Technical Account Manager

The Technical Account Manager (TAM) is a newly created, strategic service delivery role  TAM establishes clear operational accountability to ensure what we sell is delivered consistently, predictably, and s role bridges the gap between our Technology Directors (who own IT strategy) and our Customer Success Managers (who own client relationships), serving as the day-to-day operational owner at the account level.

The TAM will provide a single point of accountability that prevents delivery drift and protects client satisfaction before issues materialize into escalations, CSAT erosion, or renewal risk.

As client complexity and account count grows, a dedicated operational layer is required to:

Ensure SLA achievement and delivery execution do not fall through the cracks between Service Desk, NOC, SOC, and Professional Services.

Free our Account Managers (AMs) to focus on relationships, renewals, and expansion — without being burdened by day-to-day delivery coordination.

Surface systemic delivery issues early — before they become visible to the client as negative experiences.

Convert Technology Director roadmaps and client success commitments into coordinated operational action.

Support Aldridge's 2026 goal of achieving CSAT of 98 and NPS of 50+ while growing Net retention to 110%.1. Operational Ownership of Service Delivery Own day-to-day service delivery execution across Service Desk, NOC, SOC, and Professional Services for assigned client accounts.

Ensure SLAs, ticket aging, and all client delivery commitments are met consistently and predictably.

Serve as the single point of accountability for delivery outcomes at the account level.

Coordinate across internal delivery teams to resolve delivery conflicts, prioritize work, and manage escalations.

Track and manage open tickets, aging items, and recurring issues for assigned accounts — intervening proactively before client dissatisfaction.
2. Bridging Strategy to Execution Translate Technology Director (TD) roadmaps and IT strategies into coordinated operational action plans.

Ensure client success commitments made by Customer Success Managers are operationally backed and deliverable.

Prevent delivery drift by maintaining alignment between what is promised commercially and what is executed technically.

Participate selectively in Quarterly Business Reviews (QBRs) to provide delivery context and operational accountability.
3. Client Risk Management & Early Warning Proactively monitor delivery patterns, service trends, and ticket data for assigned accounts to surface systemic issues before they escalate.

Identify patterns indicating delivery risk — including recurring incident types, missed SLAs, aging tickets, or user experience degradation — and initiate corrective action.

Act as an early warning system for CSAT erosion, renewal risk, or client dissatisfaction that may not yet be visible in formal metrics.

Maintain current awareness of all material changes and activities within each assigned client environment.
4. Cross-Functional Coordination Work closely with CSMs to ensure operational ownership is clearly separated from the commercial relationship — enabling AMs to stay focused on growth and retention.

Collaborate with Technology Directors on IT roadmap execution and lifecycle management.

Partner with Service Desk management, NOC, SOC, and Professional Services leads to coordinate delivery across the full service stack.

Contribute to near-term opportunity identification — recommending structured improvements to client IT environments and user experience.

Participate selectively in high- and mid-value new logo deal presentations when operational credibility is a key client decision factor.
5. Metrics, Reporting & Continuous Improvement Track and report on key…