SH/FT Client Lifecycle

Sales lifecycle

Use this course to learn about the end-to-end lifecycle of a deal.

START

LEARNINGobjectives

01.

Learn about each stage of the client lifecycle, from sales to delivery at a high-level.

02.

Understand stage-based processes in sales, and your role within those processes.

03.

Highlight roles and responsibilities within each processes within each stage to hold each role highly accountable.

CLIENT LIFECYCLE

This interactive client lifecycle is designed to guide you through each stage of the client journey, from initial qualification to advocacy. This comprehensive tool should enable you to better understand the processes, roles, and best practices involved in managing client relationships effectively. To get started, click on the circles below to learn more about each stage of each lifeycle.

Qualify

Contract

Onboard

Measure

Expand

Solution

Resource

Deliver

Advocate

Keep in mind, for this activity, we have only highlighted sales-based stages

Who's Involved

Growth Advisor (GA)

Go-to-Market (from lead gen)
Partner Alliances (from partner generated leads)

Key Activities

Processes within this stage

Create an Outcome in Salesforce prior to your discovery call.
Conduct a thorough discovery call to understand the client’s needs and challenges.
Use B.A.N.T. criteria to score and qualify the lead.
Add key decision-making process and stakeholders to Salesforce.
Set up a follow-up meeting with the client to discuss potential solutions.

Shown here are seveal micro-processes within this stage. Select one to learn more.

1: Qualifying the Customer

Assessing potential clients (contacts and accounts) to determine fit and deal potential. This stage includes identifying decision-makers, understanding client needs, and using the BANT framework (Budget, Authority, Need, Timing) to qualify leads. Key discovery questions should uncover the client’s pain points, goals, and budget.

1-4 Weeks

Return to Lifecycle

* Required step

1. Partner Sync

3. Discovery Call

2. Call Prep

4. Create Outcome*

Who's Involved

Processes within this stage

Shown here are seveal micro-processes within this stage. Select one to learn more.

Growth Advisor (GA)
Client Success (CS)
Strategic Delivery Leader (SDL)
Key Executives (depending on deal needs and potential)

2: Define the Solution

Key Activities

Once we've qualified that there is a potential sales opportunity, we begin solutioning the best possible engagement based on the clients need. Start by collaborating with the client to develop a tailored solution, including pricing strategies and a formal proposal. This is a collaborative phase where the Strategic Delivery Leader (SDL), the Client Success (CS) and the GA work closely to create a compelling value proposition.

Return to Lifecycle

Solution collaboration with SDL, CS, and GA, along with CSO to support positioning
Develop a solution that aligns with the client’s needs and business objectives.
Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
Be transparent about pricing and any assumptions.

2-12 Weeks

1. Deal Staffing*

4. Sales Solutioning*

3. Notify Deal Team*

5. Create Opportunity*

2. Request Channel

6. Start Scoping*

7. Create Pitch*

* Required step

Who's Involved

Processes within this stage

Shown here are seveal micro-processes within this stage. Select one to learn more.

GA
CS
SDL
PM
Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

3: Contracting & Negotiating

Key Activities

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

Return to Lifecycle

SDL, CS, GA will all align on final scoping sheet that will be translated to SOW
CS will create SOW for the team to begin to apply critical components to.
Review the SOW with internal team to ensure accuracy and feasibility.
Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations.
Gain internal approvals before sending the contract to the client.
Negotiate terms and conditions to reach a mutually beneficial agreement.
Ensure all legal, finance, and compliance aspects are covered.
Use Docusign to facilitate signature and Salesforce to process the opportunity.

1-6 Weeks

2. Weighing Investment

1. Solidify Pricing

3. Client Paper

5. Approve SOW*

4. Create SOW*

Who's Involved

Processes within this stage

Shown here are seveal micro-processes within this stage. Select one to learn more.

Resource Manager
Client Success (CS)
Strategic Delivery Leader (SDL)
Delivery Team Leads

4: Resourcing the Project

Key Activities

Identifying and allocating key resources for the project based on required skills, capacity, and client needs. This stage involves assembling the project team and ensuring they are prepared to begin work.

