Commercial Impact
Magnus Consulting’s Strategic Account Growth Accelerator transformed the client’s approach to must-win accounts, strengthening stakeholder intelligence, improving win confidence and embedding a repeatable growth methodology. It delivered standout commercial results, including a £200M contract win, a £214M priority opportunity pipeline and a 319x return on investment.
In 2024, Magnus Consulting worked with a world-leading global logistics provider across the UK and Ireland on the Strategic Account Growth Accelerator. The business had set out to double revenue by 2030, but was engaging major opportunities too late, pursuing bids inconsistently across business units, and applying no shared standard for what was worth going after. Two accounts defined the challenge. Account 1 was a long-standing contract worth over £170M at serious risk following a leadership change and mounting competitive pressure. CX scores sat at 6/10, the stakeholder network was thin, and the team had no structured intelligence to work from. Account 2 was a major UK grocery retailer the business had pitched to three times without success. Win probability was assessed at under 25%, and senior leaders had already decided to walk away from it.
The Customer Growth Accelerator is a 12-week methodology combining market and competitor analysis, deep behavioural stakeholder profiling, account strategy and a weekly execution sprint. Each key stakeholder is mapped across personality type, motivations, fears, network position and communication preferences. Account teams work through every stage themselves rather than receiving a finished briefing, which is what makes the methodology stick. Alongside this, the Strategic Account Platform pulls all intelligence into one shared environment, accessible to everyone working the account.
The defining moment of challenge came on Account 2. Magnus disagreed with the internal decision to abandon the bid and made the case with evidence: the stakeholder landscape the programme had mapped, the opportunity a competitor merger had created, and the gap between how the team perceived their chances and what the intelligence actually showed. The bid was reprioritised, properly resourced, and won.
On Account 1, win probability on the £170M+ renewal was raised from 50% to 75%, CX scores improved from 7/10 to 8/10, and renewal discussions shifted from a standard three-year term towards a potential ten-year strategic partnership. On Account 2, the business won a £200M strategic logistics contract and expanded the stakeholder network from 16 to 86 individually profiled decision-makers. Against a total investment of £65,000, the programme generated a £214M priority opportunity pipeline across five accounts and returned 319 times the investment. The accelerator is now the standard model for how the business pursues must-win accounts and is being extended to future cohorts through the Golden Ticket programme.
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