The Account Manager role in the green industry is one of the most critical positions in any organization. Few roles touch as many parts of the business, and even fewer directly influence both revenue growth and client retention. Aside from ownership and senior operations leadership, Account Managers are uniquely positioned at the intersection of operations, sales, finance, people management, and results.

Because of this, developing high-performance Account Managers is not optional—it is essential to sustainable growth.

Account Managers routinely engage with every primary segment of the business. They must understand overall organization and workflow, oversee or interface with operations, represent the company’s brand, manage and grow client relationships, understand financial performance, support compensation structures, and work effectively with people. When this role underperforms, friction appears everywhere. When it performs at a high level, the entire organization benefits.

In practice, most companies operate with one of two Account Manager models.

The first is the Production-Focused Account Manager. This role is common in smaller or emerging companies and is often where the Account Manager position begins. These individuals:

  • Supervise operational crews
  • Manage client properties
  • Sell enhancements or additional services
  • Handle contract renewals

The challenge with this model is the breadth of skills required. It demands operational expertise alongside strong client-facing and sales capabilities — a rare combination. Companies rely on this structure when resources are limited and owners remain closely involved in daily operations, providing hands-on support.

The second model is the Client Relations–Focused Account Manager. As companies grow, the difficulty of sourcing and developing production-focused hybrids often leads to role separation. In this structure, Account Managers focus on:

  • Prospecting
  • Selling base contracts
  • Nurturing client relationships
  • Selling enhancements
  • Renewing contracts
  • Coordinating with Field Production Managers

Operations oversight shifts to dedicated production leaders. This separation aligns roles with natural skill sets, making both positions easier to recruit, train, and scale.

The first step for any owner or leader is clarity. Identify which Account Manager model your company currently uses—or should be using based on growth, complexity, and resources. Once that decision is made, development and training must follow a deliberate, structured path.

High performance does not happen by accident. It is the result of intentional planning, clear expectations, and consistent training. Development should begin with a short-, intermediate-, and long-term plan that defines what success looks like at each stage. Detailed job descriptions must clearly outline pivotal duties and accountability. A visible career ladder should show Account Managers how they can grow, advance, and increase responsibility within the organization.

Equally important is an accountability platform that reinforces desired behaviors and outcomes. This must be supported by a guiding strategy built on vision, mission, and core values. Organizations should consciously reinforce positive behaviors while avoiding incentives that unintentionally reward poor habits or short-term thinking.

Training protocols should be structured and intentional. While the specifics vary by company, training typically falls into three categories: shared competencies, client-focused competencies, and production-focused competencies. Shared training applies to both Account Managers and Field Production Managers and includes organizational duties, sales fundamentals, financial literacy, people management, quality control, time management, and results accountability. Role-specific training then builds deeper expertise where it is needed most.

When companies invest in structured development programs, Account Managers evolve from task managers into high-performance business leaders. The payoff is stronger client relationships, healthier operations, improved financial outcomes, and a more scalable organization.

Simply put, nothing meaningful improves until someone is trained—and trained well.

Be well, do good work, and keep in touch.

Fred