Situation

• Rapid decline of client relationship, trust and engagement as a result of unplanned loss of agency leadership
• Wider implication for listed agency parent company relationship with high double-digit US$ revenues from client
• Client servicing team mis-matched in skillset and knowledge and unable to support global corporate communications and business group/business unit objectives on behalf of client
   

Actions

• Appointed as global client leader with mandate to reorganise the team to drive profitability, relationship management, planning, business development, efficiency and delivery of best practice across 20+ markets 
• Engaged with client to identify impediments, evaluate internal team structure and skillset, removing, replacing and re-assigning as necessary, including resigning some unprofitable client work
• Negotiated new performance KPIs with client procurement, making sure they were monitored and met
• Reinvigorated C-suite relationships to build credibility client-side, leveraging this into daily client interaction to build in-market, regional and global programmes and identify revenue opportunities
   

Outcomes

• Transformed a declining relationship and rebuilt trust, preserving existing retainer fees and generating organic growth alongside additional project fees
• Consistently drove team to win competitive business pitches, further adding to global revenues and the agency portfolio of retainer and project work for the client in China, Japan, UK, Germany, France, Spain, US, India, Indonesia, Malaysia and Vietnam
• Returned account to profitability within 18 months with double digit growth