Return to Lifecycle

Coordinate with the Resource Manager to allocate the right team members.
Assess resource availability and align with project requirements.
Determine needs for contractors or additional staffing if required.
Schedule internal kickoff meeting with the assigned team.

1 - 4 weeks

2. Resource Request*

1. Resource Alert*

* Required step

lifecyclecategories

DELIVERY STAGESThis includes delivery processes we use depending on the project and resources.

EXPANSION STAGESThis is focused specifically on tail-end expansion processes

SALES STAGESThis includes all relevent processes within the sales cycle for new and existing business

Start

Who's Involved

Growth Advisor (GA)

Go-to-Market (from lead gen)
Partner Alliances (from partner generated leads)

Key Activities

Create an Outcome in Salesforce prior to your discovery call.
Conduct a thorough discovery call to understand the client’s needs and challenges.
Use B.A.N.T. criteria to score and qualify the lead.
Add key decision-making process and stakeholders to Salesforce.
Set up a follow-up meeting with the client to discuss potential solutions.

2-3 Weeks

1. Partner Sync

3. Discovery Call

2. Call Prep

4. Create Outcome

Processes within this stage

Shown here are seveal micro-processes within this stage. Select one to learn more.

Qualifying the Customer

If the contact has been sourced from a Partner (Salesforce, Adobe, Braze, etc...) then Stefana will likely be involved within the first qualifying call OR she will pre-qualify on behalf of the seller depending on timing and details of opportunity.

Qualifying calls are critical in determining if we are a good fit for one another. If the opportunity is SDR sourced, then Hannah will join the seller, however, if not, the seller should take the initial call solo to determine any of B.A.N.T.

Growth Advisors must create an Outcome within Salesforce for any contact that is currently being qualified. Mark status as 'Qualifying', and add all required data within the Outcome (Next Steps, Opp Size, Opp Open Date, etc...)

To prep for qualifying calls use "Discovery Prep" in the Sales Navigator sheet. This includes steps to understand the account / contact before the session. This also sheet also includes "Qualifying Questions" you can use to surface needs.

Client Lifecycle

This interactive client lifecycle is designed to guide you through each stage of the client journey, from initial qualification to advocacy. This comprehensive tool should enable you to better understand the processes, roles, and best practices involved in managing client relationships effectively. To get started, click on the arrows below to learn more about each stage of each lifeycle.

Qualify

Contract

Onboard

Measure

Expand

Solution

Resource

Deliver

Advocate

CLIENT LIFECYCLE

This interactive client lifecycle is designed to guide you through each stage of the client journey, from initial qualification to advocacy. This comprehensive tool should enable you to better understand the processes, roles, and best practices involved in managing client relationships effectively. To get started, click on the arrows below to learn more about each stage of each lifeycle.

Qualify

Contract

Onboard

Measure

Expand

Solution

Resource

Deliver

Advocate

Keep in mind, for this activity, we have only highlighted sales-based stages

1. Resource Alert

index

2. Resource Request

3. Assign Ressources

4. Sourcing Contractors

5. Offshore Hires

meeting objectives

REPORT/STATUS

Attendees

UPCOMING MILESTONES

AGENDA

ADVERTISEMENTS

PLANNING REVIEW

RESOURCE REQUEST is required once an opportunity is Closed Won on Salesforce. The responsibility is on the PM.

RESOURCE ALERT is required once an opportunity gets to the Engagement Review stage on Salesforce

If it is existing business, the responsibility is on the PM
If it is new business, the responsibility is on the CS

Request Channel

If the deal is an RFP or will require a lot of collaboration with many internal stakeholders, GAs/CS should request a new slack channel.

The request will be done in WorkFront through submitting a service desk ticket.
When you make the request please ask IT to submit to add all of the critical members to that channel.
The name of this channel can be either #RFP_Account-Name OR #Pitch_Account-Name
Once it's created by IT, the requestor should then begin to orchestrate and communicate to the team on any next steps for the deal directly within the channel.
We recommend using the Canvas feature within Slack to document all of the key deal dynamics, and Pin any critical documents such as the Scoping sheet, RFP brief, or pitch to the channel.

