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.

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:

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.

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.

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.