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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):

1. Renewals closed on time with minimal surprises and controlled concessions
2. Expansion growth driven by account planning and repeatable plays
3. Executive-level trust and multi-threading across key stakeholders
4. Forecast integrity (renewal + expansion) leadership can rely on
5. Internal 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 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

Core responsibilities

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

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

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

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)
• The CP does not: own invoicing mechanics, usage reconciliation, or credit execution (Finance/Order Ops owns)
• The CP does not: serve as the support engineer or ticket owner (Support/TAM lane; CSM orchestrates)
• The CP does not: run delivery project management (Delivery Owner leads delivery governance)
• The CP does not: 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 expansions
• QBR/EBR agenda and value scorecard narrative (A tiers)
• Internal pod summary notes following key meetings, with next actions and owners

Performance measures (KPIs)

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)

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)

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 - 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