Create the Pitch Deck

Building out the pitch deck can be either straight forward if we're rinsing and repeating an existing pitch for a new client or incredibly time consuming and highly custom if we're builing a bespoke solution for a client. Here is the way the pitch shoould be structured and drafted regaurdless of the complexcity of the pitch:

Seller (CS / GA) creates presentation that must include. Please start from a template you can find from the Google Library or from a previous, relevent, Pitch.
Once the team starts building out the pitch here is who should be building or drafting content for each slide:

Seller (GA for NB / CS for EB) will add all "About SHIFT" slides
Seller is responsible for "Defining their need". They should use the recommendations and insights from qualifying call to do so.
SDL will build the "Recommended approach(es)" slides.
SDL will also add any relevent deliverable examples to highlight.
Seller will add "case studies" from the Client Story book or request a new Case study from the GTM team.
Seller will complete the deck with "pricing ranges" and "timeline options"

Weighing Businss Value: Don't Bet Agaisnt Yourself

While negotiating costs and cost adjustments are common in the scoping process, there is always a case to stay the course with your current pricing, even with the risk. As you, both GAs & CS, consider adjusting pricing we'd recommend you weight the following items with the deal team to choose the best course of option.

How does this scope measure up to the client's historic spending with us (for EB)?
How does this scope compare to clients like them and projects like this in terms of the cost and work?
Will this deal be a success with reduced scope? Or does this put both us and the client at risk?
Will we be missing any critical components to the work with this reduction?
Where do you believe margin will be projected with this adjustment? Will we be profitable?
Is there an investment for this engagement in hopes there is expansion in the future?
Can we keep scope as is but instead utilize lower-rate resources to accomplish the same scope?
Is any adjustment really worth it, or should be stay the course, even with the risk? What would that risk be?

Don't hesitate to pull in your CSO, CFO, CGO, or SVP of GTM to help you in this process.

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

9 // Expansion Opportunities

Who's Involved

Growth Advisor (GA)
Client Success (CS)
Key Project Leads (SDL, PM)

Executies & GTM (for support)

Activities

Build a strategic account plan that outlines growth opportunities.
Conduct a post-project review to identify new needs or opportunities.
Schedule regular check-ins with the client to maintain the relationship.
Propose additional services or solutions that align with the client’s future goals.

Processes within this stage

2-3 Weeks

Submit Outcomes

Shown here are seveal micro-processes within this stage. Select one to learn more.

Account Plans

Expansion Sessions

Deal Staffing

All deals in pursuit must go through deal staffing. There are slightly different processes for new and existing business, which can be found here.New Business Staffing (assigning an SDL & CS)

GAs to submit deal details currently in pursuit in #NB-deal-staffing slack channel.
JT (or in some cases Ryan, Adam) will assign an SDL.
Arturo, or Natasha, will also assign a CS for this account.
Depending on the deal the CSO, CTO, or CXO may also stay closely involved.

Existing Business Staffing (assigning an SDL)

If the deal is similar to the work already being done with the client, continue to work with your existing SDL on the active project, there is no need to assign anyone new.
If the deal is different then what is currently being done with client today, GA or CS to submit deal details in #EB-deal-staffing slack channel.

JT (or in some cases Ryan, Adam) will assign an new SDL for this new engagement.

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

3 // Contract

Who's Involved

CS
CS
SDL
PM
Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

Activities

CS will create SOW for the team to begin to apply critical components to.
Review the SOW with internal team to ensure accuracy and feasibility.
Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations. Gain internal approvals before sending the contract to the client.
Negotiate terms and conditions to reach a mutually beneficial agreement.
Ensure all legal, finance, and compliance aspects are covered.
Use Docusign to facilitate signature and Salesforce to process the opportunity.

Processes within this stage

2-3 Weeks

Creating SOW

Shown here are seveal micro-processes within this stage. Select one to learn more.

