Who should handle client relationships at a translation agency after the founder leaves?

Look first at who clients actually call. In many small agencies the founder handles quotes, urgent fixes and complaints, even when someone else manages projects. Write down each important client and who they speak with in practice, not who the org chart says. That list tells you where the risk sits.

Then consider the candidates. A strong project manager knows the files and deadlines but may not be comfortable discussing pricing or disputes. A salesperson may be good at relationships but lack the language knowledge to solve a quality problem. Often the answer is a pair, with clear lines about who decides what.

Make the handover gradual. Have the founder introduce the successor on real jobs, copy them on emails and let them lead a call while the founder listens. Ask the biggest clients whether they would like a meeting. Some will want reassurance from the buyer directly. If the founder is leaving as part of a sale, ask your lawyer how a transition period, and any limits on the founder contacting clients later, should be written. Agree on roles before closing, not afterwards. Put each decision in writing so nobody wonders later who may quote, approve or refund.

Key takeaways

• Map who clients really contact, since the real relationship may sit with the founder.
• Pair a project lead with a relationship lead if one person lacks both skills.
• Introduce the successor on live work well before the founder steps back.