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 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 on
- Internal orchestration that 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 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)
9. REQUIRED ARTIFACTS AND “DEFINITION OF DONE”
A CP is expected to maintain and use the following artifacts (tier-scaled):
- 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 expansions
- QBR/EBR agenda and value scorecard narrative (A tiers)
- Internal pod summary notes following key meetings, with next actions and owners
10. PERFORMANCE MEASURES (KPIS)
10.1. Core KPIs
- Portfolio GRR and NRR
- Renewals 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 KPIs
- Margin 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)
11. 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
12. QUICK RACI CLARITY MAP
Activity | CP | CSM | Deal Desk | Delivery Owner | Advisory/Pre-Sales |
Renewal strategy + customer conversation | A/R | C | C | C | C |
Renewal runway discipline | A | R | C | C | C |
Quote / paperwork / approvals packet | C | C | A/R | C | C |
Expansion close | A/R | C | C | C | C |
Solution discovery + architecture | C | C |
| C | A/R |
Change control trigger | C | C |
| A/R | C |
(A = Accountable, R = Responsible, C = Consulted)
Physical Requirements
- Ability to sit for extended periods
- Ability to lift or carry objects up to 10 lbs.
- Frequent use of computer, telephone and standard office equipment.
- Ability to travel for client meetings, training or installations.
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