Account Manager

About The Team/Role

This is a commercial role. You will own a named book of 150–180 accounts, serving as the primary commercial relationship between WEX and the customer. You will be expected to diagnose account health, hold pricing conversations without flinching, deliver program value before any concession, and manage a portfolio with the discipline of someone who has done it before. The infrastructure — Salesloft cadences, Salesforce health scoring, automated M  via Rox, POD support — is being built alongside you.

This is a commercial role. You will own a named book of 150–180 accounts, serving as the primary commercial relationship between WEX and the customer. You will be expected to diagnose account health, hold pricing conversations without flinching, deliver program value before any concession, and manage a portfolio with the discipline of someone who has done it before. The infrastructure — Salesloft cadences, Salesforce health scoring, automated M  via Rox, POD support — is being built alongside you.

• This role is built around a single commercial principle: value before concession, every time. Before any discount, waiver, or LTO enters a conversation, the AM is expected to establish what the customer is already getting from the program and what they are leaving on the table.
• That means walking into every call knowing the account's discount network utilization rate, rebates, off-network spend vs. preferred sites, and where they sit against peer benchmarks — and being able to put a dollar figure on each gap on the spot. If the AM cannot name two specific value gaps before reaching for a concession, they are not ready for the pricing conversation.

Portfolio segmentation — every morning

• Review and segment your book daily into three lanes:
  At Risk (gallon decline, fee complaint, competitor flag, dormancy), Stable (on cadence, no signal), and Expansion (growth opportunity, product gap). At Risk gets called first, every day without exception. Stable rotates on cadence. Expansion gets a commercial conversation — not a check‑in.

• Introduce yourself to every new account in your first week — who you are, what you cover, how to reach you. Customers know their AM by name and can book time via calendar link. Map and maintain stakeholders (economic buyer, operational contact, decision‑makers) in Salesforce. Single‑threaded accounts are flagged as elevated churn risk.

• Lead every retention or pricing conversation by establishing value first: (1) what the customer is already getting — Edge savings, rebates earned, controls preventing out‑of‑policy spend; (2) what they are leaving on the table — Edge utilization gap, uncollected CPG rebates, off‑network spend, peer benchmark shortfall; (3) what closing that gap is worth in dollars, calculated on the spot. Examples:
  Edge utilization at 62% vs. 85% potential, CPG rebates uncollected last quarter, $X in off‑network spend that could route through preferred sites, IFTA hours that can be automated. Only after this sequence does any concession enter the conversation.

• Know competitor information well enough to counter their proposals in real time — pricing model, network strengths, rebate structure, and common pitch angles. Never leave a competitive proposal uncontested. When a customer has received a credible BPS offer and is at active churn risk, elevate immediately to the Saving Desk. This is not a negotiation the AM handles alone.

• Automated M  decks are generated monthly by AI with account‑specific data — volume trend, savings delivered, Edge gap, peer benchmarking. You review the deck before the call. The conversation is diagnosis and strategy, not data presentation. Every M  ends with a documented action plan and a confirmed next step in Salesforce.

• You are the first point of contact for formal procurement requests within your book and own the coordination of the initial response — pulling in Pricing, Product, and the Saving Desk as needed. Any…