Approving SOW

Redlines

Approving the SOW

There are key team members who should review and approve the SOW based on the key areas of that SOW:

SVP of GTM & SVP of Delivery Ops can do an end-to-end first review
CSO (or CTO/CXO for specific projects) Must review approach & approve all SOWs
CGO reviews assumptions, terms and conditions
CFO reviews terms and conditions (if deviated from standards)

Sales Solutioning & Positioning

Solutioning & positioning the deal is a critical skill all sellers must have and prepare for, leading up to a pitch. The processes are very similar for new vs existing business but below you will see some specific nuances based on the type of deal:New Business Solutioning

GA should schedule a 30 to 45 min meeting with the assigned deal time.
This should include at minimum GA, CS, SDL, and where neccessary executive leadership (CSO, CGO, CTO, CXO), though not required within this intial call.

Existing Business Solutioning

For a deal under 12 months, GA should continue to coordinate these discussions, however, for deals past 12 months CS should schedule these sessions.
Attendance, however, is dependent on the type of deal.

Structuring the MeetingThis meeting can be flexible, but overall the structure of this call should be similar to this:

GA or CS shares client needs & challenges.
GA or CS communicates budget desire.
Team brainstorms.
GA or CS sets next steps & timing.

2 // Define the Solution

Who's Involved

Growth Advisor (GA)

Client Success (CS)
Strategic Delivery Leader (SDL)
Key Executives (depending on deal needs and potential)

Key Activities

Solution collaboration with SDL, CS, and GA
Develop a solution that aligns with the client’s needs and business objectives.
Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
Be transparent about pricing and any assumptions.

2-8 Weeks

Processes within this stage

1. Deal Staffing

Shown here are seveal micro-processes within this stage. Select one to learn more.

7. Create Pitch

5. Create Opportunity

2. Request Channel

4. Sales Solutioning

3. Notify Deal Team

6. Start Scope

GAs & CS to submit deal details (description, call links) currently in pursuit in #deal-staffing channel. JT (or in some cases Ryan, Adam) will assign an SDL. This is also where Arturo will assign a CS (for new business). See more details here.

If the deal is an RFP or will require a lot of collaboration with many internal stakeholders, GAs/CS should request a slack channel. The request will be done in WorkFront through submitting a ticket. Request channel to be called #Pitch_Account

Seller (CS / GA) creates presentation that must include, but isn't limited to:

About SHIFT slides - Seller
Defining their need - Seller
Our recommended approach(es) - SDL
Case studies - Seller
Pricing ranges and timeline options - Seller

Throughout this stage Seller will also create an Opportunity in Salesforce. Use this "Salesforce Actions" within the Sales Navigator Sheet, to understand what is required of you at this stage.

Seller (GA for NB / CS for EB) will notify the deal team of their assigned involvement in the new deal. Seller will then notify #deal-solutioning channel of the upcoming deal to get group thoughts, stories, and recommendations.

Seller sets meeting with deal-team. Keep it tight. No need to include exec leadership in initial session. In call:

Seller shares client needs & challenges.
Seller communicates budget desire.
Team brainstorms.
Seller sets next steps & timing.

CS creates Scope Sheet based on project type or options tab we are pitching
CS sets focus of the scope in sheet to guide SDL
SDL adds line items, assumptions, roles, & hours
Seller is only one to modify rate/value
Seller submits to CSO/CGO for review

Solidify or Adjust Pricing

Navigate pricing discussions, modifications, and negotiations is very common at this stage. If the client is asking to reduce cost of this scope, we have multiple ways to modify but not all are created equal. Shown below are how we'd recommend you prioritize those adjustments, with the top of the list being the preffered way to adjust, and the bottom being the least preffered:

Split into payment terms that are more in line with client's budget. Same scope, paid out differently.
SDL can reduce # of individuals / roles on each line item
SDL can reduce # of non-critical line items / scope / deliverables (if it doesn't impact client's direct asks)
GA or CS can reduce the volume of "meetings" on scoping calculator (ie: weekly 1 hour to bi-weekly 30 min)
GA or CS can reduce "Leadership" time on scoping calculator
GA or CS can reduce "Value" time on scoping calculator
GA or CS can reduce "Rate Per Hour" time on scoping calculator.
GA or CS can reduce time within a specific role, if needed, such as CS role, PM role, SDL role, but before you go here, re-review the #1/2/3 above.

