Renewal Intelligence
Identify renewal exposure from customer, delivery, relationship, and commercial evidence.
CUSTOMER SUCCESS APPLICATIONS
Count the work. Protect the relationship.
See the service and renewal work behind every account. Test coverage, account fit, and available capacity before deciding whether to rebalance or hire.
Service needsRenewal workEffective capacity
01Coverage
What does the book require?
02Allocation
Which work can move?
03Staffing
What requirement remains?
The decision in focus
Twelve accounts look manageable. The work tells another story.
An account-count target puts Evan at 80%. Add the service work and six overlapping renewals, and the same twelve-week period requires 390 hours against 300 available.
Current coverageProposed coverage if approved
Evan
130%390 / 300 h
91.3%390 − 120 + 4 = 274 h
Leo
53.3%160 / 300 h
94.7%160 + 120 + 4 = 284 h
0–140% workload · vertical mark = effective capacity
Test Riverton’s move before adding headcount.
Evaluate service qualification, renewal timing, location, and receiving capacity. Include 4 hours of handover for each owner. The proposal remains subject to named approval.
When the evidence changes
One hour of buffer deserves another look.
Leo’s proposed 284 hours sit just one hour below the 95% receiving limit. If renewal effort grows or available hours fall, recheck the proposal before approval. Carry any remaining capacity requirement to Finance and Talent Acquisition on the same basis.
CUSTOMER PORTFOLIO
Coverage, capacity, and the next customer decision.
Can the team deliver the coverage you promised?
Customer Success Capacity
Model service and renewal effort against productive hours. Separate an allocation problem from a staffing gap.
Explore applicationAccount Allocation
Test account moves against qualification, renewal timing, location, and available capacity.
Customer Portfolio Intelligence
Connect customer risk to delivery, ownership, and coverage so the next review has the full context.
A shared operating basis
One coverage decision. A stronger staffing case.
Reallocate what can move. Make the remaining capacity requirement explicit. Bring CS, Finance, and Talent Acquisition the same work, assumptions, and need date.
Explore the platform
- 01Accounts, renewals, assignments, and the team roster
- 02Service effort, productive hours, ramp, and account fit
- 03CS, Finance, and Talent Acquisition share the remaining requirement
The first useful review
Start with your next coverage decision.
One team or customer book. A capacity and allocation review built with the people who own the decision.
Accounts & renewalsRoster & availabilityService assumptions
See Sales applications →
