velFall2025

VOLUME 27

S T R AT E G I C

ACCOUN T

M A NAGEM EN T

Issue 3 2025

A S S O C I AT I O N

FEATURES 15 Beyond the Numbers: How three global life-

39 From Vision to Impact: How UL Solutions

science companies are hiring, developing, and retaining world-class SAM talent

built a world-class account management program in under five years 43 The SAM Leader’s Playbook: Competencies

19 A Blueprint for Excellence: How strategic

that drive strategic account success

account management thrives at TÜV SÜD

47 Learning How to Listen Louder

25 Disrupting to Transform: How Wajax

collaborated with SAMA to evolve a legacy business model

DEPARTMENTS

33 The Hidden Costs of Disconnected Teams:

How GTM misalignment harms revenue and customer experience

9 Quick Takes 12 Data Watch

VE L O C I T Y ® A PUBLICATION OF THE STR ATEGIC ACCOUNT MANAGEMENT ASSOCIATION

Publisher: Gordon Galzerano Editor-in-Chief: Nic Halverson Editor: Harvey Dunham Creative Director: Aimee Waddell Advertising: Ashley Davis

Vol . 27

I ssue 3 2025

The Strategic Account Management Association is a global knowledge-sharing and networking organization devoted to developing, promoting, and advancing strategic customer-supplier value, collaboration, and learning.

Management Association (SAMA). The SAMA® logo is a registered trademark of the Strategic Account Management Association.

Changes of address, suggested articles, and requests for extra copies of this publication should be directed to:

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No part of this publication may be reproduced or transmitted in any form or by any means without written permission.

Copyright © 2025 by the Strategic Account

For membership information or to join SAMA, contact Lisa Maggiore at 312-2513131 x141 or maggiore@strategicaccounts. org.

SAMA #389 Chicago, IL 60656 Tel: 312-251-3131 • Fax: 312-251-3132 www.strategicaccounts.org

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SAMA CORPORATE MEMBERS ABM Industries Inc. Advanced Industrial Devices Agilent Technologies Inc. Air Liquide Airbus Defence and Space Alnylam Pharmaceuticals Amgen Canada Arcadis Consulting UK Ltd Astellas Pharma Inc. AVI-SPL Axis Communications AB Bellevue University

Honeywell Building Automation Hovione Hyatt IDEXX Laboratories, Inc. John Deere Johnson & Johnson Liberty Mutual Lilly USA, LLC. LP Building Solutions Lubrizol Merck/MSD

bioMérieux

New York Power Authority Inc.

Black & Veatch

Novo Nordisk Inc.

Blue Cross Blue Shield of North Dakota

O-I

Boehringer Ingelheim Carlisle Construction Materials

Owens Corning Pfizer, Inc. Philips

CAS

Premier Inc.

Ceva Santé Animale

Pure Storage

CH Robinson

Saint-Gobain

ChemTreat

Sanofi Inc.

Cisco Systems, Inc.

Siemens

CPC Worldwide

Solecta, Inc.

DHL

Solenis LLC

Diversified

Sonoco

Donaldson Company, Inc.

Southworth Products Corporation

Eisai, Inc. Elanco Animal Health Empire Life Endress + Hauser

Renae Leary Chief Commercial Officer – Americas Ansell

Steve Andersen President and Founder PMI Dino Bertani Vice President of Alliance Management Zealand Pharma

Christine Marsh Senior Vice President Boehringer Ingelheim

Noel Capon R.C. Kopf Professor of International Marketing Columbia Business School

Shawn Parker Executive Director, Strategic Account Management & Corporate Group Sales Hilton

Jim Ford Operating Partner True North Venture Partners Chairman of the SAMA Board

Namita Powers Principal ZS Associates

Eric Gantier President, Global Engineering, Manufacturing & Energy DHL Customer Solutions and Innovation (CSI)

*Dominique Côté CEO and Founder Cosawi

Mary V. Ruiz CEO & Co-Founder MHAYA.ai Jennifer Stanley Partner McKinsey & Company Sara Theis Key Account Manager, Composites Nonwovens Owens Corning Max Walker Principal The Summit Group Brad Weintraub Senior Vice President, Global Strategic Accounts Program AVI SPL

Dr. Hajo Rapp, Ph.D. SVP and Global Head of Cybersecurity Sales TÜV SÜD AG

*Ron Davis Retired - Executive Vice President, Head of Customer Management Zurich Insurance Group

*Rosemary Heneghan Retired - Director, International Sales & Operations, Worldwide IBM

*Distinguished Board Advisors (lifetime contributors; non-voting members)

Terumo Europe N.V. Thales The Sherwin-Williams Company

Expeditors International

TreviPay

Formerra

TÜV SÜD

GE HealthCare

UL Solutions

Genmab US, Inc.

Vallourec

Hays

Veolia WTS USA Inc.

Hilton Worldwide

Wajax Limited

Ve l o c i t y ®

Denise Juliano Group Vice President, Life Sciences Premier Inc.

Dr. Michael Ahearne Professor of Marketing and C.T. Bauer Chair, Bauer College of Business, EMEA University of Houston

supplyFORCE

Exact Sciences

4

SAMA BOARD OF DIRECTORS

SPECIAL THANKS TO SAMA’S PROVIDERS

Vol . 27

I ssue 3 2025

NEW IN 2025:

V ELOCIT Y® A PUBLICATION OF THE STRATEGIC ACCOUNT MANAGEMENT ASSOCIATION

Publisher: Gordon Galzerano Editor-in-Chief: Nic Halverson Editor: Harvey Dunham Creative Director: Aimee Waddell

SAMA 2025 EVENTS SAMA Academy Online Offered year-round

Advertising: Ashley Davis

SAMA Staff Executive President & CEO: Gordon Galzerano Finance/Operations/Meetings Director of Finance, Meetings and Operations: Fran Schwartz Operations and Meetings Manager: Tracy Cundari Finance Manager: Christina Ponstein Creative Director: Aimee Waddell Salesforce Administrator/IT Manager: Erin Pallesen

2025 SAMA Pan-European Conference 22-23 October | Paris, France

Customer Success Director, Customer Success & Business Development: Lisa Maggiore Senior Manager, Customer Success: Michael Johnson Customer Success Manager: Chris Cain Customer Success Manager: Michelle Ward

SAVE THE DATE

Customer Success Manager: Brad Maloney Knowledge, Certification & Training Director, Knowledge, Certification & Training: Libby Souder Assistant Director, Knowledge & Training: David Schweizer Assistant Director, Certification & Training: Stephanie Fahey Knowledge, Training & Certification Coordinator: Steven Allen Research Research Manager & Customer Experience: Joel Schaafsma Research Services Manager: Christine Army Strategy, Marketing & Communications Managing Director, Strategy: Harvey Dunham

2026 SAMA Annual Conference May 18-20 Phoenix, Arizona Arizona Biltmore Hotel

Fractional CMO: Jodi Swartz Editor-in-Chief: Nic Halverson Marketing Manager & Sponsorship: Ashley Davis

Join the conversation with SAMA on LinkedIn at www.linkedin.com/company/strategic-account-management-association.

For more information, visit https://strategicaccounts.org/en/events.

Follow SAMA on X at www.twitter.com/samatweet.

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EDITOR’S CORNER

Nic Halverson

fascinating use case of what good looks like, Dubé makes an

Editor-in-Chief Strategic Account Management Association (SAMA)

lent examples of co-creation.

airtight case for building a SAM program and provides excelOn the flip side, Bill Dwoinen, Chief Revenue Officer at Mural, outlines “The Hidden Costs of Disconnected Teams”

The relationship between theory and execution in the world

and the consequences of go-to-market (GTM) teams falling

of strategic account management (SAM) often reminds me of

out of sync. Drawing on Mural’s “GTM Alignment Gap”

the two influential years I lived central Missouri, the “Show-

research, Dwoinen breaks down the true impact of this rift

Me State.” I ran with a colorful crew that truly spanned

and explores actionable strategies to bridge it.

the socioeconomic gamut, from tenured college professors and civil rights lawyers to ragtag musicians and salty dirt car racers. Highbrow or lowbrow, these folks all possessed a quintessential Missouri trait: pragmatic skepticism that demanded proof.

Any organization struggling with discord and division would be wise to imitate UL Solutions, 2025 SAMA Excellence Award winner for Outstanding Young Program of the Year. In their article “From Vision to Impact,” you’ll see how aligned they are in building a world-class SAM program

Legend has it that Missouri got its nickname from U.S.

where “metrics weren’t just numbers; they served as proof

Congressman Willard Duncan Vandiver, who said in an 1899

that the program was effective, confirming the value of the

speech, “Frothy eloquence neither convinces nor satisfies me.

investment in its people, processes, and technology.”

I am from Missouri. You have got to show me.”

It's fall, which means football season. Lots of X’s and O’s

Although my Missouri stint was short, I like to think that

being drawn up for a game plan on the final push. Same goes

I absorbed enough of that “show-me” swagger to adopt its

for the SAM community, as we head into Q4. Thankfully,

authority and apply it to my own better judgment. In that

SAM veteran Shakeel Bharmal, Senior Vice President and

tradition, this issue of Velocity is ingrained with a “show-me”

Head of Leadership Coaching at The Summit Group, is on

spirit that demonstrates excellence in SAM and proves its

our sideline, and he’s equipped with “The SAM Leader’s

value, starting with Zealand Pharma’s Dino Bertani, who

Playbook: Competencies that drive strategic account success.”

goes “Beyond the Numbers” and behind the scenes of a 2025

He even reveals a new competency framework for SAM lead-

SAMA Annual Conference session to consult life-science

ers to “remove barriers, guide effective behaviors, and drive

leaders on why “today’s CFOs want to see hard evidence that

outcomes.”

people development pays back.”

Whether it’s the evidence-driven mindset of the “Show-Me

In “A Blueprint for Excellence,” senior leaders from TÜV

State,” gridiron strategies, or playbooks for SAM leaders, all

SÜD, 2025 SAMA Excellence Award winner for Outstanding

require the fundamental target of going deep(er). To close out

Mature Program of the Year, show why their “strategic and

this issue, that’s the exact route Keshini Masani (Principal &

key accounts have achieved a compound annual growth rate

Mindset Coach) and Janti Masani (CEO & Founder) of CXO

significantly above organic company growth.” No frothy elo-

IMPACT have designed for the line of scrimmage. Their

quence here. Just cold, hard proof that SAM drives growth.

article “Learning How to Listen Louder” drops back in the

Next, in “Disrupting to Transform,” André Dubé, Senior Vice President of Sales and Operations at Wajax, details how his company collaborated with SAMA to evolve their legacy business model and achieve breakthrough success. In this

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pocket to outfit you with a “deeper understanding of customer needs and wants” by presenting insights on how active listening “can turn a businessperson who is a good listener into a great listener.” n

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RECENTERING SAM AS A STRATEGIC PRIORITY

Namita Powers, Principal at ZS Associates, recently shined a light on some hard truths about key account management (KAM) in the pharmaceutical industry. Citing new ZS research, she pointed out that “despite years of investment and progress, most KAM programs are underperforming — not because the model is flawed, but because expectations are misaligned.”

