Key Account Management
Wow! What a year it has been. As BKF made an historical pivot to its “One BKF” structure and re-postured to face its markets, it also embarked on long-term investment to focus on its most influential clients. In doing so, BKF committed with purpose to take our client relationships to the next level and unlock long-term organic growth. This deliberate, bold endeavor was launched as the Key Account Management Program. BKF launched with over twenty-five Key Accounts and assigned top talent to drive planning and implementation. The challenges were not insignificant. They included: integration of new Key Account roles and responsibilities into BKF systems and processes; training Key Account Managers (KAMs) and their teams on the approach, best practices, relationship management, and the art of selling services across our Business Sectors and the geographies in which we From the Desk of Colin Booth Key Account Management Director
deliver; standing up Account Plans to set the course for growth; upgrading our opportunity pipeline, and partnering Executive account sponsors to support. Then, of course, we had to win new work! The successes have not been insignificant either. In a short time, we have embedded the KAM into our authority and risk management processes. We have designed and deployed the first phase of a training program, which will eventually benefit a wider set of client-facing teams.
Leadership & Sponsorship
Strategic Client Growth
Trusted Project Delivery
We have Accounts Plans which baseline our history with the client, identify growth opportunities which BKF can service, and we have formed Key Account Teams from across our company to execute the plans. Our opportunity pipeline has grown – the value of our Leads has doubled as has the value of opportunities we are pursuing. Our pipeline visibility has extended by years, allowing more time to position with our clients and partners. Executive sponsors have been instrumental in mentorship and client
KEY ACCOUNTS
Client Strategy & Planning
Cross-Sector Delivery
Positioning & Pursuit Alignment
relationship-building. Most critically, and as a desired biproduct, we are witnessing a change in mindset as to how we develop our book of business. We are on the path to embedding Key Account Management at a cultural level – thinking about our clients differently, focusing on their needs deliberately, and planning the work we do around their goals. It will not be long before Key Account Management is less the ‘new model’ and simply more ‘the way we do business’.
But have we won work? Bookings exceeded targets in early Q4 and will be pushing $34M before the year is out. City of Oakland teams secured $5M in street improvement contracts (LAMMPS and 8th Street) with more proposals showing promise. BKF was rewarded for close client support by over $2M in Task Orders to continue upgrade work to Lawrence Berkeley National Laboratory facilities. Careful client liaison and comprehensive pursuit partnerships have resulted in over $4.5M in bookings with Google, with more opportunities spinning off from our good work. BKF has solidified its place as a major player in the Healthcare Sector in Northern California, winning $12M of work supporting Kaiser Permanente and Sutter Health, building out their hospital and acute care facilities for years to come. This is to name a few.
2026 shows even more promise as we grow as a company and take our Key Account Management Program to the next level. There is a lot of work to do but we have laid the foundation and the rewards are there for the taking. The effects will permeate every corner of BKF - winning new, exciting, challenging, projects that change the way society lives and works for generations. I could not be more proud of the Key Account Managers, the teams who have supported the Accounts, and their achievements this year - their adaptability, their entrepreneurship, their gusto and ambition. This is the energy we take with us into 2026 and to challenges and opportunities new! -Colin
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The Debrief
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