Client Partner

Client Partner (CP): Role Charter and Job Description 1. ROLE SUMMARY 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. 2. WHY THE ROLE EXISTS 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 3. PRIMARY OUTCOMES (WHAT “SUCCESS” MEANS) Renewals closed on timewith minimal surprises and controlled concessions Expansion growthdriven by account planning and repeatable plays Executive-level trustand multi-threading across key stakeholders Forecast integrity(renewal + expansion) leadership can rely on Internal orchestrationthat reduces friction and accelerates customer decisions 4. SCOPE AND COVERAGE MODEL CPs own a customer portfolio aligned to WFX segmentation tiers (A1/A2/B1/B2), with coverage intensity based on tier. 4.1. Coverage intent by tier Segment CP focus Coverage posture A1 Deep strategic coverage, exec governance, multi-threaded expansion Pod-led, high intensity A2 Retain and selectively expand, strong governance with lighter intensity Pod-led, moderate intensity B1 Create expansion pipeline, prioritize accounts with clear upside Scaled coverage + targeted specialists B2 Retain efficiently, low-touch motions, exceptions only Tech-touch / pooled support 5. 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 risk 5.2. 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 processes 5.3. 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 outcomes 5.4. 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 6. 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 7. 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) 8. 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 Ad