Powers added: “Nearly 70% of KAM programs are at risk of being deprioritized or sidelined. Executive leaders often view KAM through a sales lens, expecting short-term returns from a long-term model. KAM leaders are spending more time proving impact internally than generating impact externally. The metrics that matter — those that reflect mutual value — are often not tracked at all.”

Despite that rather gloomy prognosis, this statement really stood out: It’s not because the model is flawed, but because expectations are misaligned. Amen! Carve it in stone.

For organizations that are in sync and have “well-aligned, designed, and executed KAM strategies,” the forecast is a bit brighter. Powers noted that these KAM programs experience “50%+ faster growth in KAM-covered accounts, 2x increase in the number of clinical trials for a new medical/commercial

signs and hung on the wall of every organization building a KAM program: Programmatic investment. Effective KAM requires more than a capable individual. It demands a coordinated, enterprise-wide program. Start by evaluating the full landscape of your key account initiatives, then commit to a roadmap that ensures consistent long-term development.

program, [and] 3x growth rate after key partnership projects,

Strategic intent. Anchor KAM efforts in broader

[plus] clear preference signals from customers and stronger

brand and business priorities to avoid drift or discon-

launch performance.”

nect. Build deliberate bridges between commercial

This just goes to show that when expectations are aligned — when the silos are broken down and there’s harmony

and medical teams to create unified, forward-leaning customer engagement.

between departments — good things happen. Fortunately,

HQ infrastructure. Invest in the backbone that

these positive outcomes (and more) are well documented

supports scalable KAM — from B2B marketing

in “Transformative Healthcare Partnerships: Key account

engines to cross-functional solution delivery. Legal

management in action,” a new batch of ZS research that

and compliance shouldn’t be an afterthought. Embed

includes four distinct case studies — including both new and

them early in the center of excellence and include

established KAM programs — that demonstrate the positive

them in KAM conferences to deepen alignment.

returns on investing in KAM.

Executive engagement. Your executive team can

Powers coauthored the research with Alex Simon, Principal

be your biggest KAM accelerator — or obstacle.

at ZS, and Amelia Summerell, Manager at ZS. Together, they

Equip leaders with clarity on which metrics matter

extracted four key takeaways that should be made into neon

and when to expect results so they champion the

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QUICK TAKES

journey instead of questioning the destination.

One case study highlighted a small pharmaceutical company, focused on rare diseases, that launched a KAM program to address the complex product and patient journey. Their goal was to build strategic partnerships that “improve patient access, optimize care pathways, and drive sustainable growth.” To enhance internal coordination and establish a more customer-centric approach, the company created a customer engagement process and implemented account-planning tools. They also “established KAM performance metrics based on leading and lagging indicators and VOC feedback” which was “visualized through key performance indicator scorecards.”

And the results? They speak for themselves: • 50% faster growth achieved by target KAM compared to large non-KAM over two years • 60% growth for a new rare disease product in KAM, compared to 30% in non-KAM 1.5 years post launch • 26% quarterly growth in high-engagement accounts compared to 19% in other accounts during 2023 • 50% selected the client as preferred manufacturer, ahead of the next competitor at 30% Value is proven through outcomes — period. While this applies to almost all areas of life, it’s especially true these days for organizations that are building or have established SAM/KAM programs. With the marketplace in flux and geopolitical headwinds threatening to keep it that way for the foreseeable future, SAM/KAM programs are under constant scrutiny. But if the outcomes validate the investment, and buy-in is a universal mindset, lift-off is achievable.

“We believe KAM is an organizationwide business strategy, not just a role,” the ZS authors wrote.

“Demonstrating and communicating the impact of KAM is essential for sustained investment and focus from executive leaders.” n

10

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Master the skills to build strategic relationships with your most important accounts From deep account analysis to tailored solutions, transform relationships into lasting partnerships.

SAM Success - Your path to strategic excellence.

mercuri.net

SAM Success - Strategize Implement Achieve

DATA WATCH

MIND THE GAP As the graphs on the next page show, 33% of decision-makers say co-creating a go-to-market (GTM) strategy with other teams — sales, marketing, and R&D — would improve alignment. However, only 17% of non-decision-makers agree. This nearly 2:1 disparity, from Mural’s recent study, The GTM Alignment Gap: Why Teams Fall Out of Sync and What to Do About It, is a revealing split and a warning signal. If senior leadership see joint planning as a solution and frontliners don’t think it helps — or worse, they don’t feel invited — the disconnect isn’t just at the strategic level. It might be cultural.

This highlights a hidden discord, not about alignment itself, but how it’s built. As the study states, “these disconnects aren't just minor friction points; they can lead to significant financial losses, stalled growth, and a fragmented, frustrating customer experience.”

Fortunately, the article “The Hidden Costs of Disconnected Teams” (on page 33) dives deeper into Mural’s study to unpack the consequences of the GTM alignment gap and, more importantly, shares practical strategies on how to close the gap.

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What would help you better align with your go-to-market teams?

CO-CREATING OUR GO-TO-MARKET STRATEGY & MOTIONS TOGETHER WITH OTHER TEAMS.

Co-creating our go-to-market strategy & motions together with other teams

25%

17%

33%

Total

Non-Decision-

Decision-Maker

Maker our go-to-market 25% 17% 33% otions together ams Total Decision-Maker Non-DecisionUNDERSTANDING KEY MOMENTS TO Co-creating Maker our go-to-market 25% 17% 33% COLLABORATE WITH MY&GO-TO-MARKET strategy motions together TEAMS. with other teams g our go-to-market Non-Decision- Decision-Maker Understanding key 25% 17%moments 33% 30% Total46% Maker 26% 30% motions together to collaborate with my teams Total Decision-Maker Non-Decisiongo-to-market teams Total R&D Sales Marketing Maker ng key moments 30% 46% 26% 30% e with my teams Total R&D Sales Marketing Understanding key moments 30% 46% 26% 30% to collaborate with my go-to-market ding key moments Total R&D Sales Marketing Creating a 46% process teams 30% 26% 30% 29% 18% 35% CREATING A PROCESS TO COLLABORATE CROSSrate with my to collaborate ket teams FUNCTIONALLY. Total R&D Sales Marketing cross-functionally Total Europe U.S. ocess 29% 18% 35% e nally Total Europe U.S. Creating a process 29% 18% 35% to collaborate cross-functionally Having a central18% system process 31% Total 21% Europe 36% U.S. 29% 35% for cross-collaboration rate ctionally Total Europe U.S. Total Europe U.S. tral system 31% 21% FOR CROSS-COLLABORATION. 36% HAVING A CENTRAL SYSTEM aboration Total

central system collaboration

U.S. HavingEurope a central system for cross-collaboration

31%

21%

36%

31%

21%

36%

Total

Europe

U.S.

Total

Europe

U.S. Source: mural.co/blog/gtm-alignment-gap-research-study

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BEYOND THE NUMBERS How three global life-science companies are hiring, developing, and retaining world-class SAM talent

By Dino Bertani Vice President of Alliance Management Zealand Pharma

When delegates gathered to attend the fully packed Session #215 — Hiring, Developing, and Retaining SAM Talent — at the 2025 SAMA Annual Conference in Orlando, Florida, two questions loomed large: 1. Are we investing wisely in strategic account management (SAM) capability?

2. How do we keep the people who actually deliver that capability?

To unpack those questions, I invited four colleagues who, between them, oversee the learning agendas of tens of thousands of customer-facing employees: • Mandie Kaminski — Director of Account Management Learning Excellence at Johnson & Johnson Innovative Medicines • Varetta Manlove — Associate Director of Market Access & Customer Engagement Training at Eisai Inc. • Malaea Seleski — Director of Marketplace & Account Management Training at Boehringer Ingelheim, USA • Hemant Shetty — Global Lead of SAM Capability at Boehringer Ingelheim, Germany For over 75 minutes the panel delivered a master class on the three pillars of SAM talent strategy: proving the return on training, defining the modern SAM skill set, and building career paths that convince high performers to stay. What follows is a consolidated narrative of that discussion, enriched with live-poll data and audience Q&A.

Proving the ROI of SAM training — beyond pure dollars All four panelists acknowledged that today’s CFOs want to see hard evidence that people development pays back. Yet, as Malaea Seleski reminded us, “Legal literally told me: ‘Don’t talk about money.’ We had to find other lenses first.”

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Those “other lenses” formed a three-layer ROI chain that resonated strongly with the audience:

“If collaboration is rising, we know training is sticking,” she noted.

1. Behavior changes in the SAM — Are account managers using new tools, new language, and new planning disciplines? How do KAMs display newly learned skills?

The modern SAM skill set: Hard skills, soft accelerators

2. Behavior changes in the customer — Has access wid-

A live poll of session attendees revealed a striking gap:

ened? Are more senior stakeholders engaging? Has the

46% cited strategic thinking as the hardest competency

customer’s buying process

to find, followed by financial

accelerated? How do cus-

acumen at 27%. Relationship

tomers respond to KAMs

skills scored lower, perhaps

and the company?

because

SAM

pro-

3. C ommercial lift — Only

grams long ago mastered the

after the first two layers are

mechanics of call preparation

visible does it make sense to

and rapport building.

look at market share, rev-

Kaminski argued against

enue, or margin.

treating “hard” and “soft”

Hemant Shetty, speaking

skills

from a global perch, offered a “In one country we surveyed customers before and six months after a capability sprint,” he said. “We asked: ‘How has our brand relevance

as

separate

tracks:

“Empathy and active listen-

practical illustration.

ing are force multipliers for

46% cited strategic thinking as the hardest competency to find, followed by financial acumen at 27%.

communication approach?’ That single indicator became a credible bridge to the sales numbers finance cares about.”

Shetty added: “We included specific behaviors in the KAM coaching module and compared the scores against baseline. Change in customer behavior was assessed through surveys, feedback, and market research results.”

At Johnson & Johnson, Mandie Kaminski institutionalized the link between learning and corporate imperatives.

Each North American franchise is asked — before any

financial modeling or market analytics. We design every curriculum to advance both lanes in parallel.”

Manlove distilled three “non-

changed because of our new

negotiables” for today’s SAM: 1. Crystal-clear communication, inside and outside the enterprise.

2. Relationship breadth and depth — knowing how to map an ecosystem, not just a contact list.

3. Creative problem-solving, because “once you’ve seen one account, you’ve seen exactly one account.”

Boehringer Ingelheim has formalized the portfolio of skills into a global model of eight competencies that include

course experience is developed and executed — to declare

distinctions such as business strategist and trusted part-

and align training to the key strategic business imperatives

ner, for example. Every country picks two competencies to

that will accelerate portfolio growth, launch excellence, or

emphasize each year, while individuals may add a personal

drive competitive differentiation.

stretch goal.

“The conversation immediately shifts from training as an

“You can’t improve eight things at once,” Shetty cau-

expense to training being leveraged and seen as an integral

tioned. “But you can make real progress on two in a year.”

catalyst of corporate growth and strategy,” she said.

