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Client Success Manager

RemotePart-Time or Full-TimeClient SuccessAccount ManagementLead Sales

We already have the clients. What we don’t have is one person who owns them. We run 60+ active client relationships — lead buyers who buy from us, affiliate and traffic partners who send to us, and ping-post partners who do both — and today they’re split across people who already have full-time jobs elsewhere in the business. The result is predictable: accounts drift, follow-ups slip, invoices age, and buyers who hit their cap every single day (which is a client asking for more volume) sit there un-upsold. This role is the fix. You own the entire book end to end — the weekly review, the follow-ups, the expansion, the renewals, the awkward conversations — and you’re measured on what those existing clients produce. You also own the front of that book: recruiting and onboarding new buyers and traffic partners, and negotiating the pricing, caps, and terms they come in on. One person, the whole relationship, from first conversation to renewal.

What you’ll do

Own the book

  • Run a client-by-client review of the whole book every week — not a status check, a real read of what moved and why.
  • Be the single owner of every client relationship: you know who they are, what they buy or send, what they’re worth, what they complained about last month, and what you promised them.
  • Every client gets a documented next step and a date. Nothing sits in "waiting on them" forever, and nothing goes quiet without you noticing first.
  • Close the loop on your own follow-ups inside days, not weeks. Pushing a due date is not the same as doing the work, and we’ll know the difference.

Find the upside and go get it

  • Treat a client capping out daily as a revenue signal, not a green light — go raise the cap, raise the price, or open another vertical.
  • Grow existing accounts into verticals they don’t buy from us yet, and into channels (calls, aged and unsold leads, thank-you-page offers) they haven’t tried.
  • Push the mix toward higher-margin direct relationships and away from concentration in any single partner.
  • Reactivate dormant accounts — clients who used to spend and stopped are the cheapest revenue in the building.
  • Own an expansion number from the existing book and report it weekly.

Grow the book

  • Run the full new-buyer pipeline yourself: outreach, discovery, pricing, contract, integration coordination with our engineering team, first delivery, and the check-in before anything breaks.
  • Recruit both sides of our marketplace — buyers who want our leads and partners who want to send us traffic — and keep either side from becoming a single point of failure.
  • Negotiate caps, pricing, payment terms, and return policy that protect our margin and our cash flow, and hold them when they get tested.
  • Keep us out of concentration risk: no single partner should be big enough that losing them is an emergency.

Read the numbers and act on them

  • Watch the signals that predict a client leaving before they say anything: acceptance rate dropping, average bid sliding, volume collapsing, an integration quietly paused, a source gone dark.
  • When a number moves, be able to say why and what lever fixes it — "their acceptance is down 9 points" is an observation; we want the diagnosis and the fix.
  • Chase issues the same day they appear, not at the next scheduled call.
  • Resolve lead-quality complaints, returns, and acceptance disputes with data — hold the position when we’re right, and fix it fast when we’re not.

Money, contracts, and paperwork

  • Own accounts receivable on your book: invoices go out on time, past-due balances get chased by a human, and payment terms get enforced.
  • Drive contracts, renewals, and integration paperwork to signature fast — paperwork sitting in an inbox is revenue sitting in an inbox.
  • Negotiate caps, pricing, and terms that protect our margin and our cash flow.
  • Onboard new clients cleanly: contract, integration, zip and vertical coverage, first delivery, and a check-in before anything breaks.

Be the system, not the bottleneck

  • Keep our CRM and task systems (Pipedrive, Teamwork) genuinely current — every interaction, every commitment, every next step.
  • Give leadership an honest weekly read on the health of the book: who’s growing, who’s at risk, who owes us money, and what you did about it.
  • Automate or streamline the repetitive parts of your own job instead of asking for more hours.

What we’re looking for

  • 2+ years owning a book of client or partner accounts — lead-gen buyer/account management, ad sales, or partnership management — with retention, expansion, or new-business numbers you can actually point to.
  • You’re comfortable living in the data. You open the numbers first, form a view, and bring the client a diagnosis — not a "just checking in" email.
  • Fluency in lead-gen or performance-marketing economics (caps, acceptance rates, return rates, cost per lead, EPC), or a track record of picking up a technical domain fast and getting fluent in weeks.
  • Relentless, unglamorous follow-up discipline. If it’s yours, it gets done without anyone chasing you.
  • Extremely organized — you can hold 60+ relationships without dropping one, and you can describe the actual system you use to do it.
  • Excellent written and spoken English with real presence on a call: you can push back on a client, negotiate a price, and ask for money owed without flinching.
  • Proactive by default. You surface the problem and the proposed fix in the same message.
  • A real negotiator: you hold price, caps, and terms under pressure without torching the relationship.
  • A working grasp of lead-distribution mechanics — caps, acceptance rates, return policy, disposition reporting — or the appetite to be fluent in them fast.
  • Hands-on with a CRM (Pipedrive or similar) and a task manager, and disciplined about keeping them true.
  • Bonus: existing home-services buyer or affiliate relationships you could activate, and experience with lead-distribution platforms.

Compensation

  • Performance-based bonuses tied to retention and the revenue you grow out of the existing client base.

How you’ll be measured

Revenue retained and grown from the existing book, expansion revenue from current clients, new buyers and partners onboarded and producing, net acceptance rates, margin held, dormant accounts reactivated, past-due receivables collected, how much of the book gets reviewed every week, and how fast a flagged problem goes from noticed to resolved.

Why join us

We built the tooling before we hired the seat. Our platform ranks the entire client book every week, flags exactly who needs attention and why — a rejection spike, a bid decline, a paused integration, a past-due invoice, a cap that’s been maxed for two weeks — drafts the outreach, and keeps the permanent record of what was decided. You won’t spend your week building spreadsheets to figure out where to start; the list is waiting for you Monday morning. What we need is the operator who works it, thinks a step ahead of it, and turns it into revenue. If you want a book of real clients, real authority over it, and to be judged on what it produces, this is the seat.

Thanks for your interest. This form is about how you actually run a book of clients — the systems you use, the numbers you’ve moved, and how you think when an account starts slipping. It takes about 4–5 minutes.

About you

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The book you’ve run

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How you think

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We want your diagnostic order, not a customer-service script.

If our industry is new to you, tell us the closest thing you know well instead — we care that you can learn it fast.

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