Approvals: Adjustments must be made in collaboration with GA, CS, and SDL, and approved by CSO and CFO. Salesforce: If pricing is adjusted, the Opportunity Owner in Salesforce, must ensure the new price and dates are also reflected within the system and the Client Forecasting sheet.

Partner Sync

To prep for qualifying / discovery calls, use can use the "Discovery Prep" tab within the Sales Navigator sheet.This includes recommended steps to better understand the account and prospect before the call.This also reminds you of key items within salesforce. This is what anyone who joins a discovery call should be doing, but it is the primary responsibility of the sellers(GA or CS).This also sheet also includes "Qualifying Questions" you can use to surface needs.

Call Preparation

Create legal agreements and negotiate the Statement of Work (SOW). This stage focuses on ensuring that all contractual aspects are aligned with both the client’s and our internal expectations.

3 // Contract

Who's Involved

CS
CS
SDL
PM
Leaders (CFO, CSO, CGO, SVP of GTM & SVP of Delivery Operations)

Activities

CS will create SOW for the team to begin to apply critical components to.
Review the SOW with internal team to ensure accuracy and feasibility.
Confirm pricing (payment terms, RPH, hours, value) are in alignment with team and client expectations. Gain internal approvals before sending the contract to the client.
Negotiate terms and conditions to reach a mutually beneficial agreement.
Ensure all legal, finance, and compliance aspects are covered.
Use Docusign to facilitate signature and Salesforce to process the opportunity.

2-3 Weeks

Processes within this stage

2. Creating SOW

1. Modifying Pricing

Shown here are seveal micro-processes within this stage. Select one to learn more.

3. Approving SOW

4. Negotiations

Seller will:

Create the SOW document
Modify title page, executive summary, pricing, and terms of conditions
Add content in "approach" already vetted in decks / scopes.

SDL & PM Leadership will:

Add assumptions and details needed for approach.

See example

SVP of GTM & SVP of Delivery Ops can do an end-to-end first review
CSO (or CTO/CXO for specific projects) Must review approach & approve all SOWs
CGO reviews assumptions, terms and conditions
CFO reviews terms and conditions (if deviated from standards)

Who should you involve depending on the type of redlines or negotiations you receive:

CFO
1. Financial
2. Legal
3. Terms & Conditions
CSO or CGO
1. Scope
2. Assumptions

Navigate pricing modifications and negotiations is very common at this stage. You have multiple ways to modify scope and we do have some prioritized recommendations for you. Click here to see those.

Create a Salesforce Opportunity

Throughout this stage, the Seller (GA for NB + under 12 months, CS for EB post 12 months) will also create and maintain an Opportunity in Salesforce. This individual should also be marked as the "Opportunity Owner" within this Opportunity. Key areas that should be updated right away in a new opportunity by the seller:

Stage
Close date
Product (add the most relevent one) with an estimate of cost / hours to allow it to generate Total Bookings Ammount.
Next Steps

For guidance on this connect with the SVP of GTM.

Discovery Call

Qualifying calls are critical in determining if we are a good fit for one another. These calls can be run solo (by GA or CS) but there are a few exceptions:

If the lead is SDR sourced, then Hannah will join the discovery call.
If the lead is a VP of Engineering or IT, bring a more technical SDL on the call to support you.
If the first discovery is with a partner rep, we recommend included Stefena on the call.
If the lead is with a C-level executive, feel free to add a C-level or SVP on our side to help navigate.

Regaurdless of who joins you on this call, ensure you prep with that individual to align on how the call with be run, do your reserve on the account and the individual(s) you'll be meeting, and prepare to ask key questions around B.A.N.T.

4 // Resourcing the Project

Who's Involved

Resource Manager
Project Manager (PM)
Client Success (CS)
Delivery Team Leads

Activities

Coordinate with the Resource Manager to allocate the right team members.
Assess resource availability and align with project requirements.
Determine needs for contractors or additional staffing if required.
Schedule internal kickoff meeting with the assigned team.

1-3 Weeks

Processes within this stage

1. Resource Alert

Shown here are seveal micro-processes within this stage. Select one to learn more.

