ABM Manager Career Guide UK

Most marketing is aimed at audiences. An ABM (account-based marketing) manager aims at companies: a short, named list of high-value accounts, each one treated as a market in its own right. The job is to understand who inside each account decides anything, then run a coordinated, personalised programme of marketing — paid media, owned content, emails, direct mail, events, executive touchpoints — against those accounts with the sales team, and measure the programme by what happens inside the account rather than by traffic or lead volume.

The discipline is built around three tiers, and most people meet them on the job: 1:1, a fully custom programme for a single account; 1:few, a tailored programme for a cluster of similar accounts, usually an industry or a shared business problem; and 1:many, a scaled, personalised campaign running against hundreds of named accounts at once. Wherever you sit on that spectrum, two things define the seat. One, you own accounts — a list, a tier, a portfolio — and you’re accountable for where those accounts progress, not for the channels you ship. Two, the work only works with sales: the account list is agreed with sellers, the plays are built around their pipelines, and the quality of the handoff is where marketing ends and the sale begins.

This guide explains what the work actually involves, what UK employers expect, how the role differs from demand generation, growth, performance marketing and marketing operations, and how people get into it — and where it takes you from there.

What an ABM manager is

At its core, an ABM manager plans and runs account-specific marketing programmes and shows, with data, that they moved the account forward. That means sitting between insight and execution: you know the account well enough to write a proposition for it, you organise the marketing activity that reaches the people who matter inside it, and you report what happened in the account’s deal flow, in terms the commercial leadership can act on.

In practice, UK vacancies take one of two shapes, and it’s worth recognising which one you’re applying to.

The first-seat builder. Some organisations are adding account-based marketing for the first time. The brief then reads much like a founding mission: pick the first set of accounts, design and run the first two or three plays, make them measurable and repeatable, and build the process the rest of the company will inherit. One recent UK freelance brief summed it up directly — the company can name almost every organisation it sells to, so it wants known-account work rather than broad lead generation, and it’s hiring you to own the first plays end to end: outreach, seller briefing materials, a route for quality responses to become real conversations, and results made visible in the CRM. These roles are hands-on by definition. You don’t have an existing programme to plug into; you build the engine, often working alongside revenue operations, customer success and the events team rather than a marketing org chart.

The portfolio owner. More often, the seat sits inside a mature commercial function with an existing motion: you own the 1:1 and 1:few programmes for a set of priority or Tier A/B accounts, focused on expansion and whitespace inside existing customers, or new-logo penetration of strategic targets. The daily work is account planning sessions with sales, executing the coordinated plan against each account, running the weekly account review, and reporting engagement, progression and pipeline influence up the line. In global businesses the seat is frequently regional — executing a global ABM strategy for EMEA or Europe, localising programmes and feeding region-specific insight back to the centre.

One thing to notice: almost no one in this role works alone. Even the smallest ABM seat in a small SaaS company is working with sellers, customer success, revenue operations, content, paid media and events. The difference between the two shapes above is less about tasks and more about altitude — building the process versus running it to a standard.

What the work actually looks like

Here are the main workstreams, with a sense of what each involves in practice.

Account selection, ICP and tiering

Everything starts with the list. You’ll define or refine the ideal customer profile with sales leadership — what industry, size, technology stack and triggers make an account worth the investment — and then tier the accounts. 1:1 gets the most resource: maybe a handful or a few dozen strategic accounts, each with its own plan. 1:few clusters a wider set by industry or shared business problem; 1:many takes a long tail of named accounts and gives them a personalised-but-scalable experience.

The list is never static. One London ABM brief describes the job as defining and maintaining a tiered account model, selecting accounts within each tier using firmographic, intent and engagement data, then continuously refining the list as accounts move through the funnel and as sales gives feedback on what’s working. In a smaller business the same work is lighter: the company can name almost every prospect it wants, so the craft is deciding which accounts get depth, which get clustered, and which get scaled activity.

Intent and trigger data

A distinctive part of this role is reading the signals that tell you an account is in market. In most organisations that comes from intent-data platforms and account-engagement tooling — third-party research signals, plus your own first-party data on which named accounts are engaging with your website, content and ads. You’ll use those signals to sequence: double down on the accounts that show buying behaviour, flag in-market accounts to the sellers who cover them, and re-prioritise the list when triggers appear.

