Six weeks · $25,000 fixed
The Post-Sales Diagnostic
Root-cause work across all four post-sales stages. You come in with a number that stopped moving. I come back with the stage where it started and a costed plan built from the evidence.
When companies call me
A renewal cohort is coming in under the plan in the financial model
Support or services cost is growing faster than revenue
An AI support tool is under evaluation, or a vendor is forcing a migration
A growth round, recapitalization, or take-private closed in the last 18 months
A new CFO or CRO wants a retention number they can defend
Two post-sales teams are being merged after an acquisition
A post-sales plan was written and never executed
Built for B2B SaaS and subscription companies between $20M and $100M ARR, with a post-sales organization of roughly 10 to 75 people.
What I look at
Every diagnostic covers all six areas below. The two that get the deepest work are named in the scope before week one, based on what you. brought in.
Implementation
Days from signature to go-live by segment and by project lead. Stall points, the sales handoff, and unbilled work given away to keep accounts calm.
Adoption and coverage
Activation and license use by segment. Whether CSM time follows account value, and what coverage costs per account at each tier.
Retention and expansion
Lost accounts traced back to the stage where the loss started. A backtest of your health score, and the real source of expansion revenue.
Support
Volume, mix, routing, and cost per contact. Whether staffed hours cover the response times you've sold, and the math on any automation.
Commercial design
What post-sales comp actually pays for, who owns the renewal and expansion number, and the terms sales signs that post-sales inherits.
Data and operating model
The source of truth for every number leadership reviews, and what the post-sales tool stack costs per account.
Deliverables
An operating baseline with the source, method, and confidence grade stated for every figure
A read of your existing plans against what the baseline shows
A costed, sequenced roadmap with dependencies
A ninety-day execution plan with named owners and success metrics
An executive readout with your post-sales leader in the room
How it runs
| Week | What happens |
|---|---|
| 1 | Kickoff, data request to named owners, interviews begin |
| 2 to 3 | Baseline construction, with graded estimates where systems can't produce the number. Midpoint check-in with you in week 3 |
| 4 to 5 | Root-cause analysis, costing and sequencing. Your post-sales leader sees every finding about their team before the readout |
| 6 | Roadmap, ninety-day plan, executive readout |
You get a short, written status every Friday. Payment is 50% on signature and 50% at the end of week three.
When the data doesn’t exist
Where a system can’t produce a number, I build a defensible estimate from what’s available and document the method. Every figure carries a grade. “A” means a system of record checked against a second source, “B” means one source or a clean sample, “C” means a documented estimate.
You’ll know which numbers can go to the board and which need better implementation first. A number that can’t reach grade “C” becomes a finding of its own, with an owner in the ninety-day plan.
What this is not
A strategy document nobody intends to execute. The diagnostic ends in a costed plan with named owners, and I turn down work that stops at the document.
A tool selection. That’s a vendor conversation, and I’m not a reseller or implementation platform for any platform.
terms
Delivery is remote. I’ll come onsite for up to two days per engagement where it earns it place, with travel expenses billed at cost.
Excluded from the fixed fee: delays in client data collection, interviews beyond the eight agreed, a change of focus areas after week three, and any implementation work after the findings.
Download the one-page scope.