CASE STUDY · ACCOUNT GROWTH
From two delivery teams to 11 in ten months
How owning both the technical relationship and the growth goals took a strategic financial-services engagement to 220% of its year-end target.
The situation
In early 2022, BSC had two delivery teams working inside one of the world’s largest financial-services enterprises. The goal for the year was five concurrent teams.
My role
As Senior Enterprise Architect, I owned both the technical relationship and the growth goals. I was the senior technical lead for about 50 BSC professionals and worked with roughly 100 of the client’s engineers and technology leaders. Those figures describe the delivery and stakeholder scope, not my direct reports.
How the growth happened
The engagement grew because the work held up. Consistent technical execution earned the client’s confidence, and that confidence turned into additional scope, one team at a time.
The result
By December 2022 the relationship had grown from two concurrent teams to 11, 220% of the five-team target, and it became a durable multi-team relationship.
What I’d do differently
I’d put more effort into building the next major customer relationship while this one was growing. Growth inside one account can hide concentration risk, and diversification needs explicit leadership ownership even when the current account is going well.