Two honest notes. First, the intent layer is infrastructure — the platforms, the integrations and the data quality sit with your marketing operations or martech team; your job is to operate the signals, not administer the stack. Second, much of this data is directional rather than precise. One UK brief was frank that you’d be working with imperfect data and still expected to make it useful — that comfort with fuzzy input is part of the skill.

Play design: the 1:1 / 1:few / 1:many menu

The unit of delivery is the “play”: a coordinated package of touches with a clear objective, audience, offer, channel mix, sequence and a way to measure whether it worked. Plays take many shapes, and UK job posts show the range:

An expansion play for existing customers, offering new functionality or a new product line to accounts that don’t use it yet — identifying the whitespace, mapping who would buy it, and running the coordinated outreach and content.
A re-engagement play, returning to past opportunities that were lost or stalled, rebuilding the case at the right level for the next budget cycle.
A new-logo 1:few play against an industry cluster: themed content and research, account-targeted advertising, a webinar or industry event, and personalised outbound, all sequenced against the same named accounts.
An executive play in the largest organisations: a bespoke experience for a C-suite contact — a private briefing, a workshop, a customer programme invitation — designed to open or deepen the relationship at the level a deal will actually be decided.

What a play is not: a single email, or a single ad, or a single piece of content. The discipline is the sequence — each touch reinforcing the last, the messaging tailored to the account’s situation rather than your standard narrative, and every touch feeding data back so you know which contacts in which accounts are warming.

Multi-channel account engagement

The channels are the same ones you’ll find in any marketing role, but in ABM they’re orchestrated against a list rather than a segment. Across UK and international posts the common mix is:

Paid: account-targeted advertising on professional networks and programmatic channels, plus retargeting against the named account’s websites — the ads written and tailored to the account, not to a persona.
Owned: email and nurture sequences that reference the account’s situation; personalised landing pages and offers; content repackaged for the account.
Earned and content: case studies, research and thought leadership selected or commissioned because they’re relevant to the accounts on the list, rather than the other way round.
Direct and in-person: direct mail, executive briefings, workshops, customer events and sponsorship — in larger programmes this is a real workstream, with its own creative production and fulfilment partners.
Outbound coordination: the account signals you track are handed to the SDRs and AEs who work the account, with the briefings and talking points to back their outreach.

Notice what’s missing from that list: a generic “campaign” aimed at everyone. In ABM, even a broad 1:many campaign is personalised to the named accounts it targets. That’s the difference candidates get asked about most in interviews.

Sales alignment and joint planning

This is the part of the job that separates ABM from ordinary demand activity, and the part employers ask about hardest. In practice it means: agreeing the account list with sales leadership and the account teams; mapping the buying group in each account — who decides, who influences, who blocks; developing the account plan and the message for each stakeholder; briefing sellers on what marketing is doing and when; sitting in the weekly account review where you see which accounts advanced and why; and feeding their feedback back into targeting and sequencing.

The handoff is where the two sides meet. A well-run seat produces warm, well-briefed engagement that the SDR or account executive can pick up and convert; a badly run one produces impressions someone else has to explain away. You’ll also find the boundary explicitly negotiated in job descriptions: turning account signals into SDR and AE actions, and running a weekly account review with sales, are both named responsibilities in recent posts. Expect to spend real time building that working relationship — and expect it to be the thing that determines whether the programme is judged a success or a cost.

Measuring beyond leads

The scorecard for an ABM manager is deliberately different from the rest of marketing. Across the job posts you’ll see a consistent set of measures:

Account engagement — which accounts and contacts on the list are interacting with the programme, and how deeply.
Buying-group penetration — how many of the relevant people inside the account you’re actually reaching, not just one.
Account progression — where each account sits against a stage model, moving from awareness to conversation to opportunity to revenue.
Pipeline sourced and influenced — the pipeline connected to your accounts, split honestly between what you originated and what you helped along.
Deal velocity and win/loss — in the most senior seats, whether deals in your accounts are actually moving faster and winning more.

The instinct to fall back on clicks, impressions or lead counts is exactly what a good ABM manager is expected to resist. In B2B sales cycles, by the time a lead appears the account influence has already happened; the value of the role is in that earlier, account-level story, told with numbers leadership trusts.

