payments — Collection target attainment for payments dueExample: at least 100% of the collection target received on time.
  5. Client commitments — Own commitments delivered on timeExample: 100% of own commitments delivered on time.
Requirements

Experience: Experience managing existing clients, renewing contracts and resolving complaints.

Formal: No specific degree required; demonstrable account management experience matters.

Should know

  • Product capabilities, service limitations and client terms.
  • Contract renewal steps and approval processes for additional services.
  • The difference between revenue, gross profit and cash received.
  • Customer relationship management (CRM) systems and account record standards.
  • Processes for invoicing, discount approval and complaint escalation.

Should be able to

  • Plan account contacts and renewals across a client portfolio.
  • Explore dissatisfaction without arguing with the client.
  • Explain additional services through the results clients need.
  • Confirm deadlines internally before making promises to clients.
  • Work with spreadsheets, contracts and client records.
Competencies at three levels

Understanding client needs

Helps identify useful services and spot reasons a client might leave.

  1. Clarifies the request and records the client's expected outcome.basic
  2. Links requests to business goals and checks expectations with the decision-maker.solid
  3. Anticipates changing client needs and adjusts the account plan.strong

Account portfolio planning

Keeps renewals and payments from getting lost among daily requests.

  1. Maintains a renewal calendar and records next steps for each account.basic
  2. Prioritises time by revenue, retention risks and upcoming commitments.solid
  3. Forecasts portfolio losses and agrees corrective action before targets are missed.strong

Negotiating value and terms

Supports renewals and expansion while protecting profit.

  1. Explains the offer and explores the reason behind price objections.basic
  2. Offers scope and pricing options that protect agreed profit.solid
  3. Secures complex renewals with multiple stakeholders by demonstrating value.strong

Resolving client complaints

Rebuilds trust after mistakes and reduces the risk of cancellation.

  1. Listens, checks facts and sets a time for the next update.basic
  2. Agrees corrective action with delivery teams and confirms resolution with the client.solid
  3. Investigates recurring complaints and secures changes to the underlying process.strong

Coordinating commitments

Clients get realistic deadlines and colleagues understand their responsibilities.

  1. Records agreements, deadlines and owners after meetings.basic
  2. Checks feasibility before promising and tells clients when plans change.solid
  3. Resolves conflicting team priorities and agrees a workable client delivery plan.strong

Commercial judgement

Account growth needs to produce profit and timely payments.

  1. Distinguishes invoices, payments and revenue; checks overdue balances before new proposals.basic
  2. Calculates discount effects on gross profit and forecasts cash receipts.solid
  3. Proposes revised terms for unprofitable accounts and supports recommendations with calculations.strong
Builder

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Account Manager

Protect revenue from existing clients and grow it through offers that meet their needs.

Duties
  1. Take over accounts with agreed terms and sales promises documented.
  2. Identify client goals and define what success looks like.
  3. Agree account plans and a regular contact schedule.
  4. Track contract end dates and start renewal discussions early.
  5. Identify expansion opportunities linked to client needs.
  6. Agree proposals and discounts within delegated authority.
  7. Coordinate client issue resolution with the colleagues responsible.
  8. Check invoice delivery and remind clients about payment dates.
  9. Record agreements, contacts and next steps in client records.
  10. Update forecasts for renewals, payments and client retention risks.
  11. Run introductory meetings for new client contacts.
  12. Prepare business reviews for key accounts.
  13. Help prepare tender documents for existing clients.
  14. Obtain client permission to publish testimonials and case studies.
  15. Reconnect with former clients from an agreed list.
  16. Coach junior colleagues on managing their account portfolios.
  17. Share recurring client requests with the product team.
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Account manager KPIs

