Increasing the GPM on 8 Projects with Account Management

Case by Temy and Olha Klok

GPM increase

35 → 46%

Upsell rate increase

12%

Clutch average referral rating

4.2 → 4.8

Company Type

Outsource/Outstaff

Company Size

101-200

Primary Markets

EU, USA, Israel, UK

Areas Covered

Account Management

Advisor

Olha Klok

Advising Duration

10 months

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  • Company Type

    Outsource/Outstaff

  • Company Size

    101-200

  • Primary Markets

    EU, USA, Israel, UK

  • Areas Covered

    Account Management

  • Advisor

    Olha Klok

  • Advising Duration

    10 months

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About

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Founded in 2013, Temy is a service-based company that relies heavily on a sales-centric growth model. The company expanded from 60 to 102 employees primarily through referrals and outbound sales. 
However, the company have faced challenges in meeting growth expectations and has struggled to increase margins on existing clients in recent years.

Challenge

1. Insufficient sales funnel with new clients

Due to external market factors, Temy had difficulty acquiring new clients, so they focused on maximizing opportunities within their existing client portfolio.

2. Low margin projects

The company struggled to identify growth opportunities and increase profitability on current projects, lacking a clear strategy to boost GPM.

3. Lack of in-depth client knowledge

Temy lacked detailed knowledge of their client’s current and future needs, which blocked the development of strategic growth plans.

4. Immature AM function

The AM team was primarily focused on administrative tasks like invoicing, with minimal client interaction or strategic focus.

Advising request

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Identify and leverage growth opportunities within the current client base

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Enhance account management practices to foster stronger client relationships 

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Align account management with related departments for a cohesive strategy

"We needed an expert who can help us enhance our AM function to bolster business development efforts in finding growth opportunities within our client portfolio."

Andrew Sheludenkov, Founder & CEO at Temy

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Why connect with Olha Klok

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Olha Klock was selected for her proven track record in enhancing AM functions for companies like Temy. She quickly identifies gaps and builds strategies that improve the entire business cycle, from pre-sales to delivery.

Here's a quick look at Olha's background:

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    16+ years of experience in pre-sales, account management, and business development
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    Has been driving Customer Success at ELEKS for 10 years
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    Successfully manages a portfolio of multi-million-dollar client accounts across various domains, including Pharma, HealthTech, and FinTech
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    Currently oversees EU accounts and has over 10 years of experience managing clients from North America, the UK, Asia, and the EU
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    Led the establishment of the Swiss business unit from scratch during the COVID-19 pandemic.

Advising Roadmap

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Achieving the Targets

Before starting the advising process, Olha Klok and Temy set up three targets to track the progress of the implemented changes.

Target 1: Identify and leverage growth opportunities within the current client base

After evaluating the "as is" state, Olha highlighted that Temy's team lacks information about their clients. To address this, Olha conducted research and identified the overlooked insights about Temy’s client base. This prioritized the need to train the team to conduct in-depth research and learn more about the client.

When all insights about key clients were collected, Olha helped the AM team identify upsell opportunities for Temy.

One such insight was the rate increase on some of the projects. To handle it successfully, Olha conducted a series of workshops on preparing, addressing, and communicating the rate increase to clients.

Overall, the team identified growth opportunities across eight projects. It allowed Temy to increase GPM from X to Y on each project.

Target 2: Enhance account management practices for ongoing projects

Existing Sales-AM team composition and AM rituals required team optimization and process enhancement. Olha introduced the AM role responsibilities and how the AM function should work at a Temy’s scale and with their type of clients. The approved concept became the basis for further function and process transformations.

The changes maintained efficiency at the same level and allowed the team to focus on more strategic and revenue-generating tasks.

Such tasks included measuring CSAT and NPS, building ADPs, and conducting client QBRs. These became the foundation for fostering stronger client partnerships.

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Target 3: Align account management with related departments

AM-Sales

Olha introduced the best practices for setting sales targets, forecasting revenue from new clients and existing portfolios, and prioritizing the activity backlog.

Olha also reviewed and proposed improvements for the pre-sale stage, including who participates, engagement models, proposals, and agreements (acceptance process, dependencies, assumptions, risks, commitments, etc.).

Additionally, Olha made an improved version of the proposal for a lead. The updated proposal helped to win the deal and highlighted the need to enhance the design function of the company.

The updated proposal design highlighted the need for a stronger design function within the company. Temy then requested an advisor who assessed the design team, helped build a design competency matrix, and then helped hire stronger designers.

AM-Delivery

Olha shared best practices for how delivery should participate, plan, and execute the opportunities.
Thanks to Olha’s advice, Temy added a project coordinator role responsible for project delivery on individual projects. This helped the team better meet the client's expectations and stay on track with deadlines and requirements.
Additionally, Olha provided a claims management framework for prioritizing, resolving, and communicating with clients using claim resolution as an extra business opportunity.

Extra Target 4: Service Offering Improvement 

Studying Temy’s client base and receiving frequent feedback enabled the team to diversify their services, shifting from selling hours to providing value-added expertise. The updated service offerings were used for upsells, including at QBRs.

Olha held workshops on conducting effective QBRs, ensuring the team could deliver impactful, upsell-driven meetings. She shared templates, described common scenarios, and discussed the responsibilities of each role in the process.


What's Next?

By implementing Olha’s strategies, Temy is now ready to continue leveraging its AM function for future growth while building and maintaining strong, long-lasting client partnerships.

Outcomes & Business Impact

  • 1

    Increased GPM of 8 current projects from 35 to 46% with the help of a newly established AM function

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    Achieved an 12% upsell rate increase

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    Achieved a 10% revenue increase in quarterly revenue compared to the previous period

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    Became able to set upselling targets and forecast revenue from business development

Additional outcomes

  • 5

    Introduced a new role - project coordinator for team augmentation

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    Developed a bonus program for the team

  • 7

    Improved average referral rating on Clutch from 4.2 to 4.8

Testimonials

“Olha’s expertise transformed our AM function and improved our overall processes. In just 6 months, we increased GPM on 8 of our projects.”

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Andrew Sheludenkov

Founder and CEO at Temy

“We had a great experience working with Olha. She has completely changed the way we approach account management, allowing us to offer additional services and increase rates for our current clients."

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Tetiana Boyko

Account Managet at Temy

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