Reducing account concentration without slowing the accounts that pay.
Set the account-growth roadmap for a transformation agency concentrated in a small number of large accounts.
- Sector
- Business transformation
- Markets
- UK, US
- Case study
- Chesamel
Where the business stood.
A transformation agency with deep delivery inside a handful of very large accounts. Revenue was strong and structurally fragile: a change of sponsor inside one account would have moved the whole year.
Widen the base — new logos and new entry points inside existing accounts — while protecting the delivery relationships already carrying the business.
How the work ran.
Define
Quantified concentration by account, sponsor, and service line, then identified adjacent entry points where existing delivery evidence already travelled.
Build
Built the account-growth plan per sponsor, plus the origination motion for new logos in the same buyer category, with client-services and BD responsibilities separated explicitly.
Scale
Instrumented the pipeline so concentration is reviewed as a standing metric rather than discovered during a renewal.
What the client owns.
- —Concentration analysis by account, sponsor, and service line
- —Account-growth plans with named entry points
- —New-logo origination motion for the same buyer category
- —Split of client-services and business-development ownership
- —Concentration dashboard reviewed on a standing cadence
- Engagement shape
- Diagnostic then account roadmap
- Risk addressed
- Revenue and sponsor concentration
- Function owner at close
- Client services and BD leads
Fixed-fee diagnostic with a written read, then a roadmap engagement. Analysis and dashboards handed over in full.
Other engagements.
Start with the founder-dependency audit.
Ten working days, fixed fee, a written read your team owns. The fee credits against the build that follows.