What you will do
Own the Relationship: Act as the client’s primary strategic contact, building the connection and communication that lets you understand their real business objectives – not just their SLAs. Run the weekly, monthly and quarterly governance cadence (WBRs, MBRs, QBRs), and turn quarterly reviews into forward-looking business conversations: trends, insights, what’s coming next, and a clear plan – not just historical numbers.
Coordinate cross-functional: Coordinate quality, operations, technology and finance to keep local delivery aligned to global standards and client commitments. You are the stakeholder who translates what’s happening internally into a single, consistent narrative for the client, and translates client needs back into action for the delivery teams.
Turn Concerns into Transformation Respond to client concerns around cost, efficiency, or capacity with a data-driven approach: validate the numbers, build the business case, and propose the right combination of automation, AI-enablement, and process redesign to improve outcomes for both sides.
Navigate Commercial and Contractual Complexity: Revisit and calibrate contract terms as the account’s needs evolve – whether that’s a shift in required skill sets, a renegotiated FTE structure, or a request for additional deliverables from a strategic client. Balance what the client is asking for against what protects the business commercially, and be ready to trade off, offset, or automate elsewhere to make it work for both sides.
Drive Portfolio Growth: Partner with clients to shape scalable operating models, maximize retention, and identify where the relationship can expand – more headcount, more scope, more strategic trust – based on delivered results.