Landon Miller.

I start with the customers we lost and the next six months of renewals. I read the exit notes, talk to buyers, and compare what they tell me with the forecast. The first review produces a short list of accounts we can still save, the dollars at stake, and the reasons customers are leaving.

The account owner and the customer agree on what has to change, who will do it, and by when. Each week we review what moved and where I need to intervene. The account comes off the recovery list when the customer confirms the issue is resolved, or when we record the loss and why it happened.

If several customers stall at the same point, I change how we onboard the next one. Sales brings the buyer’s original goal into kickoff. The customer and implementation lead agree on a baseline, a first result, and a date. I track how long it takes to reach that result and where the next rollout gets stuck.

Every month we put actual results beside the baseline and the full cost. When did the customer break even? What savings or revenue will their finance team recognize? Once our sponsor can defend the investment, we look together for another team with the same problem. That gives expansion a buyer, a use case, and a number.

I group accounts by the help they need. A complex rollout gets a named lead. Customers with a repeatable setup can share onboarding sessions and office hours. Before adding headcount, I look at time to first value, retention, and revenue per account owner together. If capacity goes up while customers take longer to succeed, the model needs work.