METCO Global is looking to franchising as a route to international growth, drawing on its enterprise marketing and customer acquisition expertise to build a network of locally operated businesses.
For Maxim Frolov, the commercial challenge is turning an established enterprise marketing operation into a model that can be replicated across different markets.
As MG’s Chief Commercial Officer, Frolov is leading the development of a franchise structure designed to give local business owners access to the company’s processes while retaining responsibility for developing client relationships and running their own operations.
The next phase of its growth depends, in part, on whether those capabilities can be translated into a consistent operating model across markets while allowing franchise partners to draw on their own commercial networks and local knowledge.
Enterprise experience and the realities of ownership
Frolov brings more than 25 years in technology, spanning senior corporate roles and ventures he has launched, exited or helped to scale.
That background gives him experience with enterprise customers and an understanding of the decisions facing someone building a smaller business.
In 2019, Frolov left a senior position at a global technology company to concentrate on work he wanted to pursue independently. The early years were demanding and helped shape his approach to entrepreneurship. He remains drawn to the opportunity to build a lean business while staying directly involved in its development.
Those experiences inform his work at MG. A prospective operator needs to understand the proposition, the support available and the responsibilities involved in delivering it.
The CCO is organising MG’s commercial knowledge and operating processes around those practical requirements.
Commercial purpose behind every programme
MG’s work aims to address an ongoing enterprise sales challenge.
A technology provider may know which organisations it wants as customers while struggling to engage the people who influence investment decisions within them. Reaching those individuals requires an understanding of their responsibilities, business priorities and reasons to participate in a conversation.
The consultancy starts with the client’s commercial objective, then identifies relevant accounts and stakeholders.
Research, persona mapping, direct outreach and qualification shape engagement. Confirmation and relationship management continue through to attendance, with reporting that makes progress visible to the client.
Executive boardrooms, roundtables, summits and private dinners provide settings for that engagement. Their value depends on the relevance of the people involved and the quality of the discussion. For clients in cybersecurity, cloud, data infrastructure, payments and other enterprise technology markets, the objective is to develop relationships that can support customer acquisition and account growth.
Underlying that approach is MG’s philosophy of underpromising and overdelivering. It starts with having the right executive personas in the room: people whose responsibilities, influence and business priorities align with the client’s brief. Audience quality takes precedence over headcount, with the emphasis on creating relevant conversations and relationships that serve the client’s commercial objectives.
MG reports executive attendance rates of 89-92%, depending on market and format. It also reports six consecutive years of triple-digit revenue and profit growth during its development and projects triple-digit growth for 2026.
These company figures describe its operating history and current outlook; they provide context for the business Frolov is preparing to extend internationally.
Making the model practical for local operators
The franchise proposition combines local ownership with access to MG’s brand, methodology, central expertise and delivery support.
Its processes are being documented so partners can understand how to develop a client brief, identify the relevant executive audience and manage a programme through to completion.
Local leadership is central to the approach. Operators bring relationships, judgement and knowledge of how business is conducted in their markets. MG supplies the underlying methods and support.
Frolov’s role is to make the connection workable, establishing a clear relationship between what the central business provides and what each operator is responsible for delivering.
The model is also intended to support a lean operating structure, reducing the need for extensive office infrastructure at the outset. Its appeal lies in giving capable entrepreneurs an established commercial framework and practical support as they build their businesses. Developing client relationships and managing the operation remain active responsibilities of ownership.
For MG, the same structure creates a route to international development through people who understand their own markets. Consistency rests on documented processes, clear responsibilities and support that operators can use in day-to-day delivery.
These are the foundations Frolov is developing as the franchise network takes shape.
Preparing MG for its next phase
The expansion programme forms part of a wider organisational shift led by MG’s President, Ray Akhtar.
Alongside Frolov’s appointment, Imran Akhtar’s role has evolved into that of Chief Executive Relations Officer, leading MG’s worldwide customer acquisition teams. Together, these responsibilities give dedicated leadership to franchise development and the executive relationships supporting delivery.
A rebrand scheduled for the beginning of December 2026 will introduce three connected platforms. METCO Global Group will present MG’s capabilities to clients. The Executive Boardroom will serve senior executives through relevant business insight, peer engagement and executive experiences. METCO Global Holdings will present the franchise model and support available to prospective partners.
The planned launch will also introduce MG’s global franchise and expansion network, supporting its preparations for worldwide growth in 2027.
For Frolov, the immediate work is to make the proposition clear and usable for the people who will take it into their markets. His contribution will be measured in the strength of that operating model and the ability of local leaders to put it into practice.
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