Director of Client Services

Job description

We are a full-service advertising and digital marketing agency in Plymouth Meeting, with 16 years of experience. We handle paid search, paid social, SEO, creative, video, web development, and client services in-house. Our clients are on monthly retainers, focused on home services and healthcare, and range from single-location operators to multi-location groups.

Three-time Inc. 5000. Ten consecutive years on Philadelphia's Top 100 Fastest-Growing Companies. Two-time US Search Award winner. ServiceTitan Marketing Partner and Nexstar Network Strategic Partner.

We run on EOS. We have a real weekly leadership meeting, real quarterly rocks, and a real accountability chart. We are profitable and we are not in a turnaround. We are building the leadership layer a company our size should have had two years ago, and this is one of those seats.

WHAT SUCCESS LOOKS LIKE AT TWELVE MONTHS

MRR retention at target on a trailing twelve-month basis, with churn risks surfaced well before they land

A published service tier model, with every client assigned to a tier whose service level its fee actually supports

Every active client has a named owner or a named service track, and a documented strategy

Every account book sized against a documented capacity model in hours, and rebalanced quarterly

Account-level contribution margin visible and trending up, not just revenue

A bench deep enough that a departure is absorbed rather than escalated

Save plays documented and reviewed on cadence, not invented per situation

WHAT YOU OWN

Five accountabilities. Each one is measured on a scorecard you will see before you accept.

1. Retention, revenue and account economics

Own the retention picture across the entire client base. Churn risk gets flagged early enough to do something about it, not reported after the fact. Save plays get written down, reviewed on cadence and improved. Client communication and escalation standards get documented and enforced across the team rather than living in each person's head.

You also own whether the book is worth serving. You can tell the difference between a client who is unhappy and a client who is unprofitable, and you act differently on each.

HOW IT IS MEASURED

MRR retention at or above target, trailing twelve months

Net revenue retention measured and trending up

Churn risks flagged with meaningful lead time

Save plays documented and reviewed monthly

Account-level contribution margin reported monthly, with the bottom decile on a documented plan (reprice, retier, or exit)

2. Team leadership, coaching and bench

Own the cadence. Regular one-on-ones with every account manager, plus a short written weekly check-in from each of them against their own numbers, read and answered the same day. A live team scoreboard everyone can see. Performance problems handled inside the week, not saved for the next one-on-one. Documented growth plans per person, reviewed quarterly. You own recruiting, onboarding and the ramp standard for every new hire in the function.

Bench depth is an explicit deliverable, not a hope. We have lost people from this function and we are not willing to be in that position again.

HOW IT IS MEASURED

Cadence held without exception

New hires carrying a full book at standard capacity inside the ramp window

Documented growth plans producing measurable progression

Reviews and quarterly people assessments completed on schedule, not batched

Voluntary regretted turnover inside the function at or below target

Own how the book is loaded and how it is tiered. Every account book sized against a documented capacity model in hours per month, not by client count and not by who happened to sell it. Rebalanced quarterly. Nobody carried outside the target load band.

You also own the service tier model. Not every client can support a named account manager, and pretending otherwise is how a team gets stretched to the point of failure. You define the tiers, set the fee thresholds, and assign every client to the tier its economics support.

Scope changes are either billed or written down as a documented exception with a named reason, because silent scope creep is how an agency works more and earns less.

Fair warning: the capacity model does not exist yet in the form this seat needs. Building it is a cross‑functional job and you will not be doing it alone, but you will own using it.

4. Top-of-book presence and account coverage

You are present at the top of the book without owning it. You sit in quarterly business reviews for strategic accounts alongside the named strategist rather than instead of them, you own renewal and expansion pricing at the top of the book, and you make sure our largest relationships are on documented multi‑year expansion plans rather than year-to-year hope.

You also own coverage. When a written trigger fires, you personally take accounts for a defined period and hand them back on a defined date. The triggers and the handback windows are agreed before you start, not improvised when the week gets hard.

5. The delivery handshake and onboarding

Partner with sales and delivery on the handoff. A documented onboarding process executed on every new client, internal and external kickoffs on cadence, and no surprise contracts landing on the delivery team. Every new account assigned against the capacity model rather than to whoever answers first.

You do not set delivery capacity, but you do co‑own the weekly reconciliation between what client services has committed and what delivery can actually staff. That meeting is standing, it is yours and the delivery lead's jointly, and where the two sides cannot reconcile it escalates the same week rather than being absorbed by whoever is most conscientious. We are explicit about this because the seam between client services and delivery is where most of our operational failures have happened, and we are not asking you to negotiate across it without a mechanism.

WHAT THIS SEAT IS NOT

Not an escalation desk. Your job is to build the standards that reduce escalations, not to personally absorb them.

Not a senior account manager with a bigger title and more accounts.

Not a player‑coach by default. You will be in front of clients constantly. You will not own a roster unless a written trigger puts one there.

Not delivery execution. You do not write delivery SOPs and you do not set production capacity, though you do co‑own the weekly reconciliation between demand and supply.

Not new business sales strategy, though you will own renewal and expansion pricing at the top of the book.

Not the agency‑level utilization target. You own how the book is loaded and tiered. Someone else owns the supply side and the overall number.

WHAT YOU NEED TO HAVE

Experience

Seven or more years in account management leadership at a digital marketing agency or a comparable services business

You have personally led an account management team carrying a substantial book, and you can tell us what it was worth

You have built documented retention and growth processes, not just followed someone else's

You have hired, onboarded and ramped account managers rather than only inheriting them

You have had the hard conversations: pricing, terminations and account manager performance problems

EOS or a comparable operating system is a plus. Home services or healthcare client experience is a real plus.

Skills

Book economics. You read retention metrics and account-level profitability without help, and you can tell the difference between a client who is unhappy and a client who is unprofitable.

Capacity math. You size a book against a model in hours using actuals, not estimates and not client counts. This is the skill we are screening hardest for.

Portfolio design. You have built or run a tiered service model, and you can defend where the lines go and what happens to the clients below them.

Coaching range. You coach senior, mid-level and junior people differently, and you know which one is in front of you.

Hard conversations. Price increases, terminations and underperformance, handled directly and documented afterward.

Translation. You turn marketing data into business outcomes a contractor or a practice owner will actually act on.

Cross‑functional weight. You hold a line with delivery, sales and finance without it becoming a standoff.

Traction

Every active client has a documented owner and you know which ones are at risk

At‑risk accounts identified and stabilized, personally where needed

Retention picture understood: what churned last year, why, and whether anyone saw it coming

Baseline load measured per person against actual hours, before any further movement

One‑on‑one cadence live with every direct report inside week two

Current state of standards documented: what is written down, what is tribal

Weekly written check‑in operational for every account manager

Team scoreboard live and reviewed weekly

Capacity model published and every book baselined against it

Service tier model drafted with fee thresholds and proposed client assignments

Every direct report has a current scorecard

Coverage trigger thresholds defined, agreed in writing, and any accounts you inherited on arrival scheduled for transition out

Escalation and communication standards documented and issued

Service tiers approved and clients assigned

First quarterly rebalance completed against the model and the tiers

Nobody outside the target load band without a documented plan

Weekly capacity reconciliation with delivery running as a standing meeting

Save plays documented and reviewed once as a team

Onboarding process documented and run on at least one new client

Growth plans documented for every direct report

Your manager is out of day‑to‑day client services entirely

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Who can apply

Review the original listing for work authorization, qualifications and employer requirements.