16

most

Financial acumen has become an acute priority. All

Varetta Manlove offered a reminder that ROI is important.

three companies pair short, scenario-based e-modules with

Her team at Eisai started conducting training evaluations to

“mini-MBA” labs in which SAMs must defend a customer

obtain insights and receive metrics that help to understand

business case in front of finance or market access leaders.

where to pivot in the training to see the effects on ROI.

The payoff, Seleski noted, is faster internal decision-making.

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“Our account managers have learned to separate attrac-

even hiring or retention. The implication is clear: without a

tive opportunities from distractions before they reach con-

compelling value story, funding for development shrinks,

tracting,” she said. “Everyone’s cycle time improves.”

hiring stalls, and career prospects fade — setting up a vicious talent cycle.

Keeping your unicorns: Retention as a design problem The conversation then pivoted to talent retention — an

Five moves to consider before next year’s budget cycle

area where even sophisticated programs admit vulnerabil-

1. P ublish a three-layer scorecard. Track behavior, cus-

ity. Seleski’s term for a fully rounded SAM is “the unicorn,”

tomer response, and commercial lift — then socialize the

and unicorns, once trained, are highly poachable.

dashboard with finance.

Boehringer Ingelheim addressed the issue head-on by

2. Run a skill-gap pulse survey. Use the conference poll

launching the New Account Leadership Development

categories to let SAMs rank their own needs; design FY26

Program (NALDP) — a one-year, nomination-based jour-

learning sprints accordingly.

ney that pairs each emerging SAM with a senior mentor.

3.

L aunch a mentored talent pool. Ten high-potential

Coursework covers influence without authority, pyramid

SAMs, twelve months, explicit promotion targets: mini-

thinking, and the “ambiguity comfort” that strategic roles

mal cost, outsized engagement.

demand. The results speak for themselves: over 40% of graduates secure broader leadership roles within two years.

Promotion is a retention strategy in its own right. Audience member Ryan Martin, Associate Director of Employee Experience, Learning & Development, Curriculum Design & Delivery at Novo Nordisk, noted that when SAM alumni move into franchise or finance roles, organizational respect for the discipline rises.

“It’s contagious,” he said. “The moment a former SAM is running marketing, cross-functional alignment improves overnight.”

Certification can also lock in loyalty. Boehringer Ingelheim now positions SAMA’s CSAM credential as the global standard. Because the journey to certification spans 18-24 months, participants are unlikely to exit mid-flight — and the badge itself signals employability across the industry.

Finally, culture matters. Many senior leaders were raised in a “reach-and-frequency” world of daily sales calls and immediate revenue feedback. Seleski spends considerable time “educating upwards,” showing executives that SAM value often accrues over quarters, not weeks.

4. Translate global competencies locally. Ask each SAM and line manager to pick two focus skills and revisit progress at mid-year.

5. Make financial acumen a license to operate. Require a micro-credential before SAMs submit proposals above a certain deal size.

Conclusion Strategic account managers inhabit the critical seam between enterprise and customer. Train them poorly and they become an expensive cadre of super-reps. Train and coach them well and they turn into architects of growth, margin, and long-term relevance.

The SAMA session panel agreed on one fundamental truth: excellence in SAM talent is less about programs than about systems — systems that link learning to strategy, that balance hard analytics with human insight, and that show ambitious professionals a future brighter inside the firm than outside.

In short, if you want to win the SAM talent war, look beyond the numbers — then measure the things that really count.

n

“If leaders expect a hockey stick in month one, we’ll lose patience — and people,” she warned.

Dino Bertani is Vice President of Alliance Management at

What the audience said In a closing poll, half the room ranked measuring and demonstrating ROI as their number one pain point, trumping Vol . 27

I ssue 3 2025

Zealand Pharma. Additionally, Dino serves on SAMA’s Executive Committee and is a member of SAMA’s Board of Directors. Connect with him on LinkedIn at linkedin.com/in/dinobertani. For further resources on SAM capability building, visit strategicaccounts.org.

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Working alongside you to co-create unique business value.

Summitvalue.com

SAMA

Excellence IN S TRATEGIC A CCOUNT M ANAGEMENT

A BLUEPRINT FOR EXCELLENCE How strategic account management thrives at TÜV SÜD

By Hajo Rapp, Ph.D. SVP and Global Head of Cybersecurity Sales TÜV SÜD

and Ricarda Franke Senior Manager of Sales Excellence & KAM TÜV SÜD

TÜV SÜD company background and customers TÜV SÜD is a globally recognized provider of testing, inspection, and certification (TIC) services, with a legacy rooted in safety, quality, and sustainability. TÜV SÜD has been constantly growing over the last years and achieved revenues reaching € 3.4 billion with approximately 30,000 employees globally in 2024. Headquartered in Germany, TÜV SÜD has expanded its footprint across more than 1,000 locations worldwide, serving clients in a wide range of industries including automotive, manufacturing, energy, healthcare, and infrastructure.

In all our customer interactions, our mission is to inspire trust by delivering impartial and reliable services in a market which is characterized by its complexity and the need for deep technical expertise. Our customers range from multinational corporations to small and medium-sized enterprises, all of whom ask for our services for protecting people, environment, and infrastructure by enhancing quality, managing risks, and ensuring compliance with regulatory requirements. Our core services include laboratory testing, on-site inspections, and training. In this context, strategic account management (SAM) plays a pivotal role in fostering long-term partnerships and delivering tailored solutions that address the unique needs of each client.

SAM program setup and organizational structure We launched our SAM program in 2012 with the aim of strengthening relationships with key accounts and driving sustainable growth. Initially focused on 11 strategic accounts in core industries, the program has since expanded to include approximately 70 strategic accounts and an additional 250 key accounts, collectively representing more than 18% of the company’s total revenue.

Our program is structured around a dual-layered approach: strategic account management (SAM) and key account management (KAM). Strategic account managers and key account managers typically operate on a part-time basis, managing multiple accounts and aligning with the regions where the accounts are headquartered. The program is governed by a centralized SAM Excellence Support Team (Program Office) within the global sales department, which provides training, tools, and governance to ensure consistency and effectiveness across the organization. It also coaches the program heads of the second-layer account management programs. Further, it ensures

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SAM coaching and program development based on a global support structure VP Germany • Coaching SAM and RAM • Managing own account(s)

VP Americas • Coaching SAM and RAM • Managing own account(s)

VP Europe

• Coaching SAM and RAM • Managing own account(s)

VP North Asia • Coaching SAM and RAM • Managing own account(s) VP ASMEA • Coaching SAM and RAM • Managing own account(s)

SAM Excellence Support Team (Program Office) Account Selection, Recognition & KPIs, SAM Methods & Tools, Trainings, Industry Segment Coordination, Stakeholder Mgmt. & Communication

Graphic: Global setup of TÜV SÜD’s SAM Excellence Support Team

top management support and buy-in via a common agenda

actively with support from the program office, TÜV SÜD

— on the C-level, in divisional management and regional

strengthens collaboration across account levels and ensures

management, as well as middle management in the HQ,

a close view on industry developments and trends.

and across all units. Additionally, representatives from top management serve as executive sponsors for each of the strategic account managers.

Evolution of the SAM program Since its inception, our SAM program has undergone significant evolution. In 2017, TÜV SÜD introduced Account Management 2.0, a comprehensive framework designed to enhance global coordination and customer engagement.

This included the creation of the One TÜV SÜD Strategic Account System, which standardized roles and responsibilities across regions and introduced a globally consistent support structure. We extended the program with a second layer of account management a few years ago, which now also allows a tailored approach to engaging smaller key clients by focusing on unlocking additional value through closer collaboration and strategic alignment.

20

TÜV SÜD customer industry communities in cooperation with account management The program office has been driving forward various key initiatives. They include the development of tailored training programs, a structured incentive system, and customer-centric reporting tools. These tools provided greater transparency and enabled account managers to identify white spots and growth opportunities. The program office also embraced digital transformation by integrating CRM systems, AI-driven tools like MS 365 Copilot, and advanced sales intelligence platforms.

Success factors and business results Our SAM program has delivered impressive business results. Over the past five years, strategic and key accounts

Via our SAM Excellence Program Office, we fostered the

have achieved a compound annual growth rate significantly

formation of customer industry communities, which provide

above organic company growth. Revenue from accounts

a platform for experience-sharing, knowledge exchange,

outside Germany has more than doubled, reflecting the

and positioning efforts. By moderating these communities

program’s success in driving internationalization.

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Strategic and key accounts are distributed across the TÜV SÜD core markets and regions Chemical & Process

Infrastructure & Rail

Consumer Products & Retail

Manufacturing

Energy

Mobility & Automotive

Healthcare & Medical Devices

Real Estate

Graphic: Global setup of TÜV SÜD’s SAM Excellence Support Team SAMA Excellence Award - Outstanding Mature SAM Program of the year - TÜV Süd

The key performance indicators (KPIs) we use to measure

(e.g., via surveys) and incorporated into the development of

success include revenue growth, share of wallet, customer

TÜV SÜD’s overall business strategy for the next year, as

retention, cross-unit collaboration, and strategic posi-

well as the SAM strategy and KPI setting.

tioning. These KPIs are tracked at both the program and account levels, with regular reviews and adjustments to

Learnings & best practices

ensure alignment with evolving business needs. Current

TÜV SÜD’s SAM program and constant development rely

challenges, future needs, and trends are regularly analyzed

on driving activities across three major pillars, shown below.

A program architecture based on three pillars

Annual Cadence

Methods, Training, Tools

Program goals and mission include:

Aligned processes and responsibilities along the yearly cadence include:

Aligned methods, trainings, tools include:

Strong leadership Executives’ support Markets / Account in focus Account typology Harmonized roles & responsibilities Global SAM Excellence Support team

Regular account team meetings Account Manager coaching sessions Customer meetings (different levels) Account selection Account review

Account development methodologies, e.g., Account Plan Account Manager training modules and self-learning elements AI-driven tools and sales intelligence platforms

Operating Model

Graphic: Three pillars of successful account management programs

- Outstanding Mature SAM Program of the year - TÜV Süd VolSAMA . 27 Excellence I ssueAward 3 2025

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21

the largest accounts, TÜV SÜD identifies accounts with the highest growth potential and aligns internal resources accordingly for those customers showing a coordinated buying behavior. “Complex, but coordinated” is the place where SAM adds value.

Other critical success factors are the selection of the account managers fitting to market environment, portfolio, and customer culture, and their continuous development.

Rather than focusing solely on the largest accounts, TÜV SÜD identifies accounts with the highest growth potential and aligns internal resources accordingly for those customers showing a coordinated buying behavior.

We select SAMs based on internal agreement and invest in high-quality training, coaching, and incentive systems to ensure that the account managers are equipped to handle complex customer needs. Our internal alignment is fostered through cross-functional collaboration, executive sponsorship, and

TÜV SÜD’s experience: Some insights for your organization First of all, ensuring top management support and involvement has been critical for the success of our SAM program. Handling stakeholder management with sensitivity is equally important, as it is a cross-unit activity. Those in leadership positions, who have a broad perspective, play

regular communication.

