Podcast: Play in new window | Download | Embed

Subscribe: Apple Podcasts | Spotify | Amazon Music | Pandora | iHeartRadio | Email | RSS

In today’s economy, being the account manager who keeps clients happy and renewals steady simply isn’t enough. Every budget line item is under the microscope. Customers want proof of ROI, so you have to show measurable value while driving growth.

Reva Pellerin, the #1 enterprise account manager at Vidyard, puts it bluntly: “If you simply renew your book of business at 100%, that’s not your target. Your target is to grow the customer base.”

The best account managers aren’t just order-takers. They’re hunters—finding new opportunities, building pipeline, and actively selling within their own territory. They expand their influence before competitors slip in.

So, how do you trade in your passive approach for a hunter’s mindset? 

The Three-Step Hunter’s Playbook for Account Managers

Top account managers share one thing in common: they work their accounts daily. They’re intentional, consistent, and always looking for ways to help clients solve new problems. Here are three steps on how to adopt the same approach.

1. Prospect Your Own Accounts

Prospecting isn’t just for new business reps—your current accounts are the richest hunting grounds you have. You already have access and credibility; now you need to leverage them. Even a 30-minute weekly block can uncover new revenue.

• Map the organization: Use tools like LinkedIn Sales Navigator to map the client’s company beyond your primary contacts. Look for new hires, promotions, or departures. A new executive often means new initiatives and budgets, creating a prime opening for you. Set alerts so you’re the first to know.
• Search for adjacent pain points: Don’t just focus on the problems your solution already solves. Talk to your contact and ask them about what other departments are struggling with. A simple question like, “I’m curious, what’s the biggest challenge the operations team is facing this quarter?” can lead to an introduction to a new buyer and a new opportunity.
• Send targeted outreach: When you identify a new potential buyer, don’t cold call them. Send a personalized email referencing your existing relationship with their colleague and the value you’re already providing. 
  • For example: “Hi [New Contact Name], your colleague [Existing Contact Name] and I have been working together to help their team achieve [Specific Result]. I wanted to see if the challenges you’re facing in [Their Department] are similar, as we might be able to help.”

2. Master the Expansion Sale

Expansion sales aren’t about pushing more products—they’re about solving more of your customers’ problems. The best account managers think like consultants: they uncover needs, tailor solutions, and connect them to strategic objectives.

• Ask penetrating questions: Instead of asking, “Do you need more licenses?” try asking questions that reveal a need. For example:
  • “I know you’re focused on improving efficiency. Where are your biggest bottlenecks, and what’s the cost of those bottlenecks?”
  • “What’s the next big initiative you’re planning?”
  • “What are you under the most pressure to deliver this quarter?”
• Link to measurable outcomes. If your solution saves time, estimate the cost savings. If it improves output, quantify the gain. 
• Position the expansion as risk reduction. Many leaders will spend to avoid failure before they’ll spend to chase success. Show how the additional product or service reduces operational risk, customer churn, or missed revenue.
• Collaborate with your champions. Work with your existing advocates inside the account to co-create the expansion pitch. They know how decisions get made internally, and they can help you frame the opportunity in language that resonates with leadership.

3. Leverage Your Success for Referrals

Referrals are one of the most underused growth levers in account management. The key is asking at the right time—after you’ve delivered a clear, measurable win.

• Earn the right first. Advocacy follows impact. When you’ve helped your client hit a major milestone, save significant costs, or achieve a strategic goal, that’s your moment.
• Make it easy for them to say yes. Draft a short email or LinkedIn message they can forward. Give them a specific ask, like an introduction to someone in a similar role at another company.
  • Example: Hi [Peer’s Name], I thought you’d benefit from connecting with [Your Name]. They helped us achieve [Specific Result] and might be able to do something similar for you
• Offer value in return. If they introduce you to a peer, share insights, benchmarks, or make a connection they’ll value.
• Leverage public platforms. Encourage satisfied clients to share their success story on LinkedIn, in an industry forum, or in a peer review. These public endorsements carry significant weight with decision-makers you haven’t met yet.

Owning Your Pipeline as an Account Manager

To be a top-performing account manager, you must own your pipeline. This means you are responsible for filling it with new opportunities, not just waiting for them to appear. It’s a fundamental shift from service to sales.

By adopting the mindset of a hunter—prospecting within your accounts, actively seeking expansion sales, and leveraging your network for referrals—you’ll not only protect your current book of business, but you’ll also become an indispensable revenue driver for your company. 

Top account managers master every conversation. Download the free ACED Buyer Style Playbook to identify buyer styles fast and adapt your approach for maximum impact.