2. Resource Request

3. Assign Ressources

4. Sourcing Contractors

5. Offshore Hires

RESOURCE REQUEST is required once an opportunity is Closed Won on Salesforce. The responsibility is on the PM.

RESOURCE ALERT is required once an opportunity gets to the Engagement Review stage on Salesforce

If it is existing business, the responsibility is on the PM
If it is new business, the responsibility is on the CS

Once we've qualified that there is a potential sales opportunity, we begin solutioning the best possible engagement based on the clients need. Start by collaborating with the client to develop a tailored solution, including pricing strategies and a formal proposal. This is a collaborative phase where the Sales Development Leader (SDL), the Client Success (CS) and the GA work closely to create a compelling value proposition.

2 // Define the Solution

Who's Involved

Growth Advisor (GA)

Client Success (CS)
Strategic Delivery Leader (SDL)
Key Executives (depending on deal needs and potential)

Key Activities

Solution collaboration with SDL, CS, and GA
Develop a solution that aligns with the client’s needs and business objectives.
Create a series of options for the client to evaluate with a strategic approach to timelines, costs and deliverables.
Be transparent about pricing and any assumptions.

2-3 Weeks

Processes within this stage

Deal Staffing

Shown here are seveal micro-processes within this stage. Select one to learn more.

Request Channel

Create Strawman

Create Opportunity

Create Scope

Create Statement of Work

Now it's time to formalize all the hard work you've been pitching into a legally binding document with the client, the Statement of Work (SOW). Like much of what has been shared, this too is a team sport to the finish line. Here is how to get started:

CS will create the SOW document

CS will then modify title page, draft an executive summary, and translate areas such as pricing and phases into the statement of work
CS will also translate any "approach" based content (such as summaries, titles, deliverables, assumptions), already vetted in decks and scoping sheets by the SDL, directly into the phases of work within the SOW.
CS or GA will also make any required adjustments to Terms & Conditions or Payment Terms.
SDL & PM will then add any key missing details within the SOW around the approach that was not able to be obtained through historic documents.
SDL & PM Leadership will finally add general and project assumptions
CS or GA should give the document a full, final review before it is sent to leadership for review and feedback. Due to timing, reviews may happen at the same time as drafting key sections. We request flexibility from all parties in the sales process to help us all work together to get the deal done.

1 // Qualifying the Customer

Who's Involved

Growth Advisor (GA)

Go-to-Market (from lead gen)
Partner Alliances (from partner generated leads)

Next Best Actions (NBA)

Conduct a thorough discovery call to understand the client’s needs and challenges.
Map out the client’s decision-making process and identify key stakeholders.
Use BANT criteria to score and qualify the lead.
Set up a follow-up meeting with the client to discuss potential solutions.

2-3 Weeks

Processes within this stage

Partner Sync

Shown here are seveal micro-processes within this stage. Select one to learn more.

Qualify Call

Create Outcome

If the contact has been sourced from a Partner (Salesforce, Adobe, Braze, etc...) then Stefana will likely be involved within the first qualifying call OR qualify the call on behalf of the seller depending on timing and details of opportunity.

Create an Outcome within Salesforce for any contact / account that is currently being qualified and mark their status as 'Qualifying' as you go through the process of determining if the prospect is a qualified lead.

4 // Resourcing the Project

Who's Involved

Resource Manager
Project Manager (PM)
Client Success (CS)
Delivery Team Leads

Activities

Coordinate with the Resource Manager to allocate the right team members.
Assess resource availability and align with project requirements.
Determine needs for contractors or additional staffing if required.
Schedule internal kickoff meeting with the assigned team.

Processes within this stage

1-3 Weeks

Resource Request

Shown here are seveal micro-processes within this stage. Select one to learn more.