To avoid stagnation, TÜV SÜD continuously measures progress and adapts our strategies. This includes evolving KPIs, introducing new technologies, and nurturing a culture of innovation. Finally, feedback from strategic accounts is collected through regular interactions, executive sponsorship, and participation in account strategy development.

a vital role in driving the program’s success. Their support

In summary, TÜV SÜD’s success is built on a foundation

and involvement can help overcome silos and ensure that

of clear goals aligned across the whole company, steadily

the program receives the necessary resources and attention.

driven collaboration and program development, structured

Therefore, we actively and regularly involve the manage-

processes, and a deep commitment to customer value. This

ment of different divisions, regions, and functions by giving

commitment to success helped TÜV SÜD earn the 2025

them specific roles, e.g., serving as executive sponsor for

SAMA Excellence Award for Outstanding Mature Program

selected accounts and other leading roles (e.g., board for

of the Year, which recognized the strength and sophistica-

customer industries).

tion of our approach to strategic account management. n

A strength of our divisions and regions is their focus on the defined responsibility. In our experience companies that master the art of balancing internal specialization

Hajo Rapp designed the global strategic account management

with cross-functional collaboration gain a competitive edge.

program and led the international sales excellence activities at

By effectively managing silos, you can enhance customer experience, drive efficiency, and unlock new revenue streams. The challenge is not about eradicating silos but about making them work for, rather than against, KAM. This is why we at TÜV SÜD developed a KAM model that

Head of Cybersecurity Sales. He is also a member of the SAMA Board of Directors and is recognized as a game changer in McKinsey’s go-to-market strategy in Germany. Connect with Hajo on LinkedIn at linkedin.com/in/hajorapp. Ricarda Franke started her career at an IT consulting company and continued

actively embraces silo integration and encourages struc-

at Siemens and TÜV SÜD. She gained extensive experience in

tured knowledge-sharing across departments by aligning

various sales-related functions, both at corporate group level and in

roles, structures, incentives, the annual cadence, and more.

direct sales positions. In her current role at TÜV SÜD, she serves

Talking about KAM systematics — it starts with stra-

functioning as a strategic account manager herself. Connect with

tegic account selection. Rather than focusing solely on 22

TÜV SÜD AG in Munich. He now serves as SVP and Global

Ve l o c i t y ®

as both a facilitator and coach for the SAM organization while also her on LinkedIn at linkedin.com/in/ricarda-franke.

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NEW IN 2025:

0l

© 2025 Valkre Solutions, Inc. All rights reserved.

VALKRE.COM

DISRUPTING TO TRANSFORM How Wajax collaborated with SAMA to evolve a legacy business model

By SAMA

In an era where competitive advantages are fleeting and customer expectations continue to escalate, organizations can no longer afford to remain static. For Wajax — one of Canada’s oldest and most diversified industrial companies — standing still would have meant surrendering to the inertia that often hampers legacy companies. However, Wajax charted a path to reinvention from the inside out with a bold vision, committed executive leadership, and the full range of support from their SAMA corporate membership.

SAMA President and CEO Gordon Galzerano recently spoke with André Dubé, Senior Vice President of Sales and Operations at Wajax, to explore the company’s remarkable journey. Their conversation — captured on this episode of The SAMA Podcast — uncovered hard-won lessons, tactical execution, and the leadership mindset required to transform a 150-year-old company into a strategically aligned, customer-centric enterprise.

The following article dives deeper into that conversation to unpack not only what Wajax did, but how and why they did it.

Legacy company meets a modern mandate “We are actually nine years older than Canada’s constitution,” Dubé said, emphasizing Wajax’s deeprooted presence in Canadian industry.

But longevity, he explained, is not an asset unless it evolves.

By 2016, Wajax had grown into a siloed organization with three distinct divisions — each with its own systems, messaging, and

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1.

Simplification: Customers — even internal teams, too — found Wajax too complex to engage with. Therefore, the need to present a unified front to customers and partners became essential.

2.

Differentiation: Despite representing world-class industrial products and services, Wajax was often seen as commodity distributor. A SAM model offered a way to move beyond that perception and position the company as a strategic partner that added value.

3.

Adaptability: Technology disruptions, supply chain complexities, and rising customer demands were reshaping the market. “We had to adapt ourselves to the new normal,” Dubé said, pointing to the rise of digital solutions and the advent of new customers.

These pressures created a sense of urgency and an

opportunity to reimagine how Wajax created value, not just by selling products, but by solving complex customer problems with strategic partnerships. operational playbook. Consequently, this resulted in a fragmented customer experience that undermined the company’s ability to deliver consistent value.

According to Dubé, executive sponsorship wasn’t just

Dubé recalled a pivotal moment with a customer that

important, it was “foundational.” Wajax’s CEO didn’t

truly laid bare the issue. During a joint meeting, the cus-

merely approve the concept of a SAM program; he became

tomer fanned out a series of Wajax business cards across the table — each one bearing a different Wajax logo and representing a separate division or department.

“This is what it means to deal with Wajax,” the customer said. “You’re complicated.”

That moment was the wake-up call that catalyzed change.

As Dubé put it, “If you want to launch a strategic account program, you cannot be a difficult partner to deal with.”

While the company was launching a company-wide reorg called “One Wajax,” a sweeping transformation aimed at eliminating silos, streamlining the business, and unifying its customer-facing approach, it also launched a strategic account management (SAM) program which became a key initiative of that evolution.

Business imperative for SAM: Simplify, differentiate, adapt Three key drivers propelled Wajax toward a strategic account management model: 26

Executive sponsorship: More than a checkbox

Ve l o c i t y ®

its corporate sponsor by directly engaging with customers, participating in strategic reviews, and holding leadership accountable for results. That type of buy-in shifted the SAM initiative from a side project to a top priority.

“When people see the CEO is part of strategic reviews and supporting account plans, it completely changes the energy in the room,” Dubé explained.

To ensure alignment, the executive team was exposed early to customer and partner feedback, which was often unfiltered. This transparency gave the initiative credibility, urgency, and shared ownership, from the top down.

“When that kind of disruption starts at the top, it builds flexibility and resiliency into the business model, irrespective of the geopolitical and economic headwinds,” said Galzerano.

Breaking the silos: Structural alignment and shared accountability One of the most significant challenges Wajax faced was internal silos within the organization. Sales, operations, Vol . 27

I ssue 3 2025

engineering, supply chain, and finance divisions often

Wajax invested in those identified as high-potential indi-

worked independently of each other, which limited the

viduals by sending them through SAMA’s CSAM program.

company’s ability to deliver end-to-end solutions.

“It was awesome,” Dubé said. “They came back with dif-

To counter this, Dubé and his team focused on structural

ferent ideas and different perspectives. Some of them grew

alignment. Systems, incentives, and reporting lines were

in the organization and took on more senior roles within

redesigned to support the SAM strategy. But more impor-

Wajax. That’s a testament that it’s a world-class program

tantly, Wajax embedded shared accountability across all

that helped them elevate themselves.”

functions.

“You can’t have your strategic account team working in isolation,” Dubé said. “They have to collaborate with engineering, supply chain, finance, and service teams.”

A shift of this magnitude required more than just pep talks — it required real tools. So Wajax implemented CRM systems, collaboration platforms, and joint planning sessions to support cross-functional execution.

“We had a responsibility to deliver a platform that created a foundation for collaboration and alignment,” Dubé said.

Co-creation in action: Reopening a mine site One of the most powerful examples of SAM frameworks in action came when a major customer planned to reopen a long-dormant mining site. Typically, distributors like Wajax are brought in late in the game — to deliver parts or services after decisions are already made.

But in this case, Wajax engaged early. Through its SAM team, the company helped the customer plan the site reopening, navigate labor shortages, modernize applications, and design maintenance protocols.

Talent transformation: Redefining the SAM profile One of Wajax’s early missteps was assuming that highperforming salespeople would naturally excel in roles as strategic account managers. That assumption did not hold true.

“We didn’t just sell products,” Dubé explained. “We helped co-design the solution — operations, logistics, maintenance, and training.”

The results spoke for themselves: The mining site reopened in 12 months, which was right on their target

“Selling parts or projects is a very different discipline from managing strategic accounts,” Dubé said. “In SAM, you’re selling a value proposition. You’re selling a long-term mindset and a reason to believe that your company can be a trusted strategic advisor.”

To get it right, Wajax started by defining the ideal SAM profile. Traits included long-term thinking, cross-functional collaboration, comfort with ambiguity, and deep

timeline while staying within budget. They employed over 1,000 people, and the customer named Wajax a strategic partner of the year. These results also demonstrated something deeper: the power of internal co-creation.

“This project pulled together multiple product lines, services, and functions inside Wajax,” Dubé said. “It taught us how to co-create internally and become that one full-force turnkey solution for the customer.”

customer centricity. Once the profile came into focus, the company identified internal and external candidates who fit that mold.

SAMA played a critical role during this stage of the transformation. Through SAMA’s Certified Strategic Account Manager (CSAM) program and access to a broad community of global members, Wajax was able to benchmark best practices, avoid common pitfalls, and accelerate the learning curve.

“We reached out to SAMA and we asked for their expertise on what defines not just a good, but a great strategic account manager,” Dubé said. “That talent management piece was so critical for us.”

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Expanding the co-creation model The mining site engagement is just one example of how Wajax has leveraged co-creation to spark mutual value.

Since then, the company has applied similar principles across its portfolio by helping customers design preventative maintenance systems, optimize inventory for remote sites, and integrate advanced telematics to reduce equipment downtime.

Each initiative starts with a question: What business outcome is the customer trying to achieve? From there, strategic account managers work cross-functionally within Wajax to mobilize capabilities, from engineering and supply

Ve l o c i t y ®

27

chain to digital tools and training programs.

“Customer centricity is not just about delivering a P&L

approach to account segmentation allowed Wajax to respond quickly to emerging opportunities and risks.

statement,” Dubé said. “The customer experience is a com-

“During the worst of COVID, our strategic account seg-

plete universe of many different things that need to happen

ment was the most resilient segment,” he noted. “And post-

well, and they need to connect together to actually represent

COVID, it was the fastest growing segment. So, I’ll speak

a world-class customer experience.”

for Wajax — SAM is a key growth driver, and it is a very

As the SAM disciplined matured, Wajax introduced a

important segment in our business.”

standardized co-creation framework. This included joint opportunity mapping workshops, regular ideation sprints, and

executive

Execution discipline: Planning, cadence, and rituals

alignment

checkpoints. These practices ensured that solutions were

Due to this priority, strate-

not only innovative but also

gic account planning at Wajax

feasible and scalable.

became a rhythm embedded in the company’s operating model.

Evolving SAM to meet disruption

That rhythm included annual account reviews, internal cross-

Wajax’s SAM journey didn’t

functional reviews, and custom-

end with the initial transfor-

er-facing business reviews — all

mation. If anything, the tur-

on a predetermined cadence.

bulence of recent years — the

The only exceptions were urgent

pandemic, global supply chain delays, inflation, and digital disruption — has underscored the need for continuous evolution.

“We’re

always

thinking

about disruptors from a competitive landscape,” Dubé said.

