About the Role

As an Account Director at Forma.ai, you are the strategic owner of a portfolio of enterprise customers from go-live forward — accountable for the full health and trajectory of those accounts across adoption, value realization, retention, and growth. You sit at the intersection of trusted advisor and commercial owner: translating each customer's revenue strategy into the sales performance programs the Forma.ai platform makes possible, while owning the renewal number and the expansion pipeline. You partner with sales compensation leaders, RevOps executives, Finance, and HR stakeholders inside some of the world's most sophisticated sales organizations, and you help them get the absolute most out of Operator, Architect, and Prophet.

What You'll Do

Run the Quarterly Business Review as Your Operating System

The QBR is the foundation of how you manage the post-sale account — the single forum where adoption, risk, and expansion all come together. It is the moment you sit across from executive stakeholders, prove value delivered, surface what isn't working, and align on commitments for the next 90 days. Everything between QBRs is either preparing for the next one or executing on the last one.

• Own the full QBR cycle for every account — preparation, delivery, and follow-through. Set the cadence (typically quarterly for most accounts, more frequent for top-tier or at-risk), confirm the right executive stakeholders are in the room, and drive the agenda from value delivered to forward commitments.

• Build every QBR around data, not slideware — platform usage, plan rollout velocity, commission accuracy, dispute volume, time-to-deploy on changes, and the specific business outcomes the customer set out to achieve. The customer should leave the room understanding exactly what they got from Forma.ai in the last 90 days.

• Use the QBR to surface and close on the next 90 days — the adoption gaps you'll close, the risks you're tracking, the expansion conversations you're opening, and the executive commitments you need from the customer to make any of it happen. Every QBR ends with a written, mutually-agreed action list with named owners and dates.

• Treat the QBR as your forecast input — it is where you validate or update your renewal forecast, where you qualify (or disqualify) expansion opportunities, and where you confirm or escalate risk. The forecast is only as good as the conversations the QBR generates.

• Use the QBR to build the multi-year narrative — every QBR should connect this quarter's work to the customer's 18–36 month roadmap with Forma.ai. This is the document that gets pulled out during budget cycles, executive changes, and re-evaluations, and the QBR is where it gets refreshed.

Drive Adoption and Value Realization

• Own the post-go-live adoption journey for every customer across Forma Operator, Architect, and Prophet. Build a working understanding of each customer's comp plans, territory model, quota methodology, and integration footprint so you can speak fluently to what's deployed and what isn't yet.

• Build and execute written account success plans tied to each customer's specific business outcomes — faster plan rollouts, lower commission errors, more accurate forecasting, better seller motivation, reduced cost of ownership. Refresh these plans quarterly, tie every adoption recommendation back to the outcome it moves, and treat them as the working document between QBRs.

• Translate platform releases into customer outcomes — when new AI-driven workflows, template-library components, or modeling capabilities ship, you connect them to the specific customers and use cases they unlock, and you drive adoption of the ones that matter most.

• Monitor adoption signals proactively — platform usage patterns, plan complexity trends, dispute rates, time-to-deploy on changes, support ticket themes. Intervene early when leading indicators turn the wrong way, and bring the trend lines to the next QBR.

• Coach customers toward best-in-class SPM practice — leveraging Forma.ai's library of case studies, frameworks, and community resources to help your customers operate at the level Autodesk, Stryker, and our other reference accounts have reached.

Protect Against Churn and Contraction

• Own renewals end-to-end for every account: forecast accurately, structure commercially sound terms, negotiate effectively, and close on time. The renewal narrative is built across the QBR cycle, not in the final 60 days.

• Identify and de-risk churn signals early — executive sponsor changes, stalled adoption, integration friction, organizational restructures, M&A activity, or sentiment shifts in QBRs and support tickets. Maintain an explicit risk register for your portfolio and review it weekly.

• Lead account recovery when an account is at risk — mobilize the right internal team across Sales, Customer Operations, Product, and Engineering; build a clear recovery plan with named owners and a defined timeline; and own the executive communication back to the customer.

• Manage contraction conversations as carefully as expansion ones — when a customer signals reduced scope, understand the underlying business driver before negotiating, and structure outcomes that preserve the relationship and the long-term expansion path.

