Director of Strategic Account Management

The Role

AMZ Prep is an Amazon-first 3PL and commerce enablement company. We run 20+ warehouses across the US and Canada, move over 200,000 units a day, and support more than 1,300 brands.

We started as a fulfillment company, and we are becoming an AI and software-first one. Our largest brands sit at the center of that growth, and we are building a Strategic Account Management team to own those relationships end to end.

About the role

The Director of Strategic Account Management leads the team that owns our largest, fastest-growing and most complex customers. The role sits where commercial strategy meets operational execution. You'll build the framework we use to keep, grow and deliver value to our top accounts, and you'll be the executive face of AMZ Prep to their leadership teams.

The heart of the job is closing the gap between what we promise and what we deliver. You'll set up a formal Account Health review that gives Commercial and Operations shared accountability for every strategic account, so issues surface early and get fixed fast. Our Customer Ops team runs daily execution, which lets you and your team focus on strategy, growth, recovery and the long-term value of each relationship.

You'll report to our Chief Revenue Officer, lead our Strategic Account Managers, and work closely with Operations, Finance, Pricing, Sales and Product. The team is new, and you'll write the playbook we scale in 2027.

Our values (important to align with):

• Win Relentlessly: Move fast, stay resilient, and raise the bar.
• Own the Outcome: Take responsibility for what you build and fix problems when they arise.
• Be Humbly Confident: Communicate directly, collaborate well, and leave ego at the door.
• Obsess Over Data: Use data to make decisions, measure results, and continuously improve.

What you'll do:

1. Own NRR Across the Strategic Portfolio

• Own gross retention, expansion revenue and total account growth for every strategic account
• Build an expansion plan for each top account covering new services, channels, volume and network footprint
• Find white space, size it in dollars, and drive it to close with Sales
• Own contract pricing strategy, renewal pipelines and CRM hygiene, partnering with Pricing and Sales leadership to grow accounts and reduce portfolio risk
• Represent the full AMZ Prep offering, including fulfillment, Amazon prep, freight, parcel and our software, and lead large customer initiatives such as Seller Fulfilled Prime rollouts and carrier renewals

2. Carry a Personal Book as Executive Sponsor

• Serve as named executive sponsor on a defined list of strategic accounts
• Build and hold relationships with founders, C-suite and VP-level leaders, attend their business reviews, and own their health, growth and renewal
• This is a hands-on book with your name on it, alongside leading the team

3. Build the Account Health Framework

• Review every strategic account weekly for health, revenue trend, margin and risk
• Build and own the account health cockpit so issues surface early, while there is still time to act
• Establish a formal Account Health review with Operations that gives Commercial and Operations shared accountability for what we promise and what we deliver
• Turn what the cockpit shows into action: who owns the fix, by when, and what the customer hears
• Make sure every customer sends a monthly forecast, so our network can plan capacity around their volume

4. Run the Account P&L

• Own account-level profitability, renewal pricing, credits and AR exposure across the portfolio
• Pull the margin levers: parcel carrier mix, warehouse rate negotiations and service design
• Work with Finance and Strategy to turn their margin findings into account-level decisions

5. Lead Escalations and Back the CSM Team

• Serve as the final internal and external escalation point for critical account health issues
• Support CSMs on escalations early, before an issue puts the account at risk
• Organize multi-issue accounts into one recovery plan with clear owners, dates and a single update to the customer
• Drive every escalation to closure fast, with aged issues reviewed weekly until they are cleared
• Protect the relationship first, so we never lose a customer over an issue we knew about and did not close
• Make the call on credits and concessions within thresholds agreed with Finance, then own the outcome with the customer

6. Build the Account Management Standard

• Design and run the commercial framework that drives retention, value delivery and continuous improvement across strategic accounts
• Define the operating model for Strategic Account Management, including the line between Account Managers and CSMs
• Standardize the account plan, the QBR and the churn-mitigation playbook across every strategic account
• Turn every recurring fix into an SOP, so the next customer doesn't hit the same problem
• Set credit authority thresholds by level, approved by Finance

7. Build the Team

• Hire, coach and scale a team of Strategic Account Managers
• Build a culture of proactive problem-solving, strong account planning and career growth
• Own succession planning, and create a path for our best CSMs to grow into Strategic Account Management
• Design incentives that reward Account Managers and CSMs for expansion and referrals as well as retention

