Mike Moorman is a Principal at ZS and leads the firm’s key account management practice. Mike founded ZS’s B2B commercial strategy and transformation practice and is a recognized expert in his field. He has worked globally and with more than 50 B2B organizations across 12 industries. Mike serves on the Board of Directors and the Research Advisory Board for the Strategic Account Management Association, and is an Adjunct Lecturer on Sales Strategy at Northwestern’s Kellogg Executive Program. Mike has authored more than 60 publications and has been cited in leading publications including Harvard Business Review, Financial Times, The Wall Street Journal, IndustryWeek, USA Today and Selling Power.

"A truly holistic approach to KAM—one that the pharma and medtech industries desperately need."Mitch Payne, Global Head, Value and Access Excellence at Novartis Oncology"Pharma and medtech finally get their own KAM/SAM ‘bible’ with unique and relevant insights."Dino Bertani, Executive Director, International Strategic Account Management at AbbVie"A 'KAM blueprint must' for life sciences leaders at the critical juncture of shaping versus reacting to their future."Barbara Ruhland, Head of Strategic Accounts & Channel Management, US Radiology at Bayer"This thought leadership has been an invaluable playbook that I have read and reread to guide our progress."Todd Burgess, Global Key Account Manager Capabilities Leader at Merck"A terrific resource for SAM leaders in any industry—one I wish I had during my time at Schneider Electric."Harvey Dunham, Managing Director, Strategy and Marketing at Strategic Account Management Association"One of the most comprehensive books to date on the topic of SAM... it uniquely addresses SAM in life sciences... I believe this book should be a 'must read' for any life sciences leader, account manager or cross-functional team member responsible for supporting SAM strategies and capabilities."Denise Freier, President and CEO, Strategic Account Management Association

• 1. KAM is a business strategy, not a role 2. The rise of the organized customer and KAM in healthcare 3. Where to play: Key account segmentation and selection 4. Value strategy: Evolving from basic offerings to advanced solutions 5. KAM organization design: Form follows function 6. Executive alignment and engagement: It’s make or break for life sciences KAM programs 7. KAM Program Office: Marshalling the internal support required for results 8. The long and short of KAM metrics 9. Customer engagement process: The secret to agile execution 10. Bringing value to account planning and management 11. Context is king: Laying the foundation for a comprehensive KAM talent strategy 12. The unique learning journey required for KAM 13. Key account manager incentive compensation: Aligning to strategic objectives 14. Why technology is critical for breathing life into KAM 15. KAM in the U.S. versus Europe: Are we headed to the same place? 16. The future of KAM in life sciences