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Dear Quota Team,

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I'm a sales rep for a marketing agency and I'm drowning. Last month, our company restructured and eliminated our account management team "to streamline client communication." Now, after closing deals, I'm suddenly responsible for managing the entire execution process—coordinating with our creative team, tracking deliverables, presenting results, and fielding all client complaints. I'm spending more time putting out fires for existing clients than prospecting for new ones, and my pipeline is suffering.  They have raised my base compensation and added extra retention incentives, so I'm being compensated for the extra work, but this isn't what I signed up for. I enjoy being an individual contributor. I just want to sell, I don't want to be a project manager. How do I convince leadership that this model isn't working without sounding like I'm not a team player?

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Overworked in Location Withheld 

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Dear Overworked,

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You're being set up to fail. Sales and account management require fundamentally different skills, time management approaches, and compensation structures—and there's a reason why they're traditionally separate positions. Start by documenting exactly how your time is being allocated. The most compelling argument will be the numbers—when they see the direct impact on the company's bottom line, they'll be more likely to reconsider. Track one full week, noting every hour spent on account management versus sales activities. Calculate the opportunity cost: "I spent X hours on account management, which based on my close rate and average deal size equals approximately $Y in lost revenue for the company." Request a meeting with leadership and frame your concern in terms of company growth, not personal preference. Good luck!