Client stories
Remarks from rooms that had to brief a renewal, not decorate a wall.
Each note names the engagement. Two include a reservation. We do not collect star ratings.
They made us take the amber column off the wall. We hated it for a week. Then the Monday meeting started finishing, and we actually called the twelve names that were left.
The boards for our QBR were plainer than I wanted. I kept asking for the login heat map back. Our customer did not miss it. Filling the pack now takes a Thursday afternoon instead of the weekend before.
We thought we needed a better score. What we got was a sentence we could say in the forecast call: which named accounts had not reached a second active human, and which seats were waiting on a warehouse project that legal had paused.
The mapping day was noisy. We argued about SSO delays for an hour. The redrawn map still has that hour on it, which is the point — we had been reporting “activation” at first login, and the implementer was the only person who ever got that far.
I would not hire them if you want a standing scorecard someone else hosts. That is not what they do. For a room that had to look at the same forty accounts before renewals in May, the briefing was the first time product, CS, and finance used the same order of boards.
Leeds, May renewals — an extended note
Amrita Kohli’s commercial operations group held about forty named accounts on an HR product, with a forecast call that still opened on a three-colour grid. Product wanted login heat. Finance wanted unused seats. CSMs wanted not to be sent into calls with a red badge and no sentence.
The briefing cut the heat map. It kept a cohort board for “second active human,” a seat board annotated for a warehouse-adjacent roll-out that legal had paused, and a watch-list of twelve. The reservation Amrita still makes is fair: if you wanted a score that updates overnight, you would be in the wrong room. For that May cluster, the three functions used the same order of boards. That was the brief.