Executive Sponsorship

The Executive Sponsor ensures that the needs of clients are understood as company strategies evolve. Unfortunately, sometimes the relationship does not go beyond the initial meeting or participation in a Corporate event, such as a rugby match or invitation to the theatre. Like all relationships, trust should also be built while the going is good, to enable better preparation for a potential crisis.

I once listened to a consultant reflect his own experiences of Executive Sponsorship. At his previous company, a well known global supplier of IT products and services, he had the mixed fortune of one of his company’s Vice Presidents being the Executive Sponsor for his client.  He re-told his story of the annual meeting between his client and V.P., which had the usual pattern of his V.P. shaking the hand of his client, listening quietly to the client issues, allowing him, the then Account Executive, to respond and then leaving the meeting. I think the point he was trying to make was more about disconnected management rather than the value of the sponsored relationship.

For some Account Executives, having a sponsor can be a more of a pain than a pleasure. If everything is going well, the Executive Sponsor bathes in the glory. If there are problems, it is the fault of the Account Executive. Another example of Macho management undermining value and quality of service.

So, what has this to do with eTeams?

Fiona, Nana and I are Executive Sponsors. We believe that strong leadership enables eTeams to create partnering discussions at the right levels with our clients. We also believe that our governance model enables fast decision making because such sponsorship is from the top of our company.

The management style of eTeams is one of leadership and support. Our collective opinion is that all our clients should benefit from Executive Sponsorship because each relationship brings value to both parties.

We continue to be surprised to learn about companies spending five or six-figure sums with little or no regular access to the top management of their translation provider, or no Executive Sponsorship.  In this scenario, operational relationships tend to be developed by middle management who try to do the right thing, but do not have the influence required to effect real change.  The money you spend with your translation partner is evidence of your investment in them.

Building a pro-active relationship does not necessitate attending sporting or cultural events, but inspiration can sometimes come from such occasions.  When it does, we want to share these moments with you, not just when they happen but as part of the continuation of our relationship.

Our Directors will take a personal interest in you and your needs. We encourage you to call us, even after 17:30, because we know that your business day does not always stop then.

If you feel that your voice is not being heard, let us know. 

“eTeams – Translations you can trust”