Source-One-Account-Manager-Model

[Audio] Source One "Account Manager" Model In this model, the traditional corporate ladder is replaced by a Portfolio Complexity Spectrum. While the title remains the same, the responsibility scales based on the "Assets Under Management" (the groups)..

[Audio] 1. The Core Philosophy "Every individual is a Portfolio Manager.".

[Audio] 2. The Universal Role: Account Manager (AM) From the CEO to the Intern, the functional designation is Account Manager. The CEO's Portfolio The Intern's Portfolio Likely consists of the most strategic, high-risk, or highest-volume groups (e.g., conglomerate accounts or international markets). Likely consists of smaller, lower-risk, or developmental groups (e.g., <10cr companies) where they can learn the ropes without jeopardizing major revenue streams..

[Audio] 3. The Metrics of Success Success is not subjective; it is mathematical. Volume Net Back The total quantity of business generated (Top-line revenue/throughput). The actual profitability or realized return after costs (Bottom-line profit). Portfolio Segmentation: A Comparative View Since everyone holds the same title, the differentiator is the nature of the portfolio. Here is how that distinction likely looks in practice: Feature Entry-Level Portfolio (e.g., Intern/Junior) Senior Portfolio (e.g., CEO/Senior AM) Client Size Small to Mid-cap (<10cr) Large Cap / Enterprise (>500cr) Account Count High (Many small accounts to spread risk) Low (Few massive, strategic accounts) Focus Acquisition, Onboarding, Volume building Retention, Net Back Optimization, Strategy Risk Profile Low (Loss of one account is manageable) High (Loss of one account is critical) The Advantages The Challenges to Manage Total Ownership: There is no "passing the buck." If the metric drops, the AM knows exactly which group in their portfolio caused it. Resource Allocation: A Senior AM handling >500cr clients needs more support resources (legal, admin, logistics) than an Intern. The "support structure" must vary even if the title doesn't. Meritocracy: A talented Junior AM can technically outperform a Senior AM if they grow their portfolio's Net Back efficiently. Skill Gaps: Managing a 500cr portfolio requires different soft skills (negotiation at board level) compared to a 10cr portfolio (hustle, cold calling). Scalability: You can easily add new employees by simply carving out a new "set of groups" for them to manage..

[Audio] Summary. Summary. SOURCE ONE: SIMPLIFIED ACCOUNT MANAGEMENT FLOW EVERY EMPLOYEE IS AN ACCOUNT MANAGER (CEO to Intern) OWNS & MANAGES A PORTFOLIO OF GROUPS (Varying Sizes: >500cr to <1 Ocr) DRIVES PERFORMANCE (Focus on Growth & Profitability) MEASURED BY METRICS: VOLUME & NET BACK.