“But we forget that there are external circumstances that

“The customer experience is a complete universe of many different things that need to happen well, and they need to connect together to actually represent a world-class customer experience.”

customer needs or external black swan events, such as the COVID19 pandemic, which temporarily shifted everything to virtual.

“Execution is everything,” Dubé said. “We implemented all these processes internally to make sure that we had a very structured and disciplined pro-

can really reshape or disrupt

cess to make sure that people

your business. And if you don’t

were talking, people were collaborating, and that we were

have the agility within your SAM program to adapt and

on top of our initiatives.”

adapt fast, you might be left behind.”

To that end, Wajax is now investing in more flexible data platforms, real-time collaboration tools, and agile planning cycles to keep pace with change.

One of Wajax’s most innovative practices is its Documented Cost Savings (DCS) program — a proprietary system that

The company also started to segment its strategic accounts

quantifies the value delivered to customers in real dollars.

more dynamically by using criteria such as customer poten-

DCS tracks everything from reduced downtime and improved

tial, alignment to strategic priorities, and market trends

reliability to energy savings and logistics optimization.

to update which customers are managed strategically and how. Additionally, Wajax also expanded the role of SAMs to include more influence in product development, collaboration in the partner ecosystem, and customer innovation labs.

Dubé said these co-creation initiatives and a more agile 28

Proving value: Documented cost savings

Ve l o c i t y ®

“We share that data with the customers, and we get phenomenal feedback,” Dubé said. “It gives them visibility on what we’re doing and why we’re doing it. It gives them visibility on the true value of Wajax beyond just being a distribution company.”

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DCS also earned Wajax supplier-of-the-year awards from customers and reinforced its credibility as a strategic partner. But perhaps its greatest value is internal. “It creates that positive morale — that team confidence — that we’re actually delivering on our value proposition,” Dubé said.

While Wajax tracks all the usual KPIs — revenue growth, profitability, account penetration — the metrics that matter most are retention and documented value.

“Retention is close to my heart,” Dubé said. “When you have close to 100% of retention in your strategic accounts, that’s a true statement of your program’s ability to create value and translate it into action.”

Paying it forward through the SAMA community Throughout their ongoing SAM journey, one thing remains clear: Wajax’s engagement with the SAMA community — through the CSAM program, peer networking and dialogues, and SAMA conferences — put them on the

to develop. What started as a transformation initiative has

fast track to transformation.

become a core business strategy.

“SAMA took us beyond the Wajax universe,” Dubé said.

“The last five years were eye-openers and taught us that

“The beauty of the SAMA community is it’s a bunch of

we need to be more agile, flexible, and resilient,” Dubé said.

different companies and they’re coming from all sorts of

“The pandemic supply chain disruption, inflation, labor

different industries. It forces you to think beyond just your

shortages, geopolitical tensions — those aren’t one-time

industry, how you do business, and how you operate and go

events. They’re the new normal.”

to market.”

Today, Wajax is focused on scaling its SAM discipline

Today, Dubé embraces Wajax’s responsibility to pay that

— adapting faster, operating leaner, and preparing for

support forward. “We were fortunate to have companies

whatever comes next. Prior to their SAM awakening, that

that took the time with us to listen to our journey and our

wasn’t always the case.

challenges, and share their insights, ideas, and best practices,” he said. “Sharing our story is our way to give back to the community.”

“In our business, we were often seen as a commodity — a simple distribution channel of commoditized products, even if we represented world-class products and services,” Dubé

By regularly connecting with peers in the SAMA net-

said. “All this created a sense of urgency that we needed to

work, Dubé mentors teams that are in the early stages of

transform ourselves. The market was evolving fast. Our

their SAM journeys and offers transparent perspectives on

customers were becoming much more sophisticated, disrup-

what worked and what didn’t. This ongoing involvement

tors were entering our business, and technology was reshap-

helps the larger SAMA community and reinforces Wajax’s

ing how we operate. We had to adapt to the new reality.”

commitment to learning and adaptability. Dubé said that every time he connects with a peer, he comes away with something new to consider.

“The SAM journey doesn’t end — it evolves,” he noted.

Don’t wait for the perfect moment For Dubé, Wajax’s SAM journey has been more than a business challenge — it’s been a personal evolution. Still, Dubé didn’t always feel like he had the answers, but he saw

Lessons in scaling: What maturity really looks like

that as a good thing.

Since winning the 2020 SAMA Excellence Award for

“SAMA really pushed me outside of my comfort zone,

Outstanding Young Program of the Year, Wajax continues

to be honest,” he said. “I had many more questions than

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Ve l o c i t y ®

29

answers for a long time. However, using SAMA’s expertise

on SAMA for help. We relied on their expertise and their

— the network, the community, the conferences, the ses-

insights. We’ve tapped into the CSAM program, the people

sions, the certification programs — really helped answer a

we met at the SAMA Annual Conference, and member

lot of these questions. Sometimes, you don’t need an answer,

companies that have world-class strategic account pro-

you just need guidance. SAMA helped shape me into a

grams. All of this is available, to accompany you throughout

stronger, more strategic and customer-centric leader.”

your journey.”

As for what advice he would give to companies starting

Reflecting on Wajax’s success, Galzerano emphasized the

their SAM journey — especially those worried about dis-

depth and impact a SAM program can have on an organiza-

rupting legacy cultures — Dubé is quick to answer.

tion willing to take the leap with conviction.

“Don’t wait for the perfect moment,” he advised. “The

“Strategic account management isn’t a tweak,” he said. “It

moment you conclude that a SAM program is the right thing

truly is a transformation — one that requires the courage to

for the organization, just create it. You won’t have perfect

disrupt legacy business models, one that requires structural

alignment on day one and you probably won’t have it on day

alignment, talent investment, and relentless focus on co-

100. That’s okay. What matters is that you believe, you’re

creating new ways of developing value with customers and

committed, and you’re resilient in pushing it top-down

partners.” n

through the organization. You have to challenge the status quo and place yourself and your teams outside their comfort zone. Bottom line, allow yourself to be disrupted. And you want to do that before a competitor disrupts you.”

Dubé added: “You don’t have to do it alone. We leaned

30

Ve l o c i t y ®

André Dubé is the Senior Vice President of Sales and Operations at Wajax, one of Canada’s oldest and most diversified industrial companies. André has been with Wajax for over two decades, having started in 1999 as a Strategic Sourcing Specialist. Connect with him on LinkedIn at linkedin.com/in/andré-dubé-03a9a58.

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TRAINING FADES. BEHAVIOR STICKS. At Whetstone, we don’t deliver training that fades away after the workshop. We deliver a system that helps professionals find their grip and keep climbing—day after day, account after account.

The Real Work, Real Change SystemIP • Embedding real work assignments and micro-habits that create lasting discipline.

• Aligning leaders, managers, and account teams.

• Elevating customers as the heroes of their journey.

This is where effort turns into progress and progress into real change.

SCAN TO DOWNLOAD OUR FREE E-BOOK www.whetstoneinc.ca

The Real Work, Real Change SystemIP Most training disappears within weeks. Knowledge fades. Habits slip. People lose their grip.

The Real Work, Real Change System™ was built to change that. It’s not a workshop. It’s a system that gives professionals the footholds they need to keep climbing by turning insight into behavior and behavior into measurable impact.

Together, these actions create alignment across the entire organization. Executives set the vision.

Managers reinforce it. Sales professionals bring it to life with customers. That alignment is what drives stronger partnerships, bigger wins, and measurable results tied to both customer and corporate objectives.

And always, the customer is at the center. By making them the hero of their own story, account managers shift from transactional sellers to trusted guides. That shift creates deeper trust, larger opportunities, and long-term growth.

Real change shows up in the field: • A manager coaching a small but critical next step.

• A leader aligning strategy with action.

• An account manager applying daily habits that build discipline and momentum.

Real change doesn’t come from theory. It comes from steady progress through everyday actions that hold, build, and compound over time.

The Real Work, Real Change SystemIP

The Hero’s Journey SAM Framework IP Your customer is the hero.

If you are not speaking to someone with strategic aspirations and authority over resources, you are not engaging the true hero.

Learner Dimension Manager Dimension Executive Dimension Facilitation Dimension

Business Outcomes & Value Creation

Ongoing Adoption & Internal Excellence

Technology Toolbox

Every foothold is a step toward change. Ready to make real change?

Book Adrian Davis for your next keynote, team session, or executive roundtable: info@whetstoneinc.ca Visit www.whetstoneinc.ca | Connect: linkedin.com/in/adriandavis

THE HIDDEN COSTS OF DISCONNECTED TEAMS How GTM misalignment harms revenue and customer experience

By Bill Dwoinen

When go-to-market (GTM) teams — marketing, sales, and product — aren’t in sync,

Chief Revenue Officer Mural

it’s more than just an internal headache; it’s a drain on your business’s performance.

Mural’s new GTM Alignment Gap Research Study reveals that these disconnects aren’t just minor friction points; they can lead to significant financial losses, stalled growth, and a fragmented, frustrating customer experience.

In this article, we’ll break down the true impact of this “GTM Alignment Gap” and, more importantly, explore actionable strategies to bridge it.

Understanding the GTM Alignment Gap

How confident do you think your go-to-market teams know go-to-market execution best practices?

Despite a growing emphasis on cross-functional collaboration

Extremely confident

31%

Very confident Somewhat confident Not very confident*

36%

22%

54%

54%

Not at all confident*

and the widely acknowledged

10%

15%

Total

25%

Mural’s research paints a dif-

53%

Decision-maker

benefits of a unified approach, ferent picture: while 85% of

Individual Contributor

respondents are confident in their GTM best practices, that same percentage also experiences misalignment on a weekly

How often do you experience misalignment between your go-to-market teams?

or monthly basis. This “85/85 GTM Alignment Gap” high-

Daily

7% 8%

10% 7%

9%

Weekly Monthly

lights a juxtaposition between

4%

31%

38%

47%

Quarterly

46% 52%

how synced go-to-market teams 41%

Total

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I ssue 3 2025

really are.

This means that organizations

Annually*

*No one selected these options.

the perception and reality of

Decision-maker

Individual Contributor

are operating with varying, often detrimental, degrees of disconnect. The result? A cascade of

Ve l o c i t y ®

33

inefficiencies, including confusion among teams, duplicated

The study found that 89% of respondents reported break-

efforts that waste resources, and a litany of missed opportu-

downs in their go-to-market collaboration have direct

nities that directly impact the bottom line.

revenue-related impacts. This isn’t just theoretical; it translates into tangible losses, including reduced revenue figures, opportunities that never materialize, and a painfully slow

What is GTM alignment?

At its core, GTM alignment is when marketing, sales, and product functions seamlessly operate as a cohesive unit.

This means they share common,

go-to-market execution that allows competitors to seize market share.

Consider the scenario: Marketing might generate leads that sales finds entirely unquali-

clearly defined goals, communicate openly and consistently, and operate from a unified, overarching strategy. It’s about building a collective intelligence where each department understands and supports the objectives and processes of the others.