  1. Existing client revenue target attainment — Existing client revenue / portfolio revenue target × 100%. Mistake: Counting first deals with new clients owned by the sales team.weight 25% · month
  2. Renewal target attainment — Contracts renewed / renewal target × 100%. Mistake: Including contracts whose renewals fall outside the reporting period.weight 25% · quarter
  3. Expansion revenue target attainment — Expansion revenue / expansion revenue target × 100%. Mistake: Counting an ordinary renewal as expansion without any additional scope.weight 15% · quarter
  4. Portfolio gross profit target attainment — Portfolio gross profit / gross profit target × 100%. Mistake: Ignoring discounts and direct costs when calculating profit.weight 15% · month
  5. Collection target attainment — Payments received / collection target for payments due × 100%. Mistake: Replacing actual cash receipts with invoices or client promises.weight 10% · month
  6. Own commitments delivered on time — Commitments delivered on time / commitments due × 100%. Mistake: Removing overdue commitments or changing deadlines without agreement.weight 10% · month
Calculator

Work out the KPI bonus

Enter how much of each target was met, in percent, and the bonus at 100%. You can change the weights.

KPIWeight, %Achieved, %Share
Existing client revenue target attainment
Renewal target attainment
Expansion revenue target attainment
Portfolio gross profit target attainment
Collection target attainment
Own commitments delivered on time
KPI total
Bonus
Sum of weights

The weights are an example. They should add up to 100%.

Interview questions

Scorecard

Run the interview and get the result

Score each answer from 1 to 5 and the total is worked out by competency. Keep this page open on your phone during the interview.

Understanding client needs

Describe a client whose initial request differed from their actual need. How did you uncover it, respond and assess the outcome?

✓ Listen for: Specific questions, underlying need, checked expectations and a clear client outcome.

⚑ Red flag: Offered the most expensive package without checking the need.

Tell us about a leadership change at a client. What did you learn from the new contact, do and achieve?

✓ Listen for: Decision authority, new priorities and conditions for continuing the relationship.

⚑ Red flag: Kept speaking only to the former contact until the contract ended.

Account portfolio planning

Describe a time several renewals became urgent together. How did you prioritise, organise contact and measure the results?

✓ Listen for: Calendar, revenue at risk, decision dates and the result of each renewal.

⚑ Red flag: Only dealt with clients who called most frequently.

Tell us about a lost renewal. What warning signs appeared, what did you do and how did you change your approach afterwards?

✓ Listen for: Acknowledges missed signals, describes personal actions and a specific process change.

⚑ Red flag: Blames the client entirely and overlooks their own decisions.

Negotiating value and terms

Describe a renewal involving a large discount request. What drove it, which options did you offer and what was agreed?

✓ Listen for: Underlying reason, service value, alternative terms and appropriate approval.

⚑ Red flag: Discounted immediately without checking profit or approval limits.

Describe an expansion sale to an existing client. How did you identify the need, agree the offer and check the outcome?

✓ Listen for: Confirmed need, useful additional scope and follow-up on client results.

⚑ Red flag: Sold an unnecessary service to meet a personal target.

Resolving client complaints

Tell us about a client considering leaving after your company's mistake. What did you personally do, who helped and what happened?

✓ Listen for: Acknowledged problem, verified facts, corrective plan and client feedback.

⚑ Red flag: Argued with the client or promised compensation without approval.

Describe a recurring client complaint. How did you find the cause, secure changes and confirm that the problem stopped?

✓ Listen for: Cause investigated with delivery teams and results checked after the process change.

⚑ Red flag: Only apologised each time the problem recurred.

Coordinating commitments

Describe a client demanding an impossible deadline. What did you check, how did you negotiate and what plan did you agree?

✓ Listen for: Resource checks, scope options, an agreed deadline and written confirmation.

⚑ Red flag: Promised the requested date and left delivery teams to cope.

Tell us about a missed commitment involving several departments. How did you establish ownership, inform the client and resolve it?

✓ Listen for: Personal actions, named owners, revised plan and timely client communication.

⚑ Red flag: Forwarded emails between departments without agreeing a next step.

