Skip to main content
Kimble Group
LOG INREGISTER

Client Partner

waterfield techDenver, COManager L7
Sales Representatives of Services, Except Advertising, Insurance, Financial Services, and TravelSales ManagersSales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products
Other Management Consulting ServicesAdministrative Management and General Management Consulting ServicesComputer Systems Design Services
APPLY NOW (opens in a new tab)
Client Partner (CP): Role Charter and Job Description The Client Partner (CP) owns the commercial performance and strategic relationship for a portfolio of WFX customers. CPs are accountable for renewal execution and expansion growth by leading outcome-based customer conversations and orchestrating internal resources (CSM, Advisory/Pre-Sales, Delivery Owner, Deal Desk). The CP is the quarterback of the account team and ensures the right specialists engage at the right time with a single, consistent customer narrative. WFX is building a GTM model that scales through segmentation, pod-based coverage for Strategic accounts, standardized commercial workflows, and empowered delivery. The CP exists to: Drive profitable retention + growth (GRR/NRR) in the installed base Build executive relationships that reduce churn risk and increase strategic relevance Create and close expansion opportunities using a repeatable playbook Protect time for selling by moving "paper" and operational work to the right functions Ensure delivery commitments and commercial commitments remain aligned Primary outcomes (what "success" means):Renewals closed on time with minimal surprises and controlled concessions Expansion growth driven by account planning and repeatable plays Executive-level trust and multi-threading across key stakeholders Forecast integrity (renewal + expansion) leadership can rely onInternal orchestration that reduces friction and accelerates customer decisions Scope and coverage model: CPs own a customer portfolio aligned to WFX segmentation tiers (A1/A2/B1/B2), with coverage intensity based on tier. Coverage intent by tier: Segment - CP focus - Coverage postureA1 - Deep strategic coverage, exec governance, multi-threaded expansion - Pod-led, high intensityA2 - Retain and selectively expand, strong governance with lighter intensity - Pod-led, moderate intensityB1 - Create expansion pipeline, prioritize accounts with clear upside - Scaled coverage + targeted specialistsB2 - Retain efficiently, low-touch motions, exceptions only - Tech-touch / pooled support
Core responsibilities:
  • 5.1. Customer strategy and executive relationships
  • Own the account plan (A1/A2 required, B1 simplified) tied to customer outcomes and WFX growth priorities
  • Build and maintain executive sponsor maps and relationship strategies
  • Lead QBR/EBRs for Strategic accounts, ensuring each produces clear next actions and measurable value narratives
  • Serve as the primary commercial escalation point for executive-level issues and risk5.2. Renewal ownership and retention execution
  • Own renewal outcomes end-to-end: strategy, negotiation approach, internal alignment, and signature
  • Drive renewal discipline using a renewal runway approach (120/90/60/30 milestones) in partnership with CSM and Deal Desk
  • Coordinate approvals and exceptions through defined governance paths
  • Protect profitability by aligning renewals to pricing/margin guardrails and approved exception processes5.3. Expansion and growth
  • Build and advance expansion pipeline through account-based discovery, targeted plays, and multi-stakeholder alignment
  • Own commercial close on expansions, including bundled solutions across services, managed services, AI, and ecosystem capabilities
  • Keep the solution narrative anchored on measurable outcomes and value realization
  • Partner with Advisory/Pre-Sales and Delivery Owner to translate customer needs into feasible, scoped outcomes5.4. Orchestration and operating cadence
  • Lead the internal pod rhythm for Strategic accounts (cadence appropriate to tier and complexity)
  • Ensure role clarity across CSM, Advisory/Pre-Sales, Delivery Owner, and Deal Desk to prevent work leakage
  • Maintain CRM hygiene and forecast accuracy for renewals and expansions
  • Capture key account intelligence and stakeholder context in the system of record
  • Decision rights (must be enforced):Owns the final recommendation on commercial strategy for renewals and expansions
  • Can commit to delivery-related milestones only when Delivery Owner confirms feasibility and scope assumptions
  • Can request pricing structures and quote development via Deal Desk within standard guardrails
  • Escalates margin exceptions, non-standard terms, and high-risk commitments via defined approval paths
  • Explicit exclusions (to prevent role drift):The CP does not:
  • Generate quotes, renewal paperwork, approvals packets, or contract administration (Deal Desk owns)
  • Own invoicing mechanics, usage reconciliation, or credit execution (Finance/Order Ops owns)
  • Serve as the support engineer or ticket owner (Support/TAM lane; CSM orchestrates)
  • Run delivery project management (Delivery Owner leads delivery governance)
  • Own solution architecture (Advisory/Pre-Sales leads; CP owns the commercial narrative)
  • Key interfaces (how CP works with the rest of the model):CSM: adoption/value realization, health and risk sensing, governance cadence, renewal runway discipline
  • Advisory/Pre-Sales (Client Advisor): discovery, solutioning, demos, technical validation, roadmap shaping
  • Advisory Services: productized advisory engagements that create roadmaps and unlock expansions
  • Delivery Owner: delivery outcomes, costing inputs, change control triggers, scope feasibility
  • Deal Desk: pricing structure support, quote/renewal paper, approvals routing, guardrails enforcement
  • Finance/Order Ops: billing readiness, delinquency awareness, credits/usage workflows (as defined)
  • Required artifacts and "definition of done":Account plan and 90-day play plan
  • Stakeholder map and executive sponsor plan
  • Renewal runway plan (120/90/60/30 milestones and escalation triggers)
  • Mutual action plan for material expansionsQBR/EBR agenda and value scorecard narrative (A tiers)
  • Internal pod summary notes following key meetings, with next actions and owners
  • Performance measures (KPIs):10.1. Core KPIsPortfolio GRR and NRRRenewals on-time rate and renewal forecast accuracy
  • Expansion pipeline coverage and progression velocity
  • Expansion win rate and average discount behavior vs guardrails
  • Executive engagement coverage for Strategic accounts (documented sponsor + cadence)10.2. Quality KPIsMargin compliance and exception discipline
  • Low "surprise churn" rate (risks surfaced early with action plans)
  • Adoption of standard plays and artifacts (process adherence tied to outcomes)
  • Qualifications and capabilities:
  • Demonstrated success managing and growing complex customer portfolios (enterprise or upper mid-market)
  • Strong executive presence, negotiation skills, and multi-stakeholder deal leadership
  • Comfort selling blended solutions: advisory, implementation, managed services, AI-enabled CX improvement
  • High operational rigor (forecasting, CRM discipline, play execution)
  • Ability to lead cross-functional teams without formal authority
  • Quick RACI clarity map:
  • Activity - CP - CSM - Deal Desk - Delivery Owner - Advisory/Pre-Sales
  • Renewal strategy + customer conversation - A/R - C - C - C - CRenewal runway discipline - A - R - C - C - CQuote / paperwork / approvals packet - C -

Matching similar jobs

Level

Manager L7

Location

Denver, CO

Occupation

Sales Representatives of Services, Except Advertising, Insurance, Financial Services, and Travel

Industry

Other Management Consulting Services

Posted

today

APPLY NOW (opens in a new tab)