If you are considering an AM role in APAC at Avetta, please note the date of this review (5/5/2025) and compare it to the date of the position you are applying for. If the dates are close, you are likely applying for the position I am vacating. You will be 4th AM on most of these accounts. Be prepared for a challenging environment with significant operational gaps, conflicting and unreasonable expectations, and limited support.
[If you are still keen, you will find list of questions at the end of this review that you must ask and record the responses]
There are major operational and structural issues within the AM function in APAC:
The CRM system is unreliable, with incorrect, outdated, and duplicated data. Contract copies are often missing, and many accounts have lapsed agreements.
Despite being run by the same person for nearly a decade, there is no established process for maintaining account history, documentation, handovers, or contract copies.
You may be told you’ll manage 15–20 accounts, but you are likely to be assigned 35 or more after signing your contract, with no handover or account history provided.
Most accounts have no regular cadence or stakeholder engagement. Many have not had an AM for over eight months, and there is no proper handover documentation or process. There is little to no AM or CSM footprint on most accounts beyond individual projects or sites. Handover typically consists of a single email to a random client contact introducing the new AM.
Despite all these challenges, there is no adjustment to quota or KPIs, except for a standard one-quarter ramp-up period (which is standard in most AM roles, even where such challenges do not exist). You will be expected to meet full targets quickly, regardless of the state of your accounts.
You will be asked to push pipeline from Q1 and warned to be prepared for “awkward conversations” (hinting at possible termination) if you do not. However, at the same time, you may be told not to go into “sales mode.” Under target pressure and short timelines, this creates confusion and makes it difficult to prioritise your efforts or understand what is truly expected.
You will have no visibility into how your commissions are calculated. You must blindly rely on your manager’s numbers, with no clear breakdown or supporting information.
The department has been run by the same person for nearly a decade, and the manager claims to hold himself to the highest standards and expects the same from the team. Strong emphasis on pleasing other teams, sometimes at the expense of your own workload or boundaries. If you are not naturally a “people pleaser,” this can be a deal-breaker. Despite these claimed high standards, there are poor processes for maintaining account history, documentation, handovers, or contract copies.
You are expected to follow an extremely rigid, ultra-professional style of communication, almost robotic, leaving little room to be natural or express your own personality.
Additionally, the manager is often unengaged and inconsistent, with poor intra-team communication, and is not comfortable receiving feedback about his management style. Constructive feedback about the manager is often dismissed, ignored, or even met with retaliation. You are expected to follow an extremely rigid, ultra-professional style of communication, almost robotic, leaving little room to be natural or express your own personality.
AMs and CSMs have different priority accounts and KPIs, which often creates challenges, especially for new AMs who have no other way to gather client knowledge. There is poor harmony between AMs and CSMs, and no team-building activities or workshops to improve collaboration.
The onboarding process is focused on global Avetta and its main product suite, but most accounts assigned to you will use APAC-specific products. These are not covered in onboarding or product training, so you will need to dig through silos and self-learn to fill knowledge gaps, at your personal time.
APAC Feels Like a Separate Entity: Avetta APAC often feels like a “sister entity” rather than an integrated part of Avetta. For example, CSM and IPM teams report to a local operational manager, whereas in other regions, there are no operational managers for these teams.
Questions to ask from Manager:
>How many accounts will I be managing, and how is this number determined?
>Can you describe the handover process for new accounts? Will I receive documentation and account history for each client?
>How long have the accounts I’ll be inheriting been without an AM, and what is their current engagement status?
>What CRM system do you use, and how reliable is the data? Are there processes in place to ensure data accuracy and completeness?
>Will I have access to all necessary contract copies and account documentation from day one?
>How are quotas and KPIs set for AMs in APAC, and are there any adjustments for inherited accounts with operational gaps?
>How is commission calculated, and will I have visibility into the calculation and breakdown of my commission payments?
>How long is a ramp-up period, and what are the expectations during that time?
>What is the balance between sales and account management in this role? Am I expected to straightaway focus only on upselling, renewals, or start with building relationship?
>How do AMs and CSMs work together? Are there clear processes for collaboration and knowledge sharing?
>Are there regular team meetings, workshops, or team-building activities to foster collaboration and alignment?
>What does the onboarding process look like for APAC AMs? Will I receive training on APAC-specific products and clients?
>How will I be supported in learning about the products and services relevant to my assigned accounts?
>How does management support AMs in overcoming operational challenges or client issues?
>Can you provide examples of how feedback or concerns from AMs have been addressed in the past?
>How integrated is the APAC team with the global Avetta organisation?
>Are there differences in reporting lines or support structures compared to other regions?
>How would you describe the communication style and culture within the team? Is there room for individuality, or is a specific communication style expected?