Budget, agencies and production partners

Like any manager seat, ABM carries coordination overhead: content and creative partners producing account-specific assets, direct-mail and fulfilment vendors, events suppliers, paid media teams executing account-targeted campaigns, and — in agency or consultancy settings — the client relationship itself. You’ll set briefs, hold timelines, review what comes back and make the call when the output isn’t account-specific enough. Budget thinking is part of the job too: where the spend goes across tiers, what return each tier’s activity is producing, and what you’d move if the list changed.

A day and a week in the role

Days are shaped by what’s close to launch, but a composite picture tracks across the posts:

Morning: the overnight signals — which named accounts engaged, which contacts clicked, which intent feeds flagged movement — and the inbox, which usually starts with a sales-side question: can we look at this account this week?
Mid-morning: an account planning or working session — with an account executive or business development manager — mapping the buying group, agreeing the message, sequencing the next touches.
Midday: play work — reviewing a piece of account-specific content, brief-checking a direct-mail piece or a personalised web experience, chasing a creative partner on the timeline.
Afternoon: the mechanics — updating the account segmentation, briefing the SDRs on the week’s in-market flags, and the numbers: refreshing the account engagement view and the pipeline attribution, drafting the update for the commercial review.
The weekly rhythm: the account review with sales is the spine of the week; around it sit the content and creative checks, and the paid media pacing.
The monthly and quarterly rhythm: the pipeline readout to leadership, the list review — who moves up a tier, who drops off — and the planning for the next cycle of plays.
Off-desk: where the programme includes events, executive briefings or workshops, those days and weeks pull you out of the office entirely. In a global seat, travel and time-zone overlaps with the regional sales teams are a normal part of the job.

How the role differs from the roles next door

The job market uses several adjacent titles, and the overlaps are real at mid-size scale — which makes the distinctions genuinely useful for choosing what to apply to.

ABM manager versus demand generation manager

An ABM manager owns the account-level plays: the named-account list, the tiering, the account-level messaging, the coordinated execution and the measurement, for a specific set of accounts. A demand generation manager runs the wider programme — integrated campaigns across content, webinars, events, paid, email and account-based activity — and is accountable for pipeline across the whole motion, with ABM as one of its levers. As scale grows, organisations tend to split the ABM seat out of the demand function; at mid-size scale the two often sit with one person, in which case you’ll see job titles that bundle “demand generation and ABM” into a single role.

ABM manager versus growth marketing manager

Growth marketing is product-led and system-first: it owns the whole funnel’s experimentation, from activation to retention, usually in a product-led company, and account-level work is one lever inside the growth loop it runs. The ABM manager owns the account-based discipline itself — the selection, tiering, play design and the standing working agreement with sales — and is measured on the progress of a named portfolio. In a product-led B2B company you’ll see the two teams work closely on the same accounts; in a services or industrial business, the growth function may not exist at all and the account-based seat is the whole relationship with the account.

ABM manager versus marketing operations manager

The marketing operations manager owns the infrastructure: the CRM and marketing automation platforms, the integrations, the data quality, the tracking, and the dashboards that the programmes run on. The ABM manager owns the programmes that run on top of that infrastructure — and in particular the layer of intent-data and account-engagement tooling that most organisations treat as operations territory. They’re close neighbours and often the two people in the room when a tracking issue derails an account play: one is accountable for the systems, the other for what the systems are used to do.

ABM manager versus performance marketing manager

A B2B performance marketing manager owns the paid acquisition engine — the targeting, bidding, creative and channel economics of paid media, judged on the return those channels produce. The ABM manager uses account-targeted paid as one channel inside a broader account plan, alongside email, content, events and direct touch. The metrics overlap, the teams hand each other briefs, and moving between the two seats — one way or the other — is a normal career step.

ABM manager versus the sales development (SDR/BDR) and account teams

The SDR and the account executive sell: they work the conversation, qualify it, book the meeting and carry the number. The ABM manager makes the account aware, warm and ready, and hands over a working engagement with the context to make it useful. The quality of that handoff is where the two roles meet — and keeping the definition of “qualified” honest between marketing and sales is part of the job, not a footnote.

One practical warning that carries across all of these: a job title is not a scope statement. An “ABM Manager” at a thirty-person SaaS company may be the entire go-to-market pipeline function — picking the accounts, writing the emails, running the paid and doing the reporting. A “Senior ABM Manager” in a global corporation may own one industry vertical within a team of ten, with the rest of the machine built by others. Judge each advert by what it actually asks: the size of the account portfolio, the channels named, the reporting line, and whether you’re building the process or running it.