When teams aren’t on the same page, the consequences extend far beyond awkward internal meetings or a few mismatched messages — they directly hit your bottom line,

When teams aren’t on the same page, the consequences extend far beyond awkward internal meetings or a few mismatched messages — they directly hit your bottom line, erode your market position, and significantly diminish your customer’s experience.

fied, leading to wasted time and frustration. Conversely, sales might be pursuing deals that don’t align with the product roadmap and create unmet customer expectations.

When teams lack shared data, consistent messaging, or a unified approach to market segments, deals are frequently lost, customers become confused by conflicting information, and the entire sales cycle suffers, which directly impacts your organi-

erode your market position, and sig-

zation’s financial health and growth

nificantly diminish your customer’s

trajectory. The cumulative effect of

experience.

In an increasingly crowded and competitive marketplace, no company can afford this type of internal friction.

these seemingly small inefficiencies adds up quickly.

Hidden operational inefficiencies Beyond the direct revenue hit, misalignment also leads to operational inefficiencies — a silent drain on resources.

The financial toll of misalignment The costs associated with GTM misalignment quickly compound, creating a significant drag on financial performance and growth potential.

Missed revenue and stunted growth

Teams often find themselves duplicating efforts, perhaps conducting similar market research or building parallel customer databases. They might adopt conflicting processes for lead qualification or customer onboarding, leading to internal friction and external confusion. Countless hours are spent in redundant meetings, email chains, and Slack messages, attempting to clarify basic information or resolve internal

How would you characterize the impact or consequences when go-to-market collaboration breaks down?

disputes that stem from a lack of shared understanding.

These operational friction points don’t just waste time; they drain valuable human and financial resources that could otherwise be strategically invested in impactful marketing campaigns, customer engagement initiatives, or product innovation that drives future growth. This constant internal firefighting diverts focus from strategic objectives.

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The fallout for customer experience Disconnected internal teams don’t just hurt your business’s

What do you think causes misalignment among your go-to-market teams?

Difficulty in clearly communication between teams

Complexity of internal & external coordination needed

46%

41%

39%

35%

43%

38%

Lack of a clear go-to-market strategy & goals

Absence of a clear & efficetive go-to-market process to follow

When marketing, sales, and

43%

35%

product send mixed signals, buy-

22%

25%

33%

31%

Large & frequent organizational changes

Unclear deadlines & protect priorities to meet

for the sales rep to downplay it, and

25%

24%

then finding it’s not even available

15%

10%

in the basic product.

20%

18%

financial

performance;

they

directly, and often severely, impact your customers, which creates a

Decision-maker Individual Contributor

Total

disjointed and frustrating experience.

Inconsistent messaging and frustration

ers are quick to notice and often become disillusioned. Imagine a customer seeing an advertisement promising a certain feature, only

Mural’s research highlights that customers frequently receive conflicting information across various touchpoints, from initial awareness to post-purchase

damages your brand’s reputation through negative word-

support. This inconsistency leads to significant customer

of-mouth.

frustration, erodes trust in your brand, and ultimately slows down the sales cycle as buyers hesitate, seeking clarity or, worse, turning to competitors who offer a more consistent experience.

Building brand credibility takes years, but inconsistent messaging can dismantle it quickly.

Impact on customer retention A disjointed or confusing pre-sale experience often fore-

Risks beyond revenue The consequences of misalignment extend well beyond immediate financial metrics and customer satisfaction, which impacts the foundation of your organization. Internal friction isn’t sustainable, as our study indicates that chronic misalignment significantly increases stress and job dissatisfaction among employees.

shadows a poor post-sale relationship, making customer

This internal conflict elevates the risk of burnout across

retention a challenge. Misalignment can lead to a bumpy

essential team members and leads to higher turnover rates

onboarding process where customers struggle to understand

— meaning you lose valuable institutional knowledge and

how to use their new product or service.

incur costs in recruiting and training replacements.

It can result in confusion about features, or, critically,

Furthermore, a lack of alignment hinders an organi-

unmet expectations that were inadvertently set by differ-

zation’s ability to innovate. When teams are constantly

ent teams. When customers don’t feel supported or their

preoccupied with resolving internal disconnects, clarifying

initial perceptions aren’t matched by reality, they are far

basic information, or overcoming departmental silos, their

more likely to churn, prompting them to look elsewhere for

bandwidth for creative problem-solving, strategic thinking,

solutions.

and proactive responses to shifting market needs is severely

This not only increases the cost of customer acquisition (as you constantly need to replace lost customers) but also Vol . 27

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impacted.

This internal focus starves innovation, making it difficult

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to develop new products, enter new markets, or adapt swiftly to competitive pressures.

What high-performing teams do differently

Bridging the GTM gap: Your next steps Ready to foster better alignment within your organization and unlock its full potential? Consider these actionable, strategic steps:

Not all organizations are plagued by these struggles.

• I nvest in collaborative platforms and technologies

Mural’s research spotlights key practices that highly

to unify communications and workflows. These aren’t

aligned, high-performing teams consistently get right, set-

just tools; they’re the digital infrastructure that enables

ting them apart from their counterparts:

shared workspaces, integrated communication channels,

• T hey prioritize regular cross-functional meetings, not just for updates, but as dedicated sessions to foster mutual understanding, anticipate challenges, and identify blockers early, before they escalate.

• They establish and rigorously track shared key performance indicators (KPIs) across all GTM functions. This ensures that everyone is working towards the same objectives and success is measured collectively, which prevents blame games and promotes a unified purpose.

• They commit to centralized tools and data repositories.

This fundamental practice ensures that everyone accesses the same accurate, up-to-date information, which significantly reduces misunderstandings, conflicting reports, and wasted time chasing disparate data sources.

and centralized document management — all of which break down digital silos.

• Align KPIs and success metrics across all GTM functions. This means co-creating metrics that reflect shared objectives, ensuring that marketing’s success directly contributes to sales’ targets, and that product development is validated by market adoption.

• Encourage regular joint planning and debrief sessions to foster transparency and shared understanding. These shouldn’t be optional; they should be embedded into your operational rhythm, allowing teams to proactively align strategies, review performance, and learn from both successes and challenges together.

• Leverage AI and visual collaboration tools to centralize data, ideas, and strategic plans. These tools can simplify

• Critically, these teams engage in collaborative planning

complex information, make insights more accessible, and

sessions well in advance. They align on priorities, messag-

facilitate dynamic decision-making, ensuring everyone

ing, and execution strategies before launching major cam-

operates from a single, shared source of truth, reducing

paigns or products, which ensure a cohesive and impactful

ambiguity and fostering true collaboration.

market entry.

Bringing it all together The GTM Alignment Gap is not an abstract concept; it carries a tangible, significant cost that impacts your organization’s revenue, diminishes customer satisfaction, and erodes team morale.

By proactively recognizing these risks and taking decisive, actionable steps toward achieving genuine cross-functional alignment, your organization can unlock stronger, more sustainable growth, cultivate a healthier internal culture, and, most importantly, create happier, more loyal customers who become advocates for your brand. n

Bill Dwoinen is Chief Revenue Officer at Mural.

Connect with him on LinkedIn at linkedin.com/in/ bill-dwoinen.

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BALANCE THAT DRIVES BUSINESS At Hyatt, we believe the best results happen when people feel cared for. The Wellbeing Collective offers curated experiences—designed to inspire growth, creativity and connection—for meetings, incentives, retreats and beyond.

FROM VISION TO IMPACT How UL Solutions built a world-class account management program in under five years

By Frankie Cusimano

Introduction: A bold vision for strategic growth

Senior Program Manager, Commercial Operations UL Solutions

strategic customer relationships is no longer a competitive advantage; it is essential.

In today’s hyperconnected, rapidly changing global economy, building deep, This realization led UL Solutions — a global leader in safety science and product testing, inspection, and certification — to undergo a bold transformation. In 2022, the company launched its Account Management program, a comprehensive initiative designed to reimagine how it engages with its customers.

What started as a focused effort to adapt to market changes and customer needs has become a standard for excellence in account management. The Account Management program has produced measurable business results and earned the 2025 SAMA Excellence Award for Outstanding Young Program of the Year, which recognized its innovation, momentum, and impact.

This article tells the story of that transformation: the challenges that prompted it, the leadership that drove it, the tools and frameworks that enabled it, and the lessons learned along the way.

The challenge: A changing market, a strategic imperative In 2022, UL Solutions faced a critical juncture. The company was implementing a strategic restructuring under its Alpha strategy, emphasizing its core strengths while seeking growth through adjacent opportunities. However, the external environment was changing just as rapidly.

Customers across UL Solutions’ 35 served industries were grappling with megatrends like: • Sustainability and energy transition.

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• Digitalization and artificial intelligence (AI) adoption.

• Rapidly evolving regulatory landscapes.

These forces were reshaping customer priorities, product roadmaps, and business models. UL Solutions recognized that, to stay relevant and lead, it needed a new approach to customer engagement — one that would: • Deepen strategic relationships with customers.

• Enable mutual value creation through co-discovery and collaboration.

• Provide a scalable, data-driven foundation for growth.

The answer was the Account Management program.

Strategic accounts: Small in number, big in impact

• Nine key enablers, including customer co-creation and value quantification.

• A seven-step account management process from discovery to execution.

• Five account manager competencies, such as strategic thinking and collaboration.

This structure, which is now commonly referred to internally as “9-7-5,” provided the foundation, but to bring it to life, UL Solutions needed a digital backbone.

The Valkre partnership: Digitalizing account management One of the initial challenges was the absence of a centralized, actionable system for handling account plans.

The Account Management program targeted a select group

Information was scattered across regions and business

of customers. These accounts include worldwide innova-

units, and account plans were static documents rather than

tors and well-known companies that work on advanced

dynamic strategies. Leadership lacked insight into customer

technologies and business models. This makes them highly

priorities and progress.

influential across multiple countries and representative of leading companies in their regions.

These customers weren’t just important; they were influ-

UL Solutions partnered with Valkre to implement a digital account planning platform to solve this challenge. This tool became the operational core of the Account Management

ential. Their actions shaped entire industries, their needs

program, enabling:

drove innovation forward, and their expectations called for

• A single source of truth for all strategic account activity.

a new level of partnership.

UL Solutions viewed these accounts not just as revenue sources but as strategic partners. The Account Management program aimed to strengthen these relationships, coordinate internal resources, and establish a common growth path.

Building the program: Leadership, frameworks, and culture From the outset, the Account Management program was championed at the highest levels. Driven by a senior executive and strongly supported by the CEO, it gained further support from the president of the company’s core business in addition to regional and operational leaders.

This commitment went beyond symbolic gestures. With the newly aligned focus from the top down, each of UL

• Real-time collaboration across functions and geographies.

• Integration with Salesforce, Microsoft Power BI, and other enterprise tools.

• Role-specific onboarding for account managers, crossfunctional teams, and executive sponsors.

The result was a flexible, transparent, and scalable system that enabled teams to focus on what mattered most: delivering long-term value to customers.

“Implementing Valkre account planning technology has transformed how the account team operates and cooperates cross-functionally,” said Elena Veneziani, Director of Sales Enablement at UL Solutions. “It’s not just about efficiency; it’s about empowering our teams to sell smarter and build stronger long-term customer relationships.”

