Job Summary:
The incumbent owns owns a portfolio of strategic HORECA customers as if they were a personal business—growing revenue, margin and share of wallet by acting as a trusted commercial and culinary advisor, not a price-driven order processor. This is explicitly not a traditional sales representative role. The Key Account Manager is the commercial owner of named strategic accounts, accountable for their growth, profitability, retention and satisfaction end-to-end, combining chef-level product credibility with disciplined commercial planning.
Job Responsibilities:
Account Planning• Build and maintain a living account plan for every strategic customer: menu mix, current spend, whitespace opportunity, competitive exposure and growth actions.
• Prioritize accounts and time intelligently based on growth potential and profitability — not simply order size or ease of relationship.
Business Development• Hunt for new strategic business within the assigned territory or segment, not just service existing volume.
• Identify expansion opportunities within existing groups (new outlets, new brands, new menus) as a primary growth lever.
Relationship Management• Build multi-level relationships across chefs, procurement, F&B management and ownership — becoming the trusted advisor customers call before they call anyone else.
• Represent the voice of the customer internally, ensuring GMG's service, quality and product development respond to real operator needs.
Menu Consultation• Understand each customer's menu, food cost structure and culinary direction well enough to propose product and cut solutions that improve their profitability, not just GMG's sell-through.
• Bring cooking-method and application knowledge (grilling, braising, sous-vide, portion control) into every menu conversation.
Cross-Selling & Upselling• Actively introduce value-added, portioned, cooked and premium branded products into accounts historically bought on commodity protein.
• Grow penetration across the full portfolio — beef, lamb, poultry, seafood and manufactured products — rather than defending a single category.
Negotiation & Commercial Planning• Negotiate pricing, terms and contracts that protect margin while securing long-term volume commitments.• Build and defend the commercial rationale for every deal — understanding customer profitability, not just the company's own margin.
Pipeline Management & Forecasting• Maintain accurate, live pipeline and forecast data in CRM — forecast accuracy is a core professional standard, not an administrative afterthought.
• Provide demand signals into supply chain and manufacturing planning for value-added and portioned lines.
Market Intelligence• Track menu trends, competitor activity and emerging cuisine/format trends relevant to assigned accounts.
• Translate market intelligence into concrete account actions, not just reporting.
Customer Profitability, Product & Quality• Understand customer-level profitability (mix, terms, service cost) and actively manage it, not just top-line revenue.
• Maintain expert-level product knowledge: cuts, grades, origin (including Brazilian Beef and Certified Angus Beef), cooking applications and shelf life.
• Own cold chain and quality standards understanding well enough to manage customer expectations and prevent avoidable complaints.
Complaint Resolution & Customer Retention• Own resolution of quality, service or logistics complaints professionally and quickly — treating every complaint as a retention moment, not a nuisance.
• Proactively manage renewal and retention risk on strategic accounts before it becomes a lost-business event.
New Product Launches & Portfolio Expansion• Lead the introduction of new products, cuts and origins into assigned accounts, educating chefs and procurement on application and value.
• Systematically expand portfolio penetration account by account as new capacity (portioning, value-added manufacturing) comes online.
Internal Collaboration• Work closely with logistics, quality, manufacturing and trade marketing to ensure the customer promise is delivered end-to-end.
• Escalate operational risks (cold chain, supply, quality) before they become customer-facing failures.