The rainmaker problem
In many services firms, a few partners originate most of the work. That is a strength until one of them retires, gets pulled into delivery or leaves. Growth that depends on individual effort is hard to forecast, hard to scale and hard to value.
Make the pipeline visible first
Rainmakers often carry the pipeline in their heads. Start by agreeing on a small set of stage definitions and asking every originator to keep their real opportunities in one place. The goal is not administrative control; it is a shared view that lets leadership see concentration and risk.
Separate origination from support
Rainmakers are most valuable in front of buyers and partners. Give them support for research, proposals, follow-up and CRM hygiene so their time goes where it counts. Then pair them with emerging business developers who learn by participating in real pursuits.
Run a simple commercial rhythm
A weekly thirty-minute pipeline review, a monthly look at conversion and a quarterly review of priorities and capacity do more than a new tool. Each meeting should end with owners and next actions—and begin by closing the loop on last time.
Start this week
List the opportunities over a meaningful value in your pipeline and the person who owns each relationship. If more than half sit with one or two people, the firm’s growth plan needs a commercial operation, not just more effort.