Solutions’ top 50 executives volunteered to serve as executive sponsors for these accounts, meeting regularly with account teams, attending customer meetings, and providing strategic guidance.

The program was built on the SAMA framework, incorporating: 40

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Embedding the program: From process to culture The Account Management program was not just a new process but a new way of working. It changed how UL Solutions viewed customer relationships, internal collaboration, and strategic growth.

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Key cultural enablers included:

• Customer involvement is key – Engaging customers in

• Executive sponsor engagement – Senior leaders were

the SAM process builds trust and ensures relevance.

deeply involved in account planning and customer engage-

• Digitalization enables scale – A digital platform like

ment, providing strategic insight and internal alignment.

Valkre makes the SAM process scalable, sustainable, and

• Cross-functional collaboration – Teams across functions and geographies were brought into the account planning process, breaking down silos and fostering shared ownership.

• C ustomer co-discovery – Customers defined mutual

measurable.

• Talent is critical – Investing in account manager training and aligning talent with the SAM model is vital.

• Executive sponsorship moves the needle – Senior lead-

objectives and co-created initiatives, deepening trust and

ers can unlock internal alignment and deepen customer

alignment.

relationships.

• Celebration of success – Wins were shared across the organization through quarterly updates, boosting morale

• Celebrate success – Recognizing wins builds momentum and reinforces the program’s value.

and reinforcing the program’s value.

These efforts established a common language and customer-centric mindset that spread throughout the organization.

Measuring success: KPIs and business impact UL Solutions established strong key performance indicators (KPIs) to monitor the program’s performance. These included: Business Growth – Continued momentum driven by key account contributions.

Customer Alignment – Progress in aligning more closely with evolving customer expectations.

Customer Experience – Positive indicators of satisfaction and loyalty across strategic relationships.

Program Effectiveness – Ongoing improvements observed following strategic framework implementation.

Team Engagement – Strong participation and involvement from global account teams.

These metrics weren’t just numbers; they served as proof that the program was effective, confirming the value of the investment in its people, processes, and technology.

Lessons learned: Insights for the SAMA community The journey wasn’t without its challenges, but through

Looking ahead: A platform for long-term growth The Account Management program has revolutionized how UL Solutions interacts with its customers, but the company isn’t stopping there.

With a scalable infrastructure, a unified culture, and a proven track record, the program is now growing to include more accounts, regions, and business units. It is also evolving into a strategic sensing function, helping UL Solutions anticipate market trends and direct its future investments in areas like AI, sustainability, and embedded software.

As the company expands, the Account Management program will continue to be a core part of its strategy, fostering innovation, strengthening relationships, and providing value to customers and shareholders.

Conclusion: A blueprint for account management excellence In just over two years, UL Solutions has developed an award-winning and transformative strategic account management program. By blending the rigor of the SAMA framework with the power of digital tools and the passion of its team, the company has established a model for amplifying impact in a complex global environment. n

experience, UL Solutions uncovered several key lessons that may benefit other organizations: • Leadership is nonnegotiable – Passionate, visible lead-

Frankie Cusimano is Senior Program Manager of Commercial

ership is essential for driving change and overcoming

Operations at UL Solutions. Connect with him on LinkedIn at

resistance.

linkedin.com/in/frankie-cusimano-2955b232.

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ELEVATE YOUR STRATEGIC MANAGERS FROM GOOD TO GREAT.

Use SAMA’s Individual Competency Assessment to: • Understand your SAMs’ current-state strengths and weaknesses • Discover how your account managers compare to each other and/or to competitors • Find SAMA resources and training tied to specific skills in need of improvement

SAMA’s Best-in-Class SAM Competency Model® •F acilitate meaningful coaching

3

Joint Solution Development, Co-Creation & Reaching Agreement

2 Strategic Account & Opportunity Planning

Strategic Account Manager Competencies & Skills 1 Understanding Organizational Priorities

SAMA’s SAM Competency Model

Want more information? Contact assessments@strategicaccounts.org.

5

Overall Relationship and Outcome Management

4 Multifunctional Account Team Leadership

THE SAM LEADER’S PLAYBOOK: COMPETENCIES THAT DRIVE STRATEGIC ACCOUNT SUCCESS

By Shakeel Bharmal Senior Vice President and Head of Leadership Coaching The Summit Group

Strategic account management (SAM) is a powerful driver of enterprise growth.

Still, its impact hinges not only on the performance of individual account managers but also on the leadership surrounding them. Whether one’s title is vice president, general manager, or head of key accounts, SAM leaders are the crucial enablers of customer-centric strategy, cross-functional collaboration, and value co-creation.

While much has been written about the competencies required of SAMs, far less attention has been paid to the unique capabilities needed by those who lead them.

To empower SAM teams to thrive in complex, matrixed organizations, leaders must go beyond operational oversight and become strategic orchestrators of both internal alignment and customer value.

Five competency areas for SAM leaders Building on the foundation of SAMA’s SAM Competency Model, a new competency framework has been developed to articulate the behaviors and capabilities required of SAM leaders. These five domains reflect what it takes to remove

To empower SAM teams to thrive in complex, matrixed organizations, leaders must go beyond operational oversight and become strategic orchestrators of both internal alignment and customer value.

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barriers, guide effective behaviors, and drive outcomes in today’s complex B2B environments: 1. Understanding organizational priorities º Help SAMs align with both customer and internal company strategies º Demonstrate fluency in industry and customer value drivers 2. Strategic account & opportunity planning º Guide SAMs in developing forward-looking, customercentric strategies º Apply financial and business acumen to inform investment and resource allocation decisions 3. Joint solution development & co-creation º Model active listening, structured communication, and boardroom-level influence º P romote innovation through internal collaboration and external co-creation 4. Multi-functional account team leadership º Build cohesive teams across functions and geographies º Ensure cultural sensitivity, role clarity, and trust in customer-facing teams 5. Overall relationship & outcome management

customers and internal product leads.

• Established monthly internal briefings where his SAMs could hear from functional leaders.

• Launched a peer coaching circle to improve strategic storytelling across the team.

These actions not only built strategic alignment but also elevated the confidence of his SAMs in engaging both internally and externally.

A simple tool for self-awareness At the heart of this development journey is a SAM leader competency assessment, designed for senior leaders to reflect on their behaviors. Using a 3-point scale — 1 (Needs Improvement), 2 (Developing), and 3 (Strength to Build On) — leaders assess themselves across core domains.

For instance, under Overall Relationship & Outcome Management, leaders consider: • I take responsibility for the overall enterprise relationship with our customers.

• I meet or exceed business objectives and demonstrate ownership of outcomes for customer initiatives.

This structured reflection helps uncover blind spots and prioritize leadership growth. The tool is available for download and use by SAM program leaders and executives.

º Take ownership of enterprise-level customer relationships º Champion cross-functional accountability for business results These competencies reflect the shift from “supporting” SAMs to leading enterprise strategy on their behalf.

Case #1: Alex Thompson’s turnaround Illustrative case. Names and details have been changed.

Alex Thompson, a regional SAM VP with years of experience in key accounts, recently completed a SAM leader competency self-assessment. While confident in his execution, the reflection uncovered two critical blind spots. First, he

Self-awareness is powerful, but it is insufficient when used alone. For each competency, leaders are encouraged to select and act on specific, observable behaviors that demonstrate their effectiveness. A supporting tool outlines development actions across all five domains. For example: • O rganizational priorities: Launch internal-external strategy alignment forums.

• C o-creation & communication: Facilitate workshops where SAMs and internal subject matter experts (SMEs) co-develop customer value propositions.

lacked a strong understanding of the evolving priorities of his

• Cross-functional collaboration: Map internal stakehold-

team’s most strategic customers. Second, his SAMs struggled

ers and spotlight ROI from customer-centric initiatives.

to navigate their own company’s shifting internal strategies.

• O utcome ownership: Define shared success metrics

Alex recognized that to lead effectively, he needed to bridge those gaps — not just for himself, but for his team as well. Using the assessment and related development tools, he implemented three deliberate actions: • Attended quarterly joint strategy sessions with key 44

From insight to action

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across sales, operations, and delivery.

• Team empowerment: Mentor SAMs on navigating senior-level customer conversations.

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The performance of your SAM program depends on the clarity, consistency, and courage of its leadership.

Your leadership can be the differentiator.

quick wins, strategic priorities, and development goals — balancing ambition with practicality.

Case #2: Priya Desai and the silos that stalled her team Illustrative case. Names and details have been changed.

Priya Desai, general manager for a regional market, faced

Building your playbook The tools referenced in this article — including the assessment, development actions, and action-planning framework — are available here. Whether used individually or in facilitated workshops, they offer a structured path

resistance from internal functions when her sales and mar-

to developing your own SAM leader playbook:

keting team advocated for customer-aligned innovations.

• Step 1: Complete the competency self-assessment.

The silos were not personal — they were structural and cultural in nature. Her assessment results were precise: she needed to become a more effective cross-functional influencer.

Her response was intentional, as she: • Created an internal stakeholder map to identify champions and skeptics.

• Introduced a “voice of the SAM” briefing series for crossfunctional teams.

• Facilitated quarterly co-creation workshops between

• Step 2: Identify high-impact development actions.

• Step 3: Use the prioritization tool to create a focused plan.

• Step 4: Commit to visible leadership behaviors that empower your SAMs. You are not just leading account managers. You are leading enterprise value creation.

Call to action To explore how to use these tools in your organization,

SAMs and delivery leads.

access the downloadable resources or reach out for a facili-

These efforts not only improved collaboration but also

tated workshop or leadership session. Share this article with

helped her SAMs feel supported and heard, translating to improved outcomes for customers.

Leadership as the differentiator What distinguishes effective SAM leaders is not just what

peers in sales leadership, customer success, and strategy.

The performance of your SAM program depends on the clarity, consistency, and courage of its leadership.

Your leadership can be the differentiator. n

they know, but how intentionally they lead. The competencies described above are not theoretical — they are habits of leadership. Demonstrated consistently, they shape the

Shakeel Bharmal is Senior Vice President at The Summit

culture needed for SAM teams to excel.

Group, where he is the head of the leadership coaching and

This is not about adding more tasks to a leader’s to-do list.

It is about reframing the role: from supporter to enabler, from problem-solver to strategist, from bystander to owner of customer success.

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strategic alignment practice. Contact him at sb@summitvalue. com or connect with him on LinkedIn at linkedin.com/in/ shakeelbharmal/. Bharmal is an experienced business leader, management consultant facilitator, and leadership coach. He has been a regular contributor to the SAMA community since 2010.

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LEARNING HOW TO

LISTEN

LOUDER

By Keshini Masani

Communication plays a crucial role in all aspects of our lives, especially in business

Principal & Mindset Coach CXO IMPACT

engagement. From daily discussions with colleagues and customers to feedback and coach-

and

tion is not only important but an essential skill for business success. With the increase of AI

Janti Masani CEO & Founder CXO IMPACT

ing, communication is the foundation of creating positive outcomes. Effective communicathere is a need now more than ever before to build on our humanistic skills to stay relevant.

