For many professional services firms—whether in management consulting, accounting, or legal services—the departure of a rainmaker can feel like a seismic shift. When senior talent leaves, they often take entire teams and clients with them, particularly in small and mid-sized firms. This is because client experience and relationships are often deeply tied to these key individuals, with little exposure to the firm’s broader brand or other team members. This reliance on rainmakers is widely accepted as the norm, as they are seen as essential for driving business and growth.
Yet, as firms grow and seek to build a legacy, they must relook at the over-reliance on rainmakers in their growth journeys.
To grow sustainably and minimise the risks associated with the loss of a rainmaker, firms need to adopt strategies that institutionalise client relationships, build robust internal capabilities, and create a strong brand identity. While these ideas may challenge traditional models, some firms have successfully implemented such changes with positive results.
1. Institutionalising Client Relationships
This involves creating multiple touchpoints between the firm and its clients, ensuring that no single individual holds exclusive control over the client connection.
By adopting a team-based client management approach, firms can foster deeper relationships across the organization. Regular interactions with different team members can strengthen the client’s trust in the firm. Large firms often assign relationship managers to introduce clients to a broader range of services and teams, providing continuity even if a rainmaker leaves. This practice can be challenging to implement, particularly in firms where rainmakers are used to managing clients on their own, but it is key to ensuring long-term stability. Rainmakers can be encouraged to build relationships with more high-value, exclusive clients who will value their influence, while transitioning some of the existing client relationships to others in the organisation.
2. Building a Strong Brand
Firms with a clear value proposition and strong brand identity are less dependent on individual rainmakers. A robust brand, centered on the collective expertise of the firm, can serve as an anchor for clients. By positioning the firm as a thought leader—through white papers, blogs, webinars, and speaking engagements—the brand becomes a magnet for clients. For instance, several years ago a consulting firm that experienced a large exodus of partners was able to retain its clients due to the strength of its brand. The firm’s damage control measures, including reinforcing its reputation in the market, allowed it to weather the transition without losing business. While this strategy requires significant investment in branding and thought leadership, the payoff in client retention is evident.
3. Creating a Knowledge-Sharing Culture
Rainmakers can resist decentralizing client management because they fear losing influence. However, fostering a culture of knowledge-sharing not only ensures smoother transitions but also enhances the firm’s intellectual capital. By mentoring junior staff and documenting insights, rainmakers can pass on their expertise while freeing up time for more strategic tasks.
At a previous employer, we institutionalized weekly leadership calls to discuss successful projects and how they could be applied across clients. For firms that find regular meetings cumbersome, creating an online repository of best practices can be an effective alternative. For example, Bain & Company’s Iris platform democratizes access to the firm’s extensive repository of case studies and methodologies. I developed a similar system at a former employer which led to a 70 per cent improvement in go to market time, even without rainmaker involvement.
4. Diversifying Business Development Efforts
Firms can empower multiple team members to engage in business development activities by providing them with training, tools, and opportunities to build their networks. This approach reduces the risk of over-reliance on a few people.
A consulting firm I worked with we established talent standards that decentralized business development efforts. This included requiring even managers to allocate at least 10 per cent of their time to support business development, sales enablement, or marketing activities, working alongside my team for program management. This involvement was integrated into performance evaluations and influenced promotions. Additionally, developing a strong internal sales process that includes regular pipeline reviews and follow-ups can help maintain momentum in business development activities.
5. Fostering client loyalty through feedback and strategic conversations
Delivering exceptional value to clients fosters loyalty and reduces the likelihood of client attrition, should rainmakers leave. Regularly seeking client feedback to understand their evolving needs and ensuring that the firm’s offerings align with their expectations strengthens client loyalty.
For example, asking questions beyond the scope of the current project—without trying to sell additional services—can uncover insights that solidify the client relationship. Deloitte’s Good Company video podcasts exemplify how firms can maintain ongoing client engagement and loyalty through strategic conversations. Incidentally, rainmakers can be best positioned to have such strategic conversations and get their teams to implement the necessary actions.
Can these approaches work? – Drawing parallels with the medical profession
The rainmaker dynamic in professional services mirrors the traditional private medical practice, where patients sought out individual doctors based on reputation. However, the medical field has evolved significantly to become more patient-centric. Today, doctors’ effectiveness is measured by patient health outcomes rather than the volume of procedures or consultations.
Modern hospitals have invested in research, technology, and collaboration between specialists, leading to standardized treatment protocols. Senior doctors focus on complex cases while mentoring juniors, elevating the entire institution’s capabilities. Similarly, in professional services, if client-centricity is prioritised and rainmakers are evaluated on broader parameters—not just revenue—firms can evolve.
Strategic investments in knowledge-sharing, collaboration, and client experience can enable rainmakers to concentrate on high-value relationships and thought leadership, rather than managing every detail of every engagement. This not only strengthens the firm but also enhances its long-term resilience and success.
Acknowledging the Challenges
Transitioning away from rainmaker dependency isn't without its challenges. For many firms, rainmakers represent not only business development but also a source of institutional knowledge and prestige. Rainmakers themselves may resist such decentralization efforts, fearing a dilution of their influence. Moreover, implementing firm-wide changes that decentralize client relationships can seem overwhelming, especially in smaller or more traditional firms where rainmakers have long been the cornerstone of success.
However, much like the medical profession has shifted from individual doctor-centric practices to patient-centric care in hospitals, the professional services industry can adopt a more institutional approach. This approach would need to consider addressing internal insecurities among professionals, implementing a governance framework that offers equal leadership opportunities, and ensuring consistency in client approach and delivery processes. For example, firms can rotate partners through various portfolios to develop leadership skills. Peer conversations and executive coaching can help mitigate any fears that rainmakers have of becoming irrelevant in the industry. Equally satisfying alternate career paths may be discussed that provide rainmakers the opportunity to increase their sphere of influence.
To improve client experience, firms can work towards embedding their core identity and values into every engagement and standardise client approaches and delivery processes.
Implementing these strategies may take time and effort, but they have the potential to create a more resilient and robust business model—one where the firm, rather than any single individual, is the primary driver of success.
Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of the publication.
Authored by:
Archana Venkat
Growth Advisor
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