• Defend against competitive pressure from Varicent, Xactly, CaptivateIQ, Anaplan, and SAP, particularly during renewal cycles. Know each customer's evaluation history and re-evaluation triggers, and be ready to make the differentiation case on flexibility, total cost of ownership, AI-driven configuration, and integrated planning.

Identify and Close Expansion Opportunities

• Find expansion every quarter, in every account. Expansion is not an annual event tied to renewal — it is a continuous discipline that the QBR cycle surfaces and qualifies. Carry a quarterly expansion target and forecast against it like a quota-carrying seller would.

• Map the white space in each account systematically — additional business units, geographies, sales teams, product modules, and adjacent use cases. Maintain a living account map that captures who is on Forma.ai today, who could be tomorrow, what's blocking them, and who the executive sponsor for each expansion play would be.

• Sell the full Forma.ai portfolio — customers who started on Operator may need Architect for territory and quota planning, or Prophet for advanced analytics, ML-driven modeling, and sales planning advisory. Know the cross-sell triggers cold and drive each motion at the right moment in the customer's planning cycle.

• Run expansion as a structured pipeline — qualify opportunities against clear criteria, multi-thread across stakeholders, run discovery, build the business case, and drive to commit. Forecast

accurately by stage, dollar value, probability, and expected close, and defend that forecast in weekly Sales reviews.

• Partner with Sales on net-new motions inside the account — bring in AEs and Solutions Engineering when an expansion play needs deeper technical or commercial firepower, and quarterback the deal through close.

• Drive pricing and packaging conversations — understand Forma.ai's commercial model deeply enough to structure deals that grow the account while protecting margin, and bring complex commercial questions to Sales leadership early.

Partner Cross-Functionally and Operate with Precision

• Be the voice of the customer inside Forma.ai — every customer call, support escalation, and feature request is a signal. Synthesize those signals into structured input for Product, Engineering, and Customer Operations, and make the quantitative business case for the features your customers need most.

• Build customer advocacy — references, case studies, speaking opportunities at Forma.ai community events, podcast appearances, and analyst conversations with Forrester and Gartner. Strong customers want to talk about their wins; help them tell that story.

• Maintain rigorous account hygiene in the CRM and customer success platform — stakeholder maps, success plans, QBR commitments, renewal timelines, expansion pipeline, risk flags. The data has to be trustworthy because the forecast depends on it.

• Collaborate across Sales, Finance, Marketing, and Product — on competitive renewals, contract structure, customer marketing, and roadmap feedback — and represent your portfolio clearly in all of those forums.

• Run a predictable customer cadence between QBRs — weekly working sessions during the onboarding-to-AM handoff, monthly executive touchpoints for top-tier accounts, and ad-hoc executive engagement around critical moments in the customer's planning cycle. The QBR sets the strategic agenda; the cadence in between is how you execute on it

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What We're Looking For

Required

• 5–8+ years of experience in account management, customer success, or strategic account leadership in a B2B SaaS environment, with a clear track record of renewals and expansion outcomes.

• Demonstrated commercial ownership — you have personally owned renewal numbers and expansion pipeline, and you can talk specifically about the deals you've closed, the saves you've executed, and the methodology you used.

• Experience working with enterprise customers, including comfort navigating complex stakeholder maps across Sales, RevOps, Finance, HR, and IT.

• Strong commercial instinct — you spot expansion the way a good salesperson does, and you can build and defend a commercial case to executive buyers.

• Excellent executive communication — written, verbal, and on-stage. Comfortable running a QBR with a CRO or a CFO in the room.

• Analytical fluency — you can read product usage data, build a value narrative around it, and translate that into a business case. Strong with spreadsheets and the standard CRM/CS tech stack.

• Genuine customer empathy combined with the spine to push back when push-back serves the customer's long-term outcome.

Strongly Preferred

• Domain experience in Sales Performance Management, Incentive Compensation Management, Sales Operations, RevOps, or adjacent categories (CPQ, CRM, FP&A, sales planning).

• Hands-on familiarity with sales compensation concepts — quota setting, crediting rules, accelerators, draws, SPIFFs, territory design, and the operational realities of running comp at scale.

• Experience selling or supporting a managed-service or hybrid software-and-service offering, where the value proposition is not just "the tool" but the outcome delivered through the platform.

• Background in management consulting, sales effectiveness, or sales operations before moving into SaaS.

Additional Job Info:

• This position is for an existing vacancy