AI produces a shift in the human experience but does not have the ability to comprehend and convey emotions effectively. Therefore, the opportunity to build relevance and stand out in an authentic way is critical for the future of business.

Effective communication can help to align goals, prevent misunderstandings, and build trustful relationships. Business is all about working with people. Therefore, leveraging the opportunity to engage with individuals on a humanistic level is game changing!

When we think about expanding our communication skills, we often focus on developing our verbal communication. However, to create effective communication to stand out and show up differently, we must consider both what we say and how we listen.

Our goal in business is to have a deeper understanding of customer needs and wants. A key part of that goal is our ability to listen and truly understand the meaning and intent behind the exchange. We call this skill active listening. This article will highlight the importance of active listening in business engagement, and it will present insights into how achieving effective active listening can turn a businessperson who is a good listener into a great listener.

The art of listening louder In business today, every encounter is crucial to gaining new opportunities or creating solutions to complexities. Therefore, building trust is essential to creating positive encounters. Individuals start to build trust when they feel heard and understood; this is why active listening is a critical element in making a human connection when we engage with customers and team members.

Active listening in business is more than just passively listening; it is a process that requires full engagement, comprehension, and empathy to respond in a thoughtful and meaningful way. Active listening is the practice of observing both verbal and non-verbal messages and providing appropriate feedback in response to the information we receive.

Often, we focus primarily on what is being said and not enough on the non-verbal cues.

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empathetic listening. This suggests understanding the speaker’s thoughts, feelings, and emotions.

Self-awareness Building our own self-awareness during active listening is the most critical part of the process; however, it is often forgotten or overlooked. There are two key components to self-awareness. The first is internal self-awareness. This means our ability to recognize and understand our own mindset,

Our non-verbal communication makes up over 55% of our overall communication, and it is how we form our initial judgments towards others.

thoughts, and emotions. The second is external self-awareness. This means being aware of how other people perceive our verbal and non-verbal communication. Both are equally important in business engagement.

However, it is the non-verbal communication that is impor-

When we engage, it is critical to be aware

tant to understand the bigger picture and meaning behind

of the impact our own behavior has on the speaker. Our

the words. This approach is key for building strong relation-

non-verbal communication makes up over 55% of our over-

ships, creating effective communication within teams and

all communication, and it is how we form our initial judg-

customers, and achieving high-level business goals.

ments towards others. It is normal to judge individuals when we first meet them or when we engage with them;

Is absorbing what we hear enough?

We are often told that to achieve active listening, it is simply enough to: • P ut away all distractions when we are engaging in a conversation.

• Make good eye contact so the other person feels heard.

• Paraphrase what was said to show validation.

While this may be a good place to start our journey towards listening louder, it can still result in the other person not feeling heard or understood. We often think that simply absorbing the information is enough, but to truly listen louder, we want to be a listener who encourages the speaker to expand on their thoughts and ideas and to share their insights and emotions.

48

however, it is key to recognize that these judgments are usually formed subconsciously and are significantly based on our non-verbal communication. Therefore, to build trust through active listening, it is key that we are being mindful of how we show up both verbally and non-verbally. Making a conscious effort to display positive non-verbal cues when we are listening will have a significant positive impact on the speaker.

To achieve effective active listening, it is imperative to be mindful of our own emotions. Emotions can be very powerful, and making sure we are in the best possible emotional state to engage with no judgment is crucial for active listening. Strong emotions that arise from disagreements or tough negotiations can often cloud our judgment to listen effectively, and they can also create significant barriers that

The truth is, if we want to be a businessperson who is not

block our ability to comprehend. To avoid highly emotional

only a good listener, but a great listener, we must do more!

situations where both parties feel misunderstood, it is criti-

To do more, we must focus on two key mindset drivers.

cal to practice emotional regulation. This requires us to take

The first mindset driver is building our own self-awareness.

a step back and manage our emotions so that we can listen

This includes building awareness around how we are feeling

with the intent to understand rather than to respond in a

and how others perceive us. The second mindset driver is

defensive manner.

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Empathetic listening Empathetic listening is about seeking to understand the speaker’s perspective to show that their thoughts and feelings are recognized and validated. Empathy is a key component in emotional intelligence; it is the ability to sense the other person’s emotions in what is said and unsaid. This allows us to respond in a way that is mindful.

We often assume that by understanding the point of view of another person, we are essentially agreeing with their perspective. However, understanding them is not the same as agreeing with them. This is critical to understand in building our skill to empathize during business engagement.

they slowly began to open up, it became clear their hesitation wasn’t about total contract investment, but about market risks outside of their control, and they needed our company to provide a solution for pricing flexibility in the future that would be mutually beneficial to both parties. That moment was critical for me. When I truly heard them out without interrupting or defending, my customer began to trust me, and I began to understand what mattered most to them. I took their concerns back internally and ensured we proposed a more tailored solution. That shift, driven by listening louder rather than selling, was the turning point that helped us close the deal and ultimately deepen the relationship. It was a pivotal moment for me as a SAM, as I began to change how I wanted to show up and stand out in front of customers.”

To help enhance our sensitivity around social understanding, imagine that you have “feelers.” One “feeler” is connected to you, so that you can first build awareness around your own mindset going into a conversation. Then allow your “feelers” to extend to the other person. This will allow you to build sensitivity in seeking understanding around their thoughts and emotions. This is important to practice, as the more we use our “feelers,” the more sensitive we become to our social surroundings.

In business, empathy is a powerful tool for two key reasons. Empathy is the basis of forming trust in both team and customer relationships. This is because trust is only formed when we feel heard and understood. The second is that it can help us to understand key challenges and solutions when we engage with customers. Having the ability to seek understanding of why customers have made certain decisions or why they have responded or reacted in a certain way can help us to respond in the best possible way, to create the best possible solutions. If we take time to understand our customers, we can relate to them by providing win-win outcomes.

Co-author Janti Masani shared this personal story from his time as a SAM: “During my time working as a strategic account manager, I met with a key customer of mine in the private healthcare segment providing global laboratory services. They had been hesitant about renewing a major contract. During our conversation, I practiced what I know now is empathetic listening, which I must admit was challenging for me at the time, as I was part of a business culture where empathy was seen as a ‘soft’ approach and was never spoken about, especially to gain results. I focused fully on the customer and was aware of how I was showing up to them. I reflected upon their concerns rather than jumping in with solutions. As Vol . 27

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Conclusion Business is all about how we communicate and how we build human connections to create positive interactions.

When there is a lack of communication, mistakes increase, relationships disassemble, and great sales opportunities are missed. To be high performers who create positive encounters, we need to think about not only what we are saying but also how we are listening.

Active listening is an extremely important skill to develop a humanistic approach to engagement; however, it is something that is unfortunately undertaught and not well understood. We may think we are good listeners, but in reality, we still find ourselves listening to respond, jumping to solutions, and forming judgments. Our ability to listen is a biological function; however, our ability to listen to understand is a skill that must be acquired and developed.

To go from a good listener to a great listener, we must do more to stand out and show up differently. Building our skills of self-awareness and empathy is the game-changing factor in business today that will help us to achieve a high level of active listening where we go beyond merely listening to absorb.

This skill takes time and practice to master, but it is never too late to start your journey to listen louder. You will be surprised with the positive impact it will have on your journey to achieving personal excellence to stand out and show up differently. n Keshini Masani is Principal and Mindset Coach at CXO IMPACT. She can be reached at km@cxoimpact.co.uk. Janti Masani is CEO & Founder at CXO IMPACT. He can be reached at jm@cxoimpact. co.uk.

Ve l o c i t y ®

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CALL FOR VELOCITY SUBMISSIONS

Why Submit an Article?

Article Requirements

the topics most relevant at this time are:

Velocity is the official publication of SAMA. It provides a forum for the exchange of information relating to the practice of strategic account management and is the vehicle that enables SAMA members to be the best community of practice.

Thousands of account professionals, SAM managers, and C-level executives at the world’s largest and most forward-thinking companies read Velocity to learn about best practices and next practices from professionals who are facing the same challenges they are.

Articles must be directly applicable to strategic account management (not just sales). It helps to keep in mind that SAMA’s audience consists of those who work in complex, highly matrixed organizations and focus on building strong and mutually beneficial relationships with a company’s most important customers and partners.

• O rganizing and running the SAM

Articles must avoid directly promoting a product or service.

significant revenue with your customer,

Velocity articles range between 2500 and 3500 words, covering three to five pages.

These ranges are approximate; somewhat over or under these word counts is fine if justified by the content.

externally

By having an article published in Velocity, you’ll be recognized as having expertise on the topic, and you’ll elevate your visibility within the community and your own organization. Your organization will benefit by having its name brought to the attention of the wider community as a thought leader.

But you’re not a writer, you say? Not a problem. Your professional knowledge is more important than your writing skills.

The SAMA editorial staff can help with grammar, organization, and style. If you can write a business letter, you can author an article.

If your firm has a public relations, marketing, or communications department, they may be able to help you document your knowledge and experience. Do make sure, though, that you provide them with in-depth information and that you review their documentation of your knowledge and experience for accuracy and to ensure it meets the article requirements below.

Case Studies Case studies are particularly welcomed, answering the questions and following the format of: • what was the issue; • w hat were the steps taken to address the issue; • w hat resulted for the SAM, the SAM’s organization, and that of the SAM’s clients?

Articles from consultants and academics are welcome, but bringing aboard a practitioner co-author will get you to the top of the pile. If that’s not possible, please consider adding concrete, real-life examples from your work with clients.

Graphics that aid in understanding an article are also welcomed. In addition, please consider contributing original research in graphic form to Velocity’s Data Watch column.

If you’ll be working with graphic designers or printers, have them contact halverson@ strategicaccounts.org for the more technical requirements for graphics.

program central office • G oing

deep:

information

uncovering from

and

strategic

about

the

customer • L everaging technology, data, and/or analytics to change the way you drive working internally and/or collaborating • Implementing innovation • Deploying disruption • Quantifying and validating customer value in a case that resulted in a valuebased price solution or that prevented losing a deal and/or the customer

Elements of a Successful Submission An article doesn’t need to contain ALL of the following, but the more boxes it checks off, the higher priority it will be given. ✓ Practitioner author or co-author ✓ If written by a consultant or academic, must incorporate practitioner point of view ✓ Real, concrete business examples that exemplify the concepts discussed in the article

Who We Want To Hear From

✓ Hard data

✓ SAMs and sales executives, managers, and account managers at all levels

✓ Innovative concepts/“Next practices”

✓ Procurement, strategic sourcing, and supplier relationship management executives

✓ Human element

How To Submit If you already have a white paper, case

✓ Independent consultants and academics working with strategic account organizations. Articles co-authored by a consultant and a practitioner, or an academic and a practitioner, lend credibility to theory.

study, or article ready to go, send it to

Key Subject Areas

description and any supporting materials to

While authors may choose a topic most relevant to their own experience, some of

Velocity Editor-in-Chief Nic Halverson at halverson@strategicaccounts.org.

You

will be notified that your article has been received and is under review. If you just have an idea for an article, send a brief halverson@strategicaccounts.org.