A fractional commercial leadership engagement for RPO, MSP, and Recruitment Agency organisations — driving revenue, margin, and long-term security through the relationships that matter most.
Most RPO, MSP, and recruitment agency leaders are focused on winning new logos. The most significant — and most overlooked — revenue opportunity is sitting inside the clients they already serve.
Every existing client relationship contains untapped commercial potential. Contracts that could be expanded. Divisions not yet served. Executive stakeholders whose trust has never been fully earned. Renewal conversations that happen too late, at the wrong level, with the wrong framing.
The reason that potential goes unrealised is rarely a product or delivery failure. It is almost always a relationship gap — specifically, the absence of someone operating at executive level, with genuine boardroom credibility, who can engage the CEO, CFO, or CPO as a peer and translate outstanding delivery into expanded commercial partnership.
Your delivery team is performing well. Your client satisfaction scores are strong. Yet expansion conversations stall, renewals get put to tender, and C-suite relationships never progress beyond the operational sponsor. The commercial value of what you deliver is not reaching the people with the authority to act on it.
That is the role the Fractional Client Growth Partner fills.
People Transformation Partners embeds as a fractional commercial leader — operating at board and C-suite level within your existing client base on a retained monthly basis. This is not a sales role. It is a senior relationship and commercial architecture function: building the executive-level trust that transforms operational partnerships into strategic, protected, multi-year commercial relationships.
Expanding existing contracts through new divisions, increased scope, and value-add services identified through executive engagement.
C-suite access surfaces expansion opportunities that never reach the delivery team. Executive conversations reframe the relationship from supplier to strategic partner.
Restructuring commercial terms within existing accounts to improve margin — through better rate positioning, reduced concessions, and value-based commercial framing.
Executive-level relationships shift the conversation from rate negotiation to value and ROI. A peer-to-peer commercial discussion is a different conversation entirely from a procurement review.
Preventing client churn and securing early renewal commitments by building senior stakeholder relationships that operational teams cannot reach.
Relationships built at CHRO, CPO, and CFO level mean renewal decisions are made with context and advocacy — not through a cold retender. Retention becomes a commercial strategy, not a reactive rescue.
Each retained engagement is structured around a core set of monthly deliverables, with additional activities driven by account-specific commercial priorities.
A structured analysis of the client's decision-making landscape — who has authority, who influences, and where the relationship gaps are. Updated each quarter as stakeholder movements occur.
Direct, in-person engagement with CHRO, CPO, CFO, or CEO stakeholders within target accounts. Typically one to two senior engagements per account per month — dinners, boardroom sessions, strategic reviews, or informal relationship-building as appropriate to the client context.
A live, maintained register of expansion opportunities within each account — by division, service line, geography, or contract type. Updated monthly with progress status, estimated value, and next actions.
A written account strategy for each target client — covering relationship status, commercial objectives, 90-day actions, and 12-month growth targets. Presented to the CEO/MD and reviewed quarterly.
A structured assessment of renewal risk across the account portfolio — identifying which relationships are at risk, at what level, and what actions are required to secure or accelerate the renewal conversation.
A monthly commercial summary for the CEO/MD covering: relationships built, opportunities progressed, revenue protected, and pipeline developed. Board-ready format, Finance-readable metrics.
Direct, ongoing advisory access for the CEO or MD — strategic sounding board on account commercial decisions, pricing approaches, proposal positioning, and stakeholder strategy. Available between monthly sessions via agreed channels.
The Fractional Client Growth Partner operates on a monthly retained basis — a single commercial agreement covering the full programme deliverables. Three tiers reflect the scale of the client portfolio under management and the commercial stakes involved.
| Tier | Success Fee | Trigger | Min. Threshold | Payment |
|---|---|---|---|---|
| Scale | 5% | Signed contract above baseline | £250,000 new ACV | 30 days from execution |
| Enterprise | 4% | Signed contract above baseline | £250,000 new ACV | 30 days from execution |
| Premier | 3% | Signed contract above baseline | £250,000 new ACV | 30 days from execution |
At Scale tier: retainer £138,000/year + 5% success fee. A single £750,000 contract expansion generates a £37,500 success fee — total year-one cost to the client: £175,500. Revenue secured: £750,000 new ACV. Net client benefit in year one: £574,500.
At Enterprise tier: a £2M expansion generates an £80,000 success fee on a £210,000 retainer — total £290,000, net client benefit £1.71M.
At Premier tier: a £5M expansion generates a £150,000 success fee on a £270,000 retainer — total £420,000, net client benefit £4.58M.
In every scenario, the programme is substantially self-funding within the first commercial outcome. The question is not whether the programme costs money. It is whether the commercial relationships inside your existing client base are currently worth more, or less, than they could be — and what it costs you every month to leave that gap unaddressed.
Success fees apply to verified new annual contract value (ACV) above the portfolio baseline documented at engagement start — covering contract expansions, new divisional scope, rate increases, and new contracts won through relationships developed during the engagement. Success fees are not payable on renewals at existing scope and rate unless the renewal prevents an active retender. All success fees are subject to VAT and payable within 30 days of contract execution. The retainer and success fee are independent — the retainer is not reduced in a success fee month. Three months' notice required, exercisable from month six onwards, conditional on no active commercial opportunity being in progression at that point.
The following represent a selection of engagements delivered directly through executive relationship-building, stakeholder influence, and commercial account development — the same disciplines at the core of the Fractional Client Growth Partner.
| Engagement Type | Annual Value | Total Contract Value | Term |
|---|---|---|---|
| New MSP | £12.5M | £37.5M | 3 years |
| New RPO | £1.5M | £4.5M | 3 years |
| MSP Expansion | £110M | £330M | 3 years |
| RPO Expansion | £10M | £50M | 5 years |
| RPO Expansion | £5.5M | £16.5M | 3 years |
| RPO Expansion Project | £2.5M | £7.5M | 3 years |
| MSP Expansion | £5.5M | £16.5M | 3 years |
| New RPO | £4M | £20M | 5 years |
| New RPO | £22M | £154M | 7 years |
| New RPO | £15M | £45M | 3 years |
| New RPO | £7M | £28M | 4 years |
| RPO Project | £4M | £4M | 1 year |
| RPO Project | £1M | £750K | 9 months |
| New RPO | £6.5M | £19.5M | 3 years |
| 14 engagements · 12 organisations | £207M / yr | £734M+ | — |
Contract values stated are annual contracted figures at the point of delivery. Total contract value calculated across stated terms. All engagements delivered through executive stakeholder development, relationship architecture, and commercial account strategy — not through traditional sales or business development activity.