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Are your account managers drowning because you never built the system around them? Are you still the one clients call when something goes sideways, even though you hired someone to handle that?

In seven years, today's featured guest and her co-founder built a team of six and developed an account management structure that worked well enough to earn a speaking slot at Elevate. She'll break down the exact touchpoint cadence her agency uses to retain clients and grow accounts, what she looks for when hiring account managers, and what it took to actually get out of the way. She'll also share what makes a co-founder partnership work when so many of them fail.

Michelle Keckler is the co-founder of KNC Marketing, a full-service digital marketing agency based in Nashville, Tennessee. She and her co-founder Danielle launched the agency after Danielle was laid off from a company they both worked at. Within two months they had enough clients for Michelle to leave her corporate job.

Michelle spoke at Elevate and has been a member of the Agency Mastery Mastermind. Her focus inside the agency is on client relationships, account management structure, and building a team that can own outcomes without founder involvement.

In this episode, we'll discuss:

How to set your account managers for success
What to look for in an account manager
Why letting go is not a one-time decision

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The Account Management System That Actually Retains Clients

For Michelle, the first step to setting her account manager for success is to hand off ownership of that account to them right away and make that clear to the client. After that, they rely on a structured cadence built around three consistent touchpoints:

weekly status updates so clients always know where things stand,
monthly meetings to review campaign metrics and look at the next 30, 60, and 90 days,
and quarterly business reviews that step above the day-to-day to assess overall direction and impact.

What makes the cadence work is not the frequency. It is what happens inside each touchpoint. Michelle is specific about this: the monthly meeting is more than just a metrics review. It is an opportunity to ask the client what has changed in their business, whether they made a key hire, lost a team member, or landed a new account that shifts priorities. Often agencies get so focused on delivering the work that they stop asking questions that would help them serve the client better. That gap is where accounts quietly go sideways before anyone notices.

Who to Hire for Account Management (And What to Actually Look For)

Account management is one of the hardest roles to hire for because it requires a combination of skills that rarely come packaged together. Michelle is direct about this: you are looking for someone who can sit in a room with a client, speak confidently about the work, handle a difficult pricing conversation, and bring enough business understanding back to the internal team to actually inform strategy. She calls it a unicorn role, and she means it.

What she's learned through experience is that marketing background matters less than business acumen and leadership mindset. Several of their best account managers came from strong business backgrounds with no formal marketing experience. They hired for values alignment and problem-solving ability, then trained the rest. The interview process shifted from culture-fit questions toward situational ones: how would you handle a frustrated client, tell me about a hard conversation you navigated. Knowledge can be taught. The instinct to lead a client relationship under pressure cannot.

Getting Out of the Way Is a Decision You Have to Make More Than Once

Michelle is honest about the fact that letting go of account management was not a one-time decision. It was a pattern she had to interrupt repeatedly. Early on she stayed involved because she knew her first hire personally. As the team grew, the justification changed but the behavior did not. advice from Darby, Agency Mastery's Agency Scale Specialist, to take the floaties off and let her people swim, stuck with her because it named the real problem: the systems were in place, the people were qualified, and she was still hovering.

The practical shift that made the difference was removing a bottleneck in the operations structure. Danielle had been handling project management as an additional layer between account managers and the internal team. Moving project management back to the account management team eliminated a handoff, sped up delivery, and forced the account managers to own the full outcome of each client relationship. That structural change did more than any mindset shift could on its own. The role became clearer, the accountability became cleaner, and the team stepped into it.

What Makes a Co-Founder Partnership Actually Work

Michelle and Danielle are cousins who have built a seven-year agency together, which puts them in a small category. Michelle is candid about why she believes many partnerships fail and why theirs has not. The foundation is shared values and a shared goal for the business. The operating reality is that they have very different personalities, and that difference is a feature, not a bug. Danielle is the fast implementer. Michelle is the one who wants to think it through. One is the gas, one is the brake, and the business has avoided several train wrecks as a result.

What she is clear about is that a partnership is not a shortcut. It requires the same kind of honest communication and tolerance for imperfection that any long-term relationship does. There will be stretches where one partner is carrying more than the other. There will be disagreements about pace, direction, and priorities. What matters is that both people want what is best for the business and the team, and can say the hard thing to each other when it needs to be said. Michelle is not selling the partnership model to everyone. She is saying that if you find someone with complementary strengths and the same core values, do not let the fear of conflict talk you out of it.

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