Account manager

Description

The account manager acts as the liaison between the Information Communication and Technology (ICT) department and the business. The account manager works closely with key stakeholders from the business to determine their ICT needs and then relays those needs to the ICT area so that they are fully aware of the needs and expectations of the business. The account manager works to ensure that the business is maximising the benefits of the ICT products and services being provided.

The account manager is also responsible for making the business aware of new products and services being offered and how these products and services can be of benefit to the business and improve service delivery.

An account manager will work with a variety of other ICT professionals such as business analyst, change manager, systems analyst, network analyst and sourcing specialist.

An account manager exhibits a combination of capabilities from the Skills Framework for the Information Age (SFIA)[1] and from the Queensland Public Service Leadership competencies for Queensland Framework[2].

SFIA profile

Within the SFIA profile, the account manager has level 4 and 5 capabilities, i.e. enables, ensures and advises on the skills outlined below.

Refer to the framework for descriptions of the seven levels of responsibility and accountability.

SFIA skill SFIA skill code SFIA skill level of responsibility SFIA skills level descriptor
Relationship management RLMT 5 Identifies the communications and relationship needs of stakeholder groups. Translates communications/stakeholder engagement strategies into specific activities and deliverables. Facilitates open communication and discussion between stakeholders, acting as a single point of contact by developing, maintaining and working to stakeholder engagement strategies and plans. Provides informed feedback to assess and promote understanding. Facilitates business decision-making processes. Captures and disseminates technical and business information.
Marketing MKTG 4 Plans and conducts market research to investigate and further understand customer and competitor dynamics, using appropriate channels and tools to engage with the desired audience/s. Uses research and lessons learned to inform marketing plans, including planning for customer loyalty. Creates unique selling points, and key messages for marketing material. Makes creative use of elements relevant to both digital and traditional environments and drafts appropriate support materials. Analyses the effectiveness of campaigns and services and their impact on audience behaviour and business outcomes. Organises and participates actively in marketing events.
Sales support SSUP 4 Works closely with the sales team to help prospects to clarify their needs and requirements; devises solutions and assesses their feasibility and practicality. Demonstrates technical feasibility using physical or simulation models. Produces estimates of cost and risk and initial project plans to inform sales proposals. Resolves technical problems.

Leadership skills

Queensland Government roles align with the Leadership competencies for Queensland.

Leadership competencies for Queensland describes what highly effective, everyday leadership looks like in the sector. In simple, action-oriented language, it provides a common understanding of the foundations for success across all roles. The profile describes three performance dimensions (vision, results and accountability) and 11 leadership competencies required against five leadership streams.

Leadership streams are not connected to a level or classification, but rather reflect the balance between leadership and technical skills required of an individual. Individuals can consider the ‘value proposition’ of roles rather than the traditional lens of hierarchical structures or classification levels. The five leadership streams are:

  • Individual contributor (Leads self and does not supervise others)
  • Team leader (leads a team and typically reports to a program leader)
  • Program leader (leads team leaders and/or multiple areas of work)
  • Executive (leads program leaders or other executives)
  • Chief executive (leads the organisation).

When developing a role description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills.

Entry points

A degree level qualification in business and or information technology is very highly regarded. Experience in sales and a very high level of customer service experience are essential to the role. Sound communication and interpersonal skills are vital to success as an account manager.

Learning and development

There are several ways to develop and improve account management skills. Formal training and on the job experience are important ways to improve and develop the required skills.


[1] The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management. This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation. Information about the SFIA can be found at http://www.sfia-online.org/en.

[2] The Leadership competencies for Queensland framework plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms. The competencies can be utilised in talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning. The competences can be accessed here Leadership competencies for Queensland.


Last Reviewed: 22 July 2019