Skills Evaluation

Assign Ressources

Client Paper vs SH/FT Paper

While it is always preffered to sign agreements and legal language on our preffered contracts, we understand that many businesses require their vendors to work through their approved legal languages and because of the complexity of their orgs, it may be more mutally beneficial for us to do this due to timing. When we're at the stage to share an MSA and or Statement of work (SOW) the first thing you'll ask the client is "Do you prefer this on our paper or yours?" This is something we should be doing withn New Business Primarily, leaving the GA responsible for this. For EB, we will know already, in advance, if a client prefers their paper or ours as it's usually one of the first contracting discussions had with a buyer.Once the GA is aware of the preference, they can notify the team. If the client prefers their paper, this requires involvement with CFO much sooner in the process. Assume an additional 2-4 days to review legal language for client paper vs our paper just to familiarize ourselves with the legal langage from the client and ensure we're not taking on undue risks in this relationship. GAs should and will work collaborative with CFO during this time, typically also aligning with finance, legal or procurement on the client side, to ensure contracting language is mutually beneficial.

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

9 // Expansion Opportunities

Who's Involved

Growth Advisor (GA)
Client Success (CS)
Key Project Leads (SDL, PM)

Executies & GTM (for support)

Activities

Build a strategic account plan that outlines growth opportunities.
Conduct a post-project review to identify new needs or opportunities.
Schedule regular check-ins with the client to maintain the relationship.
Propose additional services or solutions that align with the client’s future goals.

Processes within this stage

2-3 Weeks

Submit Outcomes

Shown here are seveal micro-processes within this stage. Select one to learn more.

Account Plans

Expansion Sessions

Identifying opportunities for upselling or cross-selling additional services to the client. This stage focuses on building long-term relationships and increasing the lifetime value of the client.

9 // Expansion Opportunities

Who's Involved

Growth Advisor (GA)
Client Success (CS)
Key Project Leads (SDL, PM)

Executies & GTM (for support)

Activities

Build a strategic account plan that outlines growth opportunities.
Conduct a post-project review to identify new needs or opportunities.
Schedule regular check-ins with the client to maintain the relationship.
Propose additional services or solutions that align with the client’s future goals.

Processes within this stage

2-3 Weeks

Submit Outcomes

Shown here are seveal micro-processes within this stage. Select one to learn more.

Account Plans

Expansion Sessions

Notify the Deal Team

Seller (GA for NB / CS for EB) will notify the deal team of their assigned involvement in the new deal. Seller will then notify #deal-solutioning (formerly RevDesk) channel of the upcoming deal to get group thoughts, stories, and recommendations.

Create Outcome

Outcomes are created within Salesforce OR created within Workfront and pushed to Salesforce to manage.
For NB, typically Growth Advisors create the Outcomes and Contacts for any and all prospects being currently being qualified (whoever had the discovery conversation should create the outcome).
If someone else, outside of a GA creates a NB outcome, they must notify Natasha, to assign the right GA to the prospective account.
For EB, anyone can create an outcome across the organization, but CS should manage outcomes post 12 months and under 12 months should be managed by GA.
GA or CS must change the status to 'Qualifying' and add all required data (Next Steps, Opp Size, Opp Open Date, etc...) directly into the Outcome within Salesforce.

Resource Request

RESOURCE REQUEST is required once an opportunity is Closed Won on Salesforce. The responsibility is on the PM.

Resource Alerts

RESOURCE ALERT is required once an opportunity gets to the Engagement Review stage on Salesforce

If it is existing business, the responsibility is on the PM
If it is new business, the responsibility is on the CS

Start Scoping

At SH/FT scoping is a bit of a team sport. This is a collaborative experience between primarily the CS and SDL roles. Here are the key steps and resposibilities of scoping

CS creates Scope Sheet
CS will select a Scope Sheet based on a template by project type (Implementation vs Solution vs Retainer).

If the deal requires options (typically early in deal cycle) start estimating the work in the 'Proposal Options' tab available in each of template option.
If there is an existing scope that an SDL has created that is similar to this deal, make a copy of that to start, it will likely reduce time.

CS will set the focus & stages of the scope that are required to guide SDL in their estimates.
SDL should add line items, key assumptions, job roles, & hours estimate by role
GA (or CS for post 12 months EB) is only one to modify rate/value.
CS or GA shares scope sheet to CSO/CGO for review & approve
GA & CS should align with CSO/CGO on pricing before it's shared with client.

SH/FT Client Lifecycle

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