Account Manager

Account Manager.

Reporting directly to the VP, Sales, an Account Manager owns the front end of the opportunity lifecycle for an assigned book of federal and defense HVAC & plumbing accounts, based in Houston. This is not a traditional sales seat. Where a salesperson chases the next bid, an account manager knows the customer's buildings, gets in front of the money before it's spent, and stays the first call long after the contract is signed. A field-facing commercial lead, the Account Manager serves as primary point of contact on assigned accounts, partnering closely with Sales Engineering and Projects to drive (3) core outcomes:

Find and win the right work.

• Identify and pursue new project opportunities through market research, industry networks, and government procurement channels.

• Qualify every opportunity against Berg's capabilities, capacity, and strategic goals before resources are committed.

• Build the business case behind each bid/no-bid decision and drive it with leadership.

• Respond to RFIs and stay visible through the pre-solicitation phase, shaping the requirement before it hits the street.

• Own the proposal process end to end: coordinate contributors, write and compile a compliant submission, and deliver on time.

• Learn the federal procurement calendar for your accounts. Timing is the product: the right conversation in the wrong quarter is a missed contract.

Own the account after award.

• Carry a book of federal facility accounts as primary point of contact.

• Develop go-to-market and mobilization plans that turn a won contract into a successful project launch.

• Walk mechanical rooms and facilities on a regular schedule, finding unscoped problems before the customer calls them in.

• Be the call when a chiller goes down in August, including after-hours.

• Tell the truth. Federal customers have long memories, and they talk to each other. Say no when no is the right answer, and sell technical work without overpromising it. The relationship is the asset; every commitment you make is drawn against it.

Strengthen the team and the process.

• Hand off won work to Sales Engineering and Projects with full customer context: what the facility needs, what was promised, and what the customer cares about.

• Feed wins, losses, and customer intelligence back to leadership to sharpen targeting and bid/no-bid decisions with every pursuit.

• Maintain rigorous pipeline hygiene by keeping accounts, contacts, and opportunities current in the CRM.