Commercial judgement

Describe an account with strong revenue but low profit. How did you spot it, what did you calculate and what changed?

✓ Listen for: Discounts, direct costs, option calculations and final profit after changes.

⚑ Red flag: Judged the account solely by sales value, ignoring costs.

Tell us about an overdue payment before a new order. How did you investigate, agree terms and secure the payment outcome?

✓ Listen for: Invoice check, payer contact, agreed restrictions and confirmed payment.

⚑ Red flag: Continued extending credit silently or threatened service suspension without authority.

Score at least one answer and the result shows up here. ·
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Test task

Plan an account portfolio ahead of renewals · 2 hours

All data is fictional. Client A pays $1,000 monthly: their contract ends in 14 days, two delays have caused dissatisfaction, and they want a 20% discount. Client B pays $600 monthly: an invoice is 10 days overdue, and the contact says finance never received it. Client C pays $800 monthly and wants to add a second team next month, but the scope is not yet agreed. Client A's direct monthly costs are $700; service scope and costs remain unchanged if discounted. The manager approves discounts; delivery owners confirm corrective action dates. Prepare a two-week plan with priorities, actions, owners and deadlines. Draft an email to Client A and questions for Client C. Calculate Client A's gross profit before and after the discount and suggest negotiation options. Identify missing information and payment follow-up actions for Client B. Do not contact real clients.

How to assess it

  • Priorities reflect retention risk, payment dates and expansion opportunities.
  • Every action has an owner, deadline and verifiable outcome.
  • The email acknowledges the problem and offers a realistic next step.
  • Gross profit is correct: $300 before the discount, $100 after.
  • Negotiation options consider profit and discount approval.
  • Questions establish the second team's needs and decision process.
  • Payment follow-up checks invoice delivery and agrees a payment date.

Ready job ad

Account Manager at [company]

Help existing clients achieve results and grow their relationship with [company].

What you will do

  • Manage an account portfolio for [product or service].
  • Plan contract renewals and client meetings.
  • Identify needs for additional services.
  • Agree proposals, terms and next steps.
  • Coordinate complaint resolution with the team.
  • Track payments and keep client records current.

What we need

  • Experience managing client relationships in [sector].
  • Evidence of renewals and expansion sales you delivered.
  • Ability to discuss pricing and client dissatisfaction.
  • Understanding of revenue, profit and cash received.
  • Accurate agreement records and reliable response times.

What we offer

  • Pay: [salary in $] plus [bonus terms].
  • Schedule: [hours], working arrangement: [format], location: [city].
  • Portfolio: [account count], product: [product description].
  • Initial support: [mentor and product training].
  • Authority over terms and discounts: [decision limits].

In PapaHR this text becomes a job opening with a careers page and a candidate pipeline.

90-day onboarding plan

Before day one

  1. Human resources (HR): send the first-day plan.HR
  2. Set up work email and access to client records.IT
  3. Select the initial portfolio and document promises made to clients.Manager

Day one

  1. Explain the product, discount authority and complaint escalation process.Manager
  2. Show account records, contracts, invoices and support history.Mentor
  3. Check access and note questions about the initial portfolio.New hire

First week

  1. Observe renewal meetings and complaint reviews.New hire
  2. Build a calendar of renewals, payments and next contacts.New hire
  3. Check understanding of account profitability using one contract.Mentor
  4. Introduce the new hire to contacts at transferred accounts.Manager

30 days

  1. Lead initial meetings with transferred clients.New hire
  2. Identify retention risks and check the portfolio's overdue balances.New hire
  3. Review correspondence and the quality of agreed next steps.Mentor
  4. Approve renewal and expansion plans against the contract calendar.Manager

60 days

  1. Negotiate renewals due, with mentor supervision.New hire
  2. Prepare expansion proposals based on confirmed client needs.New hire
  3. Review cash forecasts and reasons for payment delays.Manager

