Most sales teams know how to close initial deals, but growing those accounts afterward? That’s where things get tricky. Enterprise clients have complex needs, multiple decision makers, and lengthy approval processes that can make expansion feel impossible. Derrick Plahar has spent years managing relationships with banks, corporates, and financial institutions, learning what actually works when it comes to growing enterprise accounts beyond the initial sale.
Building Trust Over Selling Products
Plahar cuts straight to what matters most in account expansion. “I think with enterprise account expansion, every sales leader should think about the relationship between the client and the salesperson,” he says. “Sometimes there’s not a lot that differentiates products, but oftentimes the relationship can be stickier than the product.” This isn’t just sales advice, it’s reality. When enterprise clients evaluate new solutions, they’re often choosing between similar offerings. The relationship with their current vendor becomes the deciding factor. Plahar has seen this play out repeatedly. Strong relationships keep clients loyal even when competitors offer flashy new features or better pricing.
Spotting Expansion Opportunities Before They’re Obvious
Not every client will grow their account. Some will stick with their original purchase forever. Others become major revenue drivers. He looks for specific signals that tell him which direction things are heading. “Strong engagement, having a champion within the organization, someone that really sort of sells your product internally outside of your own sales team,” he explains. These internal champions matter more than most sales teams realize. They’re the ones pushing for additional products during budget meetings you’ll never attend. Plahar also watches for curiosity about product roadmaps and future developments. “If they’re speaking to you about additional solutions, then that is a strong signal that they want to buy more products from you.” Sometimes the signs are that straightforward.
Banks aren’t tech companies. What works for a fast-moving fintech won’t necessarily work for a regulated financial institution. Plahar learned this through experience. “For a regulated institution, being compliant and having a solution that is secure and meets all of the regulatory requirements is going to be top of mind before anything else,” he notes. Security and compliance come first, then everything else. But the core principle stays the same regardless of industry. “You should understand what their requirements and needs are, then position what you’re offering in light of what they need.” It sounds basic because it is basic. Most sales teams still get this wrong.
Collaborating Across Teams for Success
Plahar has strong opinions about teams that operate independently. “No team in a successful organization really should operate in a silo,” he states. Sales depends on everyone else doing their jobs well. “You can’t sell without a contract. You can’t win the client over without a strong product. You can’t attract the client without the right marketing materials going out into the market.” He spends as much time collaborating with internal teams as he does talking to clients. Legal needs to handle contracts quickly. Product needs to build features clients actually want. Marketing needs to create materials that support the sales process. When any piece breaks down, expansion deals fall apart.
Creating Partnerships That Drive Growth
Some partnerships make sense. Others waste everyone’s time. Plahar looks for companies whose solutions complement what he’s already selling. “Partnerships that complement your products and your offering, I think are key,” he explains. The best partnerships let you approach customers with joint offerings. They create referral opportunities between organizations. Sometimes they even lead to developing new products together. But they need to target similar audiences to work properly.
After years of managing complex enterprise relationships, Plahar’s advice remains surprisingly simple. “Know your market, know your customer, understand their business, and relationship is key. So build strong relationships with the customers that you serve.” There’s no secret formula or revolutionary technique. Just solid fundamentals executed consistently over time. Most sales leaders already know this advice. The challenge is actually following it when deals get complicated and pressure mounts to hit quarterly targets. Account expansion isn’t about finding magic bullets or revolutionary strategies. It’s about understanding people, building trust, and delivering value consistently. The companies that get this right keep growing their enterprise accounts year after year.
Connect with Derrick Plahar on LinkedIn to explore his insights on enterprise growth strategies.
