Stop 8 of 9 · Weekly
Renewals and expansion
Everything ending inside 180 days sorted into at risk, quiet and expansion, a renewal plan for the at-risk ones, and a quarterly business review deck built in Claude Design.
The base is the quota
New logos are the exciting half of this job and the smaller half of the number. What Wael actually carries is a base of services that renew, and a set of accounts that could buy a second and third thing. Both live in the same report: everything ending in the next 180 days.
The artefacts are the window list, a renewal plan per at-risk account, and one QBR deck. Your manager reviews the window list and sits in on the QBR.
Sorting the window
| Bucket | The test | The move |
|---|---|---|
| At risk | No two-way contact in six months, or a run of unresolved cases | Renewal plan and a meeting inside two weeks |
| Quiet | Contact is fine, nothing pending | A QBR and a forward plan |
| Expansion | A gap in the account plan plus a business change | A design conversation, not a renewal conversation |
Attached: the services report with end dates, the contact history and the case history for those accounts: [attach the three files]. List every service ending in the next 180 days, one row per account with the services, the earliest end date, days remaining, the last two-way contact date and the open case count. Sort into three buckets: at risk, quiet and expansion, using the tests I gave in my notes, and say which test put each account in its bucket. Flag any account in the window whose end date field is empty or whose contact history is blank. Use the size band, not billed figures.
The renewal plan for an at-risk account
Here is the account plan and the case history for this at-risk account: [attach both]. Write the renewal plan on one page. What they have and when it ends. What has gone wrong in the last year, from the case history only, grouped by theme. Who has left or joined since we last spoke, from the contact records. The three things I have to establish in the first meeting, phrased as questions. The two outcomes I would accept and the one I would not. A timeline working backwards from the end date with a date against each step. No rates, no discounts, and no reference to what any competitor charges.
The QBR deck
Claude Design turns the plan into a deck without Wael opening a template. Give it the outline and the brand kit, look at what comes back, then say what is wrong in words.
Here is the account plan, the year's case summary and the forward plan: [paste all three]. Build a quarterly business review deck of eight slides: the year in one slide, service performance by site, what we fixed and what is still open, the changes in their business we know about, the forward plan for the next two quarters with owners, the decisions I need from them today, the risks either side carries, and next steps with dates. Every commercial figure is a bracketed placeholder. No slide has more than five lines. Use their industry vocabulary from the account plan, not ours.