15 years of enterprise B2B account management. 155% average quota attainment across 6 consecutive years in the top 10% of a national salesforce. One flagship account grown from $40K to $1M. The close is the entry fee. The expansion is the win.
Most sales orgs celebrate the signature and move on to the next logo. But the account you already have is the cheapest revenue you will ever earn. Enter small, prove value, earn the next category, and one $40K relationship becomes a seven-figure partnership. That is not luck. It is a method.
Year 1: office supplies. $40K. Showed up every quarter with data on what they ordered, what they did not, and what they were buying elsewhere. Year 2: earned facilities and safety. $120K. Year 3: became the go-to vendor on a Department of Defense contract for cleaning chemicals, sanitization, and PPE. $1M.
Enter small. Prove value. Expand deliberately. Never leave a client wondering whether you have forgotten them.
Entered a government account at $40K selling general office supplies, desk chairs, and monitors. Showed up every quarter with purchasing data instead of a pitch. Year two earned the facilities and safety category at $120K. Year three, when the client won a Department of Defense contract, I was the vendor they called for commercial cleaning chemicals, sanitization, and PPE. The account closed the year at $1M, twenty-five times its entry value.
A $60K account was walking. Instead of calling the decision-makers to negotiate, I went to the end users first, the people actually placing orders and living with the service failures. They told me exactly where we were losing them. I reset expectations at the buyer level, brought tailored fixes to the decision-makers with the users already on my side, and returned the account to its full revenue potential. Retention is not a renewal conversation. It is a daily practice.
Took over a five-store Mattress Firm district ranked 6th of 7 with quota attainment stuck at 70-80%. Stopped coaching the role and started coaching the person: weekly one-on-ones, development plans matched to each manager's actual barriers, real-time corrections on the floor. One location had burned through 4 managers in 4 years; I developed that manager from wanting to resign to a 3-year run at 90%+ of budget. The district finished 2nd of 7 at 90%+ attainment on $7.3M in annual revenue. Area Manager of the Year, 2016.
The complete method I run on every account. No sign-up, no download, no email wall.
Take whatever category the client will give you, even the smallest one. The first order is not revenue, it is an audition. Deliver it flawlessly and document everything. My $1M flagship started as $40K of desk chairs and monitors that nobody else wanted to fight for.
Decision-makers tell you what they are supposed to say. End users tell you the truth. Before every expansion conversation and every renewal, I meet the people actually placing orders. That habit alone saved a $60K account that was already halfway out the door.
Never pitch the whole catalog. Identify the one adjacent category where the incumbent is weakest, build the case with the client's own purchasing data, and win it. Then repeat. Supplies became facilities. Facilities became safety. Safety became a Department of Defense contract.
Quarterly reviews with real analysis: what they bought, what they stopped buying, where they are leaking spend to competitors. Pattern recognition is the edge. Clients keep vendors who make them smarter. That rhythm is why my book renewed at 155% of quota for six straight years.
I have spent 15 years proving that the account you keep is worth more than the logo you chase. At Staples Contract & Commercial I ran a book of 40-50 named government, education, and commercial accounts, producing $700K a year against a $450K quota, 155% attainment, top 10% of the national salesforce every single year, and opening 75-80 new accounts annually on a 30-day cycle.
Before that, nine years at Mattress Firm taught me how revenue teams actually improve. I managed a $7.3M five-store district, trained 300+ salespeople across the Houston market, and integrated 15 acquired competitor stores to a 100% revenue lift in six months, doubling each store from $30K to $60K a month.
What separates me is pattern recognition. I am analytical by nature. I see which accounts are trending toward risk or expansion before they announce it, I target the right buyer at the right moment, and I follow up in a way that produces revenue instead of noise. Sales Excellence Award three years running. Million Dollar Writer three years running. Area Manager of the Year.
Open to Senior Account Manager, Strategic Account Manager, and District Sales Manager roles. Remote US preferred.