The Account Manager is expected to embody the following key attributes:

• Accountability — take ownership of every strategic account relationship, from transition through long-term growth and retention.
• Client Focus — prioritize long-term institutional relationships, measured by satisfaction, retention, compliance, and account growth.
• Collaboration — win as a team across Star Fire’s technical experts, project management, service, scheduling, estimating, and office/accounting functions.
• Trusted Presence — become the reliable, credible face of Star Fire to institutional decision-makers; earn the relationship equity that ownership built over decades.
• Sense of Urgency — respond promptly to client requests and drive timely coordination across the organization.
• Time Management — balance field time with institutional accounts against the office discipline needed to manage a clean, current book of business. Administrative work should never crowd out relationship-building or customer engagement.

Account Management (Primary Focus)

• Serve as the single, consistent point of contact and trusted advisor for Star Fire’s strategic institutional accounts — MTA, LIRR, and Long Island school districts.
• Take ownership of relationships transitioning from ownership; introduce yourself, establish rapport, and set clear communication expectations with each key stakeholder during the transition period.
• Conduct proactive, in-person outreach and site visits to review service satisfaction, surface concerns early, and build long-term trust.
• Understand each account’s compliance calendar, inspection cycles, and code obligations; be the client’s guide to staying ahead of requirements rather than reacting to them.
• Educate clients on code and compliance requirements, using each conversation as an opportunity to add value and recommend appropriate services, upgrades, and repairs.
• Document all client interactions, commitments, and opportunities in the CRM for continuity, accountability, and a smooth long-term transition of institutional knowledge.

Account Retention & Growth

• Retain and grow recurring inspection, testing, and service revenue across the assigned portfolio of strategic accounts.
• Identify and pursue opportunities to expand within existing accounts — additional buildings, additional systems and service lines, deficiency repairs, and system upgrades or retrofits.
• Begin renewal planning well ahead of contract expiration; prepare by reviewing account history, outstanding deficiencies, management or leadership changes, and growth opportunities.
• Present the value of added services and compliance coverage proactively — reach out ahead of expirations, line up site visits for open deficiencies, and grow the account at renewal.
• Public procurement awareness — understand that many institutional accounts award work through competitive bids and public procurement; stay aware of bid calendars and coordinate with estimating and leadership so Star Fire is positioned to respond when opportunities come up.

General Contractor Development (Secondary Focus)

• Develop new relationships with general and electrical contractors on Long Island, positioning Star Fire as their fire alarm and life safety subcontractor of choice.
• Learn how each contractor bids, who makes decisions, and what they value most in a subcontractor — price, schedule, quality, or close-outs — and set how quoting will work going forward.
• Expand relationships beyond a single contact — estimators, project managers, and owners — so Star Fire is known across the company, not dependent on one person.
• Coordinate with Star Fire’s project management and estimating teams to respond to bid and RFP requests for fire alarm and life safety installations, retrofits, and upgrades.

Internal Coordination (Quarterback)

• Route customer needs — scheduling, reports, quotes, invoices, deficiencies, contract questions — to the right internal team, follow through to resolution, and relay one consistent update back to the client.
• Partner closely with Star Fire’s technical expert and project manager on the field and technical work, and with the office manager on scheduling, processing, and technician coordination.
• Partner with estimating and operations on site visits, building audits, and opportunity qualification for both institutional accounts and contractor projects.
• Participate in regular account-review, pipeline, and operations meetings, plus coaching, networking, and client-appreciation events.

This role is an even mix of field and office work. Field time is spent building and maintaining relationships with institutional accounts and contractors — on-site visits, walkthroughs, and face-to-face meetings where trust is built and intelligence is gathered. Office time is spent managing a clean, current book of business: planning, quote coordination, renewal preparation, follow-up, and CRM discipline. The exact structure is set by branch leadership, but the balance is intentional — relationships are won in the field and protected through disciplined follow-through in the office.

Success is measured across account retention, account growth, responsiveness, and new relationship development. Specific metrics and targets are determined by Star Fire and Altus leadership; the benchmarks below are illustrative only.