As well as getting to know the culture of this new unit and overall on boarding, have they gone through the house style with clients? By that, I mean walking through each account and the clients’ expectations. That includes certain points they value and want to see in all of your pitches.
My first port of call would be to talk to your manager – share how you’d like to understand the client further and see what your manager has noticed too.
Because you don’t reveal in your question is what your team thinks of the clients – but instead, your assumptions. Can they share their experience and help you navigate what could be biases or repeat behaviour from this big client? For example, are they interrupting you more than other folks on your team, or do they do that to everyone? This could reveal a lot.
But essentially, this is about understanding your audience: who they are, what they like and don’t like, and what they actually value. Once you dig into those nuances, this is where you can course correct, iterate and rehearse multiple times with colleagues. Then go for it – present to the client. Don’t ever devalue your own skills by passing over the presenting duties to other people on your team. Your team and manager should back you up – that’s why they got you on board in the first place.
On the presentation, if you’re challenged again, don’t go small. Redirect and respond by saying “That’s a fair question. Can you share more about your concern so I can understand further?” Or, “We did consider those points”, and then share more context behind the decision-making. Sharing your thinking and the context behind all your decisions aids clarity to the client, and it also builds up trust.
Once you get to know this client more, with a better understanding of how to better to manage their expectations, it will help them re-see you. The shift will begin, as will the dynamics, and a more positive perception will soon follow. Be consistent with that, and it will grow from there.