The Head of Strategic Growth is the senior executive who owns Wonderful’s largest client relationships after the deal is signed. You take over from the Go-To-Market (GTM) lead once the pre-sale is done, and from that point you are accountable for how the account performs: the business results we deliver, the strength of the relationship at the top of the client, and how the account grows.

This is an Associate Partner-level role, and it is not a senior account-management role. You are not there to run the workplan or to manage the relationship from the top; you own the outcome. You carry a portfolio of accounts at the same time, you are the person the client’s C-suite calls, and you are accountable for the commercial outcome of each relationship: the impact we deliver, the trust we hold with the sponsor, and the next piece of work, which you are expected to shape before the client knows to ask for it.

You are expected to be close to both the C-suite and the operation. You spend time on the ground, understand how the client actually works, and stay close to what is happening in production, so that what you tell the sponsor is what is really going on.

Depending on account size, a GTM lead may stay involved alongside you. In many accounts there will be none, and you are the senior face of Wonderful. Either way, delivery and expansion sit with you.

What you will do

Lead the client relationship, top to floor

- Be the senior executive sponsor for each account in your portfolio, with a direct line to the client’s CEO, CxOs, and business-unit heads

- Walk the corridors and the floor: spend real time on site, know what is top of mind for the client’s leadership, and know what is actually happening in the operation where our work runs

- Hold the hard conversations: scope, priorities, expectations, and the occasional reset when something has gone wrong

Run executive governance





- Own the steering cadence with the client’s sponsor and senior stakeholders

- Align stakeholders before the meeting, not in it, so decisions are prepared rather than debated live

- Surface risks early and in the open; the sponsor should never be surprised

- Leave every forum with clear decisions, named owners, and deadlines, and follow through on them

Own delivery and impact

- Take over from the GTM lead at signing and own the account from then on

- Be accountable for delivery and impact across the account; the delivery and engagement leads run the workstreams day to day, you set the direction and hold them to it

- Agree a baseline with the client at the start, define what impact means in their terms, measure it against that baseline, and make it visible to their leadership

- Step in personally when a relationship or a deliverable is at risk, and know when a conversation needs you rather than the team

Turn delivery into growth

- Build and maintain a forward-looking view of the next ten use cases for each account: the business impact each could create, what it would take to deploy, and in what order

- Shape these with the client’s senior team so they become the client’s roadmap, not our wish list

- Work with GTM to turn that roadmap into commercial opportunities, and coordinate so the client experiences one company, not two sales motions

- Build the multi-year view of where each account can go and the path to get there

Run a portfolio

- Carry several accounts at once and allocate your time to where it moves the needle most

- Steer the delivery teams on each account, set the bar for quality, and develop the people under you

- Feed what you learn across accounts back into our offering, our pricing, and how we sell

What success looks like in the first 12 months

- Every account you own has a named executive sponsor on the client side who sees you as their counterpart, and who trusts you to tell them the truth, resolve problems, and deliver on commitments, especially when things go wrong

📌 Strategic Growth, Italy (Italia)
🏢 Wonderful
📍 Italia