Regional Account Manager - Client Development (Indianapolis)
Regional Account Manager — Client Development (RAM-CD) LGC Hospitality Staffing Full-Time | Base Quarterly Performance Bonus | Multi-Branch, Field & Office |20–25% Travel Reports to the VP of Talent Delivery This is a trainer-coach role measured on results — not a book of accounts you manage yourself. We’re hiring a Regional Account Manager, Client Development to train, coach, and drive the performance of the Account Managers across our branch network. You will not own a region of accounts. You will own what all of them produce together. This is a functional leadership seat: you lead the function of account management, and your specialty is development — growing the customers we already have. First, What Does Not Change Every Account Manager at LGC is an account manager first. Ninety to ninety-five percent of the job is identical in every seat and every branch: own the client, hold the order, keep the client, grow the account, keep the records right. Client Success and Client Development are specialties that sit on top of that shared core — they are not two different jobs. Both are client-facing. Both ask for business. The specialty is only where the extra depth goes. Your Specialty: Growing Them This is inside sales. There are only three ways to grow a business: get new customers, get the ones you already have to buy more, and get them to buy more often. Two of those three happen inside accounts we already serve — and that is the work. Here is what that looks like. A hotel uses us for banquet servers. That same building also has a housekeeping director, a catering manager, and a food and beverage director who all hire temp labor, and we are serving none of them. The manager who already likes us can walk you down the hall and introduce you. That introduction costs nothing, closes faster than any cold call, and we start with trust we already earned — our people have been in that building every week. Your job is to teach every account manager you coach to work their buildings that way, and to be measured on whether they actually do it. You are also trained on payroll and billing, and you cover them when the client success side is out. Billing problems are the second-biggest reason clients leave a staffing company, so nobody in this seat gets to call that somebody else’s department. What you do not carry is the screening requirements our biggest accounts set, or the final sign-off on orders — that sits with the client success side. Some days you’re in a branch coaching an account manager through a referral ask. Some days you’re standing in a client’s building beside that same person, making the call yourself so they can see how it’s done. Some days you’re reading a branch’s numbers to find out why frequency slipped at their third-largest account, and building the plan to get it back. Every day you’re making somebody better at growing what we already won. Read This Part Twice A great account manager finds growth easy — clients like them, so the door opens. A strong salesperson who can’t hold a client past six months would be a nightmare in this seat. We are graded first on keeping customers. Growth is what we bonus. Know how long we play for. We are not trying to hold a client for a season or a fiscal year. We intend to keep them for decades — the accounts your people grow now are accounts we expect to still be serving twenty years from now. A person who wins business and loses it six months later costs us more than they bring in. So if asking a happy client for a referral makes you uncomfortable — if your version of account management is that accounts grow when the sun is out and shrink when it isn’t — this is not your job, and we’d both rather know now. We’re in the hospitality business. Our clients are people people. They want to see you. A Leadership Career, Not a Clock-Out Some jobs are a paycheck you stop thinking about at 5pm. This isn’t that job — and that’s the point. You will build how this company grows its existing accounts: how we ask for referrals, how we find every buyer in a building, how we track what our competitors are holding, and how all of that gets taught to a new account manager in their first month. You’ll hire the account managers you lead, develop them, and — when it comes to that — make the hard call on the ones who won’t get there. You’ll run it on Avionte, our staffing platform (ATS/CRM); organization and attention to detail are a must. Grow your career and your income by making branches measurably better. Coming Out of Restaurants, Hotels, Catering, or Events? If you were the bartender or server in a high-end room who hustled for every dollar of tips, you already have the instinct this job runs on — you read people fast, you ask for the business, and you make regulars out of strangers. If you’ve sold catering, booked events, or managed a banquet operation where the same clients had to come back next year for you to make your number, that’s this job with a bigger territory. You’ll still live in the world you know — from the office and the client’s building, not the floor. No more closing shifts, no more working the event. What You Own Results across your branches — you’re measured on the sum of what your account managers produce, not on a book of your own Client retention first — the floor under everything else; growth bought with churn isn’t growth Inside sales — purchase frequency, purchase size, and referrals at the accounts we already serve The expansion play — mapping every buyer in every building we’re already in, and getting the introduction Knowing who our competitors are serving — which companies hold which clients in your markets, tracked and kept current The training program — curriculum, hands-on practice, repetition, and audit-and-coach; inspection exists to improve performance, not to hand out verdicts Payroll and A/R backup — cross-trained on both, and you cover them when the client-success side can’t The people — hiring, developing, and removing account managers as the standard requires. The best of them become our branch managers; a branch here is a multi-million-dollar operation, and you’re building the people who will run one What You’ll Do Travel to branches to train and coach account managers side-by-side — not from a slide deck Model the work live: make the referral ask, run the expansion call, sit the client meeting beside the person who needs to see it done Teach how to grow an account — finding what makes us a hassle and fixing it so clients call more often, and asking for more of the order where a competitor has half of it Measure everything you’re accountable for. We run on data. If you’re not measuring it, you can’t manage it Read each branch’s numbers and coach the plan — what grew, what slipped, and what you’re doing about it this quarter Carry your own market at the start — in your local market you may be the only person doing this job, so you’ll do it as well as teach it Work alongside our other functional leaders, our Corporate Experience Curator on client experience, and Branch Managers to understand each branch and how its account manager is performing in it Schedule, Travel & On-Call Expectations We’re upfront about this because it’s real, and it’s non-negotiable — we’d rather you know now than find out after you’ve started. Travel is 20–25% of the role, and as needed — you’ll be in branches and in clients’ buildings, not behind a corporate desk The job is a mix of desk work and being present with clients. Both halves are required; neither one covers for the other You’re the escalation tier for the branches you support — including peak weeks, when the whole operation leans forward From time to time you’ll work weekends for large events, like any branch-connected role at LGC This is a hands-on leadership job. It grows into leading others, but it never stops requiring that you show them how in front of a real client How You’re Measured You’re graded first on keeping customers and bonused on growing them. Your quarterly bonus is tied to driving improvement in the branch metrics this role owns: Client retention across your branches — read in both customers kept and dollars kept Purchase frequency and purchase size at existing accounts New buyers opened inside buildings we already serve Referrals asked for, and referrals converted Breadth — whether the results show up across your branches, not just in your best one What It Takes A history of proactive account growth — accounts that got bigger because of something you did, and you can say what it was A coach at heart — you develop people, and their wins are your wins Influence, not a hammer — you get performance through training, coaching, and standards people believe in A people person who asks for the business — referrals, introductions, more of the order; you don’t wait to be offered Experience holding people to a performance standard — and the spine to have the hard conver