How the role changes with the employer

In-house versus agency and consultancy desks

In-house ABM is about owning outcomes for your own product or service. You sit close to the commercial numbers and the customer, and your programme is measured against your own pipeline. The work can be broader than the title suggests — in a smaller business you may touch content, events, paid and direct mail — and the route above the seat is the standard in-house ladder.

Agency and consultancy desks run account-based programmes for clients, often embedded inside a client’s industry or sector team. The work is the same discipline at a client’s scale: account plans, multi-channel campaigns, events, budgets and reporting — but across several clients at once, with the added layer of client service and expectation management. This shape is a genuine route into in-house ABM later, because you’ve already seen how the discipline works across different contexts; the trade-off is that your depth follows the client, and the commercial pressure of the account shapes the work.

Sector — and the flavour of the account work

UK and UK-adjacent ABM seats concentrate in a few sectors, each with a different texture:

B2B software and technology is the largest pool: the deepest ABM functions, the most platform tooling, and programmes organised around motions — new logos, expansion, re-engagement — rather than campaigns.
Industrial, manufacturing and deep tech — aerospace, automotive, energy, materials — where the target list is short and named, the buying groups are senior and technical, and the work is more account-level than campaign-level. A science-organisation seat in the recent posts was built exactly on this: a small portfolio of high-value accounts across aerospace, transport, energy and infrastructure, with the job measured on engagement, pipeline influence and account progression.
Professional services and research — market intelligence, talent, consulting — where ABM is the engine for growing into the accounts that matter, and the craft leans on repackaging your firm’s expertise into account-relevant insight rather than on high-volume paid.
Financial services and fintech — from AML and risk software to banking platforms and financial data — a sector that appears across the posts, often with vertical-specific plays and the expectation that you understand the regulatory and procurement reality of the buyer.

Company stage and seat maturity

At a start-up the role is broad and hands-on: you build the first plays, make the calls without much overhead, and work with imperfect data — the first-seat shape described above, and a genuinely good way in if you want ownership. At a large business the role is usually one vertical, one region or one tier with real depth: a bigger budget, a team and shared services beneath you, more platform tooling, and more internal process between your idea and its launch. Neither is better by default — the small-company version builds range faster, the large-company version builds depth and credibility faster.

Skills and tools: what employers actually ask

Employers don’t expect the same toolkit from every candidate, and a job post that names specific tools is telling you where the weight of the job sits. But the pattern across UK and international posts is consistent.

The core skills

Account thinking — the instinct to understand one company, its business, its people and its problems, and to build a proposition around it rather than around a persona.
Multi-channel orchestration — carrying a coordinated play from brief to debrief across paid, owned, content, events and direct touch, without one touchpoint quietly slipping or the message going generic.
Sales partnership — influencing and being influenced by the account teams; holding the list, the briefings and the review to a standard, and surviving the boundary arguments about who owns a prospect.
Data literacy — reading account engagement, intent signals and pipeline data; comfortable being wrong and adjusting, and able to tell a true story about influence rather than a flattering one.
Commercial awareness — understanding what an account is worth to the business, and tying activity to revenue, retention or expansion, not just awareness.
Stakeholder management — working across content, creative, paid, events, customer success and revenue operations, often without formal authority over them.
Written communication — briefs, account-specific messaging, the plain-English version of an influence story. In ABM the writing is where the personalisation shows, and it’s a recurring explicit requirement.
Project management — a play is a small project with a timeline, a supplier and a deadline; running several at once is the norm.
AI fluency — a growing number of recent posts ask for hands-on comfort using AI tools for account research, personalisation, briefs and reporting. The bar is practical, not academic: describe how you’d use it in your own workflow.

The tools — commonly seen, versus specialist

Common in almost every post: a CRM — Salesforce and HubSpot are the two names that recur — and working familiarity with marketing automation and lifecycle tooling for journey, segmentation and measurement where you’ll build or operate the nurture.
Common where the role is outbound-heavy: professional-network sales tools and sales-engagement platforms (Sales Navigator, sequence tools) — these appear in the posts where the play leans on coordinated outreach.
Common for the paid layer: account-targeted advertising on professional networks and programmatic channels; a working knowledge of how account lists feed targeting, and how retargeting follows named accounts.
Specialist, and specific to the seat: ABM and intent-data platforms — 6sense, Demandbase and similar — appear in the posts with explicit intent-data scope, and they’re a requirement of that specific post, not of the title generally.
Supporting, at scale: reporting and BI tooling, web personalisation, direct-mail fulfilment, and content or creative production partners — these sit underneath the plays in larger organisations and you’ll work with them rather than run them.

