Account Management & Client Success
Managing an account well isn't about being in every meeting. It's about making sure the right things get done, the right people stay informed, and nothing falls apart between the kickoff call and the final delivery. That's the work I've done across a global marketing agency, a B2B SaaS company, and a research university, different industries, same fundamentals.
Enterprise Accounts at a Global Agency
At Jellyfish, a global marketing agency, I owned the day-to-day execution of multi-month engagements for some of the world's most recognizable brands.
That meant scope management, budget forecasting, change orders, weekly reporting, and keeping cross-functional teams aligned across the US, EMEA, and Brazil.
Clients included: L'Oréal (Hair.com, IT Cosmetics, CeraVe) · Salesforce · Home Depot · Sonos · MSC
Project range: $100K content and social campaigns up to a $2M platform implementation.
The work required being deeply organized internally and calm externally, especially when scope shifted, budgets tightened, or stakeholder expectations needed resetting mid-project.
The Salesforce Asana Migration
This was the most technically complex engagement I've worked on. As one of four PMs on a $2M project, I led the migration of Salesforce's AMER team off spreadsheets and onto a custom Asana ticketing system for Google Analytics, Campaign Manager 360, and Display Manager 360 support.
My piece was designing the workflows, configuring the Asana instance, training client teams, and keeping the scope tight as the project evolved. The result was a 30% efficiency gain for Salesforce's AMER team , measured, documented, and delivered on time.
It's the kind of project where the PM either holds everything together or becomes the reason it falls apart. I've always found that tension clarifying.
Stepping Up at Charity Engine
At Charity Engine, a B2B SaaS CRM platform for nonprofits ,I managed demand generation and worked closely with the sales team to align marketing with pipeline goals.
When the demand gen director left unexpectedly, I stepped up to run the team of three for three months while keeping all programs running.
That period required managing up, managing sideways, and managing the work simultaneously, reporting to leadership, coordinating with sales, and making sure nothing slipped while the organization figured out what came next.
MQLs grew 20% and SQLs grew 50% during my time there.
Employer Partnerships at Johns Hopkins
At JHU the account management function is less formal but equally real. I manage the full partnership lifecycle for 62+ employer accounts , initial outreach, discovery calls, qualification, school handoff, outcome tracking, and re-engagement.
The accounts range from early-stage startups to global institutions including Meta, Goldman Sachs, BCG, and UNICEF.
The difference from traditional account management is that there's no contract and no invoice. The currency is trust and relevance , which means the relationship work has to be actually good, not just professionally adequate.
What I Bring to Account Work
I'm comfortable owning the relationship end-to-end.
Discovery
I understand that account management exists to protect and grow revenue. Whether that's maintaining >65% ROI on paid media campaigns or identifying re-engagement opportunities in a university partnership, I keep that context in view.
Delivery Ownership
I track the details so clients don't have to. Budgets, timelines, scope changes, and risks get flagged early, not after they've become problems.
Stakeholder Communication
I've worked with C-suite executives and entry-level coordinators in the same week and adjusted accordingly. The goal is always the same: the right information, in the right format, at the right time.
By the Numbers
Tools
Asana · Jira · Monday.com · Teamwork · MS Project · Salesforce · HubSpot · MS Dynamics 365 · Power BI · Tableau · FinancialForce · Google Marketing Platform · GA4 · Microsoft 365