Managing B2B accounts isn’t simple. Multiple stakeholders. Competing priorities. Layered agency relationships. And a constant tension between short-term sales pressure and long-term brand building.
To unpack what it really takes to manage complex B2B partnerships well, I sat down with Jill Sailer, a nearly 25-year account leader who has guided every kind of project and program you can imagine for clients of all types and sizes. I spoke with Jill to gather practical advice for B2B marketers navigating multiple agencies. In this Q&A, Jill explains how strong account leadership can move organizations forward even when things get complicated.
Q: When you’re managing a large B2B client, where do you start to lay the groundwork for a successful partnership?
Jill Sailer: I always start by immersing myself in the client’s world, beginning from the outside and working in. That means reviewing their website, industry coverage, social presence, competitive landscape and any existing research. Before stepping inside the organization, I want to understand how they show up publicly.
From there, the real work begins by gaining perspective from inside the business. Ideally, that includes conversations with leadership, marketing, sales and sometimes even frontline teams. Each group sees the organization differently, and those perspectives reveal a lot about strategy, goals, internal challenges and how decisions actually get made.
A true partnership comes from understanding the client’s reality, including what they’re up against, where things get stuck and how our agency can be most valuable within those constraints. It’s not about selling our services. It’s about solving the right problems in the right way.
Q: In complex B2B organizations, there are often competing priorities. How do you help clients decide where to focus?
Jill Sailer: When everything feels urgent, our role is to help clients step back and reconnect to the bigger picture. The key question I always ask is: Which priority most directly moves the core business goal forward right now?
From there, we look at impact versus effort. What will drive the most value? What initiatives can take more time? Where should budget and resources be spent now versus later?
It’s rarely about saying “no” to good ideas. It’s about sequencing them in a way that’s realistic and strategic. Clients are often so close to the work that everything feels equally important. We help bring clarity, guide trade-offs and give them confidence in where they’re focusing their energy.
Q: What does a great partnership look like to you, both with clients and with other partner agencies?
Jill Sailer: I like to use the sandbox analogy. A great partnership means everyone is in the same sandbox, building the same castle. Each person knows their role, but no one is working in isolation.
Partnership between agencies requires direct communication, shared accountability and a willingness to collaborate rather than protect turf. Agencies should feel comfortable working with one another directly to move the work forward, not filtering everything through the client.
From the client side, great partnership means transparency and access. When clients are open about priorities, challenges and internal dynamics, and they provide access to the right people, it stops feeling like a group of vendors and starts feeling like one integrated team working toward a shared goal.
Q: How do you set partner agencies up for success when responsibilities, timelines and KPIs overlap?
Jill Sailer: Clarity is everything. Early on, we work to align on roles and responsibilities, including who leads what, who supports and where collaboration is required. When everyone understands how their work connects to the bigger picture, overlap becomes a strength instead of a source of friction.
Shared tools and visibility also make a huge difference. When timelines, deliverables and performance metrics are visible to everyone, it builds accountability and trust. It also allows agencies to anticipate dependencies instead of reacting to them.
Beyond status updates, regular check-ins matter. Short, consistent conversations give teams space to surface issues early, adapt quickly and stay aligned as priorities evolve.
Q: What’s one mistake you see teams make when managing complex B2B accounts, and how do strong account leaders prevent it?
Jill Sailer: One common mistake, and one I’ve made myself, is waiting for perfect information before moving forward or assuming another agency or stakeholder has what they need. That quiet hesitation can stall momentum.
Strong account leaders prioritize real conversation over passive communication. We all get too many emails! If something is important or time-sensitive, picking up the phone or jumping on a quick call can resolve issues in minutes instead of days.
Momentum doesn’t come from perfect information. It comes from clear communication and trust.
Q: How do you balance being a strategic advisor with keeping the trains running on time?
Jill Sailer: It comes down to being intentional with time. Clients rely on us to execute flawlessly, but they also value perspective, especially in fast-changing B2B industries.
To show up as a strategic advisor, you have to carve out space to think. I set time aside so I can have focused, intentional time looking at my clients’ industry trends, new tools or emerging ideas. Often, that insight becomes a conversation starter or a fresh perspective the client hasn’t had time to explore themselves.
I also believe in digesting information for clients. Instead of forwarding a long report, I’ll share the key takeaways that matter most. That small effort goes a long way in building trust and delivering my value.
Q: Can you share an example of when strong organization or communication changed an outcome?
Jill Sailer: One example is using a shared workspace where all partner agencies had access to in-progress work, timelines and assets. That level of transparency reduced confusion, eliminated duplication and reinforced that everyone was working from the same information.
We also committed to brief, biweekly 15-minute check-ins. These weren’t deep dives. They were alignment moments. Combined with the shared workspace, this approach significantly improved speed, trust and outcomes.
Another powerful tactic is all-agency planning sessions. Getting everyone together, ideally in person, once or twice a year creates space to align, collaborate and build real relationships. That human connection makes day-to-day collaboration smoother and more effective.
Q: What advice would you give B2B marketers working with multiple agencies to drive stronger partnerships and results?
Jill Sailer: Trust and transparency are foundational. When agencies are treated as true extensions of the internal team, invited to meetings, given context and included early, the work improves dramatically.
If possible, spend time together in the same space. Have agencies work on-site, visit their offices or create more opportunities for real human interaction and connection. The more access agencies have, the more agile, efficient and creative they can be.
When agencies aren’t spending energy trying to piece together context, they can focus on what really matters, delivering stronger ideas and better results.
About Jill Sailer, Lead Account Manager: Jill leads strategic client relationships and integrated communications programs, working as a true extension of her clients’ teams. She aligns strategy, teams and execution across channels to bring clarity and momentum to complex initiatives and deliver results-driven work.
