Enterprise Account Manager - Frontline Leader (Specialty Contractors)

Overview

You manage a frontline team of Enterprise Account Managers focused on specialty contractors - electrical, plumbing, HVAC, concrete, etc. Your team handles existing Procore customers, driving renewals, expansions, and upsells. You report to Jennifer McBride and Olivia Henkel, who collectively have 17 years at Procore and deep construction industry knowledge. This is a player-coach role where you're in deals with your team daily while building out forecasts and managing up.

Role Snapshot

Company Context

Stage: Public (NYSE: PCOR)

Size: 4,724 employees

Growth: Mature construction tech platform with strong market position. Specialty contractor segment is a key growth area as they expand beyond general contractors.

Market Position: Market leader in construction management software, competing against point solutions and legacy systems.

GTM Reality

Pipeline Sources:

• 80% Existing customer expansion - your AMs work accounts already using Procore, finding new project types, additional users, or module expansions
• 15% Internal referrals - GC customers referring their specialty subs
• 5% Inbound - specialty contractors reaching out after seeing Procore on GC projects

SDR/AE Structure: No SDR support - AMs self-generate expansion pipeline through account planning and QBRs

SE Support: Shared SE pool for complex demos or technical POCs, but AMs handle most product conversations

Competitive Landscape

Main Competitors:

• Autodesk Build (formerly PlanGrid/BIM 360) - strong in document management
• Fieldwire - simpler, cheaper field management tool
• Sage 300 Construction - legacy ERP with project management modules
• Industry-specific tools (like Service Titan for MEP contractors)

How They Differentiate: Procore is the "platform play" - one system across all trades and project types. They pitch eliminating multiple point solutions.

Common Objections:

• "Too expensive for specialty work" - GCs need this, we don't
• "We already have [X tool] that works for us"
• "Our GCs make us use their platform anyway"
• "Too complex - our field teams won't adopt it"

Win Themes:

• GC collaboration - being on the same platform as your GC customers
• Mobile-first for field teams who don't sit at desks
• Financial integrations for real-time job costing

What You'll Actually Do

Time Breakdown

Deal Reviews (35%) | 1:1s & Coaching (30%) | Forecasting & Admin (25%) | Hiring & Training (10%)

Key Activities

• Weekly Pipeline Reviews: You spend 4-6 hours per week in deal reviews with your AMs. They walk you through their top 10 opportunities, you challenge close dates, ask about champions, and spot where deals are actually stalled. You're coaching them on how to navigate procurement or get to the CFO.

• Riding Along on Calls: You join 3-5 customer calls per week - QBRs, expansion pitches, or sticky renewal conversations. Sometimes you're there to coach, sometimes you're jumping in to handle an escalation or close a deal your AM can't move alone.

• Forecasting Up: Every week you're building and defending your team's forecast to your directors. You need to know which deals are real, which are slipping, and where the gaps are. You're constantly reconciling what your AMs tell you vs. what Salesforce shows vs. what leadership expects.

• Hiring and Ramping: If you're growing the team, you're spending 5-10 hours per week on interviews, reference checks, and onboarding. Specialty contractors are a newer segment for Procore, so you're also building playbooks and teaching your AMs the industry nuances (how electrical contractors think differently than plumbers, what their margins look like, etc.).

The Honest Reality

What's Hard

• Renewal pressure is constant - your team's quota is built on net retention, so every renewal matters. When a $200K account decides to downgrade or churn, it blows a hole in your quarter that's hard to fill with expansions.

• Specialty contractors are price-sensitive - they run tighter margins than GCs. Your AMs hear "too expensive" on half their calls. You're coaching them to build ROI cases around labor savings and rework reduction, but not every prospect buys it.

• You're managing up to two leaders - Jennifer and Olivia both have strong opinions and deep Procore knowledge. You need to balance their feedback, synthesize their coaching, and make sure you're not getting conflicting direction. When they disagree, you're stuck in the middle.

• Your AMs are underwater with accounts - if each AM has 40-60 accounts, they're triaging constantly. Some accounts get neglected until renewal time, then you're firefighting to save the relationship. You're always balancing "focus on expansion opportunities" vs. "don't let renewals slip."

What Success Looks Like

• Your team hits 95%+ net retention (renewals minus downgrades) while also driving 20-30% expansion revenue
• You promote 1-2 AMs internally or they get poached by other teams (sign of strong coaching)
• Your forecast accuracy is within 10% - what you commit on Monday is what you deliver on Friday
• You build enough repeatable playbooks that new AMs ramp in 4-5 months instead of 6-8

Who Your Team Sells To

Primary Buyers:

• VPs of Operations or Project Managers at specialty contractors (electrical, plumbing, HVAC, concrete, etc.)
• CFOs or Controllers - they care about job costing and financial visibility

What They Care About:

• Collaboration with GCs - if their GC customers use Procore, can they get on the same platform?
• Field adoption - will their foremen actually use this, or is it another tool that dies in the field?
• Job cost tracking - can they see real-time labor and material costs per project?
• ROI - specialty contractors need to see payback in 6-12 months, not "strategic value"

Requirements

• 3-5+ years managing quota-carrying sales teams (ideally AMs or AEs, not just SDRs)
• Experience in B2B SaaS - construction industry knowledge is a plus but not required (you'll learn it)
• Track record of hitting team quota consistently (95%+ attainment)
• Comfort with complex, multi-stakeholder deals - specialty contractors often have ops, finance, and field all weighing in
• Ability to coach through objection handling and deal strategy, not just motivational management
• Willingness to be hands-on - you're jumping into deals, not just reviewing dashboards
• Experience with Salesforce and forecasting tools (MEDDIC or similar methodology)