The honest read: the tools that matter to you are the ones inside the role you’re applying for. A post that names HubSpot but no intent platform is telling you where the seat sits; a post that names 6sense is telling you the data layer is already built and you’ll operate it.

Qualifications and routes into the role

This is one of the easier B2B marketing titles to reach without a specific formal qualification, provided you can show you’ve done the work — and the posts back that up. Most ask for a band of B2B marketing or demand-generation experience behind the title (roughly three to five years, with senior and enterprise seats asking for more), and a track record of working alongside sales on named accounts with results you can point to. Degrees are common in the background of people in the role and appear in some larger-organisation adverts, but they’re not a gate — the lane is skills-evidenced.

ABM-specific credentials

A few credentials carry weight where the role is platform-specific, and most of the credible ones are free:

Demandbase runs an ABM certification with a foundations course and a final exam — a recognised starting point for the platform and for ABM fundamentals more broadly.
6sense offers public certifications open to anyone, covering ABM strategy and account-based marketing practice, with a shareable credential you can put on your profile.
HubSpot’s academy covers account-based marketing within its ecosystem — a useful, freely-available foundation if your stack leans that way.
Inflexion Group’s ABM Academy, based in the UK, runs practitioner-level ABM training and public accreditation — a more specialist option if you want depth beyond the platform offerings.

Treat these as a credible answer to “how have you kept developing yourself?” rather than as a requirement — and pair whichever you take with a live example of a play or an account you’ve worked on. The Chartered Institute of Marketing’s ladder remains the most recognised general-marketing qualification in the UK and supports the broader base these roles are built on.

The routes people actually take in

From demand generation or lifecycle marketing — the most common path. You already understand pipeline metrics, campaign operations and marketing automation; the move is narrowing your targeting from broad audiences to named accounts and shifting the success measure from leads to account engagement and influence.
From sales, or the seats around it — SDRs, BDRs, business development and account teams all bring the account knowledge and the sales-cycle fluency that most marketers lack. What makes a good handoff, what a deal actually looks like, what sales disqualifies and why — that’s the strongest transferable asset you can bring.
From field or events marketing — you’ve already lived the awareness-to-qualification journey and worked close to the sales organisation; ABM gives that knowledge a structured, multi-channel home.
From marketing operations — you built the infrastructure the discipline runs on: the CRM, the automation, the integrations, the scoring. The move is from building the pipes to designing what flows through them, and your data fluency is a genuine differentiator.
From partner or channel marketing — working with a partner as an account is very close to working with a customer as an account; the skills and responsibilities map directly.
From PR, communications or content — a less obvious route that works where the candidate is business-minded enough for the research and the numbers and the account team.

If you’re thinking your way in from outside the discipline, the single most useful thing you can do is run a small pilot: pick twenty to fifty accounts, build one coordinated multi-channel play, run it for a quarter, and document the results against your standard marketing work. That becomes your case study — the thing that turns an adjacent background into a credible ABM claim.

Where the career goes next

The standard ladder above an ABM manager runs: senior ABM manager → head of ABM or demand → director of ABM or demand → the C-suite and commercial leadership that sits alongside it. Titles vary by organisation and region, and in some seats the ladder is really the demand-generation ladder with ABM as the senior specialism; in others the ABM track stays distinct, with its own reporting line into the commercial or revenue function.

What typically unlocks the next step:

Owning a bigger account portfolio or a wider tier, with a defensible story for its contribution to pipeline and revenue.
Running the measurement and reporting framework yourself — engagement, penetration, progression, influence — and being the person leadership trusts with the number.
Leading a team or an agency to a standard, not just coordinating their tasks.
Building the account selection and tiering model, not just executing plays on a list someone else picked.
Being fluent in the commercial language of the business — margin, win rate, velocity, CLV — at the level of the executive table.