8. Close the Loop with Product, Operations and Sales

• Launch and grow NPS and CSAT, so we measure the customer's voice directly
• Collect customer feedback on our reporting and dashboards through Relay, our customer platform
• Turn feedback into roadmap items and operational fixes, then tell the customer when they land
• Run a standing forum with Operations and Sales where repeat service failures get root-caused and assigned

9. Bring the Market to the Leadership Team

• Give leadership data-driven insight on competitive threats, market shifts and ecommerce trends seen from inside our accounts

What you'll bring:

• 3-7+ years in customer experience, account management or customer success leadership.
• 5+ years managing managers in a high-growth environment.
• Ownership of an NRR or expansion number, not just gross retention.
• A track record on multi-million dollar portfolios, including high-stakes renewals and contract negotiations.
• Ideally 3+ years of experience in eCommerce, logistics, fulfillment, freight, shipping or supply chain, with a proven B2B track record inside that world. You should already speak the language of DTC brands, 3PLs and fulfillment operations without needing it translated.
• Executive relationships you carried personally at enterprise accounts while running a team.
• A history of finding white space in existing accounts and closing upsell and cross-sell with Sales.
• The ability to turn account data into plans that move NPS, CSAT, gross retention and NRR.
• A working understanding of integrations and implementation, because the customer experience starts before the first order ships.
• Communication strong enough to move our executive team and a customer's C-suite.

Bonus points

• Background in 3PL, warehousing, fulfillment, freight or global ecommerce high highly ranked.
• Led a team through a real organizational change or transformation.
• Hands-on with a CRM such as HubSpot, Front, or Gainsight, and a BI tool such as Tableau or Power BI.
• Has built account health scoring or a customer dashboard from scratch.
• Consulting background at a top strategy or operations firm such as McKinsey, BCG, Bain, Deloitte or Accenture
• Consulting work in supply chain, logistics, fulfillment or operations transformation

Scorecard (how you are held accountable):

NRR is the number for this seat because it captures retention and expansion in one figure. Weekly rows below are leading indicators; targets get set once the baseline is in.

Weekly (EOS scorecard)

• Enterprise revenue run rate
• Is the portfolio growing or shrinking this week
• Accounts flagged red or yellow (count)
• How much risk sits in the book
• Open escalations aged over 7 days
• Whether problems are getting solved or parked
• QBRs completed vs scheduled
• Whether the account rhythm is actually running
• Exec sponsor touchpoints completed
• Your personal book, tracked apart from the team
• Expansion pipeline created ($)
• Whether AMs are playing offense
• Credits issued ($)
• Cost of service failures
• AR over 7/30/60 days ($)
• Cash risk inside the portfolio
• NPS or CSAT responses received
• Whether we are hearing from customers at all

Monthly and quarterly

• Gross revenue retention and NRR
• Expansion revenue closed
• Logo churn and revenue churn
• Account-level gross margin across the enterprise portfolio
• Credits as a percent of revenue
• NPS and CSAT scores

Example of rocks / projects:

Example of projects (what we call rocks) outside of the day to day operation you'd own:

• Complete a health and margin assessment of every enterprise account, with each one scored and assigned an owner.
• Define the AM vs CSM line and the credit authority thresholds by level, approved by Finance.
• Name the sponsored account list and hold a first executive meeting with each.
• Launch the first version of the account health cockpit with early warning flags.
• Roll out the standard QBR model to 100% of enterprise accounts.
• Stand up the churn-mitigation playbook with defined triggers and a documented response for each.
• Get account-level P&L live so every AM and CSM sees the margin on their own book.
• Build the expansion plan for the top accounts and open a defined pipeline value against it.
• Reduce credits as a percent of revenue to an agreed target.
• Launch NPS and CSAT with a response-rate target.

Ongoing

• Design and fill the CX org for the next stage of growth.
• Run the recurring forum with Operations and Sales where repeat service failures get root-caused and assigned.

If interested, complete our culture test here:

https://culture.amzprep.com/t/amz-prep-culturetest

and email [email protected] with your 1 minute video why you'd be a good fit.