90 days

  1. Present portfolio results and next quarter's plan.New hire
  2. Assess renewals, profit and commitments against agreed targets.Manager
  3. Record the probation period review and development plan.HR

Probation period goals

  1. Take over the initial portfolio without losing existing commitments.Example: by day 30, every transferred account has contacts, contract dates, payment dates and a next step recorded.
  2. Prepare and complete portfolio renewals.Example: by day 90, meet 100% of the agreed renewal target; if no renewals are due, present a future negotiation plan.
  3. Identify expansion opportunities supported by client needs.Example: by day 60, prepare two proposals with a confirmed need, profit calculation and client decision date.
  4. Establish control of payments and personal client commitments.Example: by day 90, meet 100% of the collection target and deliver on time all personal commitments due in the previous month.

Career path

Junior Account Manager

Manages a small portfolio with a mentor, prepares meetings and follows up next steps.

To move up: Maintain client records independently, handle routine renewals and meet agreed deadlines.

Account Manager

Owns renewals, growth and payments across an assigned account portfolio.

To move up: Meet portfolio targets, protect profit and resolve difficult complaints independently.

Senior Account Manager

Manages complex accounts with multiple decision-makers and supports junior colleagues.

To move up: Demonstrate successful mentoring, accurate forecasting and improvements to account management processes.

Head of Account Management

Allocates portfolios, develops the team and owns overall existing client results.

To move up: For wider responsibility, build profit and retention planning across all client segments.

Questions for a 1:1 meeting

  1. Which upcoming renewal is at risk, and what signs do you see?
  2. Which clients have changed their goals or decision-makers?
  3. Which client promise might we miss, and whose help do you need?
  4. Where would an expansion genuinely help the client achieve a result?
  5. Which account generates revenue but loses profit through its service terms?
  6. Which payments are late, and what prevents agreement on a payment date?
  7. Which account lacks a next step, and why?
  8. Which negotiation would you like to review together before your next meeting?

Mistakes in hiring and managing

  1. Hiring solely for cold sales experience.
    Better: Ask candidates to explain a renewal, a complaint and existing account growth.
  2. Handing over accounts without promises and open issues documented.
    Better: Include contract dates, overdue balances and outstanding commitments in the handover.
  3. Paying bonuses only on revenue, ignoring discounts and client losses.
    Better: Agree renewal, profit and collection measures alongside revenue.
  4. Making the account manager personally fulfil every client request.
    Better: Assign delivery to support and project teams, with the account manager coordinating.
  5. Allocating equal numbers of clients to everyone.
    Better: Consider service complexity, revenue, renewal dates and risks across each portfolio.
HR in money

What a bad hire costs: Account manager

The same calculation as in PapaHR «HR in money»: the cost of hiring plus the salary for the months the new hire worked at half capacity.

One leaver
A year

In the first months a new hire delivers about half the result, so the company pays the other half of the salary for learning. In PapaHR the calculation uses your real leavers.

Questions and answers

What does an account manager do?

An account manager looks after existing clients, agrees plans, handles renewals and identifies growth opportunities. They coordinate problem resolution and monitor payments across their portfolio.

How does an account manager differ from a sales representative?

In this profile, sales wins the client and closes the first deal, while the account manager develops the ongoing relationship. Small businesses can combine these duties if they define priorities and account handover rules first.

How does account management differ from customer support?

Support handles specific requests, such as access issues or service faults. The account manager owns the overall relationship, understands client goals, discusses terms and coordinates future work.

Which KPIs should an account manager have?

Use target attainment for portfolio revenue, renewals, expansion, gross profit and collections. Track the account manager's own commitments too, and set targets around the inherited portfolio's condition and contract dates.

How many accounts can one account manager handle?

Capacity depends on service complexity, meeting frequency and the coordination required. Estimate time per typical account and upcoming renewals, then check actual response times and delivery of promises.

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