Off the main ladder, the role opens several lateral doors that many people find more interesting than going up:

Revenue and go-to-market leadership — for the candidate whose favourite meeting is the revenue review. The discipline’s close work across marketing, sales and data makes it one of the stronger feeder lanes into revenue-operations and GTM leadership.
Demand generation leadership — a natural direction for the candidate who found the broader programme, the campaigns and the channel mix to be the most interesting part of the work.
Field, events or executive marketing — for the candidate who found the in-person and executive-engagement half of the job to be the most exciting part.
Product or partner marketing — a natural exit if you’ve been working close to the product narrative or the partner channel.
Agency or consultancy ABM — running account-based programmes for multiple clients, permanently or on a fixed-term basis, which a portfolio of client-facing programme work supports directly.

Candidate questions, answered

Is ABM the same as demand generation? Not quite, and it matters when you’re reading an advert. Demand generation is the wider programme — campaigns, content, events, paid, email — accountable for pipeline across the whole motion, with account-based work as one of its levers. ABM is the account-level discipline itself: the list, the tiering, the plays, the measurement, for a specific set of accounts. In many B2B organisations the two sit under one person; in larger ones they’re distinct seats, and an advert that says “demand generation and ABM” is usually the combined one.

What do 1:1, 1:few and 1:many actually mean? 1:1 is a fully custom programme for a single account — the deepest work, the most resource, the highest stakes. 1:few is a tailored programme for a cluster of similar accounts, usually an industry or a shared business problem, so the personalisation is real but the effort is shared. 1:many is a scaled, personalised campaign against a large named list, where the personalisation comes from segmentation and data rather than from hand-crafting each account. Most organisations run one or more of the three, and a senior seat will own the mix.

Do I need to know the ABM platforms before I apply? Working familiarity with a CRM and a marketing-automation platform is the most common ask, and the requirement is functional — build the journey, segment the list, read the report. Intent-data and ABM platforms are a specialist layer, present in the posts with explicit ABM scope and absent from most others. If you’re confident in one platform’s concepts, the transferable part — segments, scoring, journeys, measurement — is what interviews actually probe, and the specialist platforms build on top of exactly that.

Can I get into this from a sales or SDR background? Yes, and it’s a recognised route — probably the strongest one, because you already understand the account and the deal. The gap to close is the campaign side: the content, the paid, the orchestration, the measurement. Frame it as a story of the handoff you’ve already seen from the other side, and point to any account work or outreach you’ve run alongside your selling.

Do I need a degree or a specific ABM certification? Neither is a gate for most seats. Degrees are common in the backgrounds of people in the role, but the lane is skills-evidenced, and plenty of candidates arrive with other degrees or none. For certification, the credible options are mostly free — a Demandbase ABM certification, a 6sense public certification, a HubSpot course — and the Inflexion ABM Academy offers a more specialist UK route. Pair any of them with a concrete example of a play or an account you’ve worked on, and they’re a credible answer to “how have you been developing yourself?”

Is this a remote-friendly role? A meaningful share of UK ABM roles are hybrid or fully remote, especially in B2B technology, software and professional services — the work is done in a browser and a set of platforms. The exceptions are the event-heavy, executive-engagement and in-person-play seats, where the workshop, the briefing and the customer event are the point of the role. Read the location line, but also read the responsibilities: a seat built around in-person plays will expect you in the room regardless of the hybrid wording.

What do interviewers actually test? A handful of questions cover most of it: how did you pick the account list, and what was the logic behind the tiers; describe a play you ran end to end and what you changed as a result; how do you measure influence, and what’s the difference between sourced and influenced pipeline; how do you work with sales on the handoff and the review; and where would you use the AI tools you know in an account-based programme? Prepare one honest, specific answer for each — each is a story you can tell, and in this role the story is the credential.

Take the next step

If you’re ready to start looking, it’s worth having your profile in place before you see the job you want: The Hidden Market offers free candidate registration and a matching-led marketing jobs area, so you can be set up and ready to move when the right role appears. You can create a free candidate profile at https://www.thehiddenmarket.com/candidate-quick-register and browse the marketing jobs area at https://www.thehiddenmarket.com/jobs/marketing.

Whatever stage you’re at, the single most useful thing you can do this week is write, in one paragraph, the story of the account you’ve moved furthest — what the account was, what you did with and alongside the people selling into it, and what it did for the business. Every application, interview and promotion conversation in this career starts from that paragraph.