client-account-plan

Client Account Plan

Answers two questions for one client: who actually decides, and what else could they buy and when.

The economics are the reason this is a skill rather than a note. Selling to an existing client is several times cheaper than acquiring a new one, closes roughly twice as fast, and wins far more often, because the hard part — trust that the firm delivers — is already paid for. Healthy firms take a meaningful share of quarterly bookings from existing accounts. Firms that do not are usually not choosing that; they simply have no place where the question is asked.

Read First

1. workspace/clients/{slug}/!_account.md — Client Context Gate applies.
2. workspace/clients/{slug}/onboarding.md — the success definition and stakeholders.
3. workspace/firm/services/ — all of them. The gap between what this firm sells and what this client bought is the expansion pipeline, and it is already written down. Read each service's fit_criteria rather than guessing at fit.
4. workspace/clients/{slug}/qbr/ — what was already raised, and how it landed.
5. workspace/firm/proof/ — a comparable result makes an expansion case concrete.

When to Use

• Planning the next 90 days on an account.
• Expansion, cross-sell, or upsell planning.
• A renewal is approaching and the firm wants more than a flat renewal.
• The firm asks where growth could come from without new logos.
• A single-threaded relationship needs widening.

Expansion Hypotheses

Each is a hypothesis, not a plan, and each needs four things:

Part	Requirement
Service	An actual workspace/firm/services/{slug}.md the client has not bought
Client-side reason	A problem this client has stated, or an observed fact — not a generic benefit
Trigger	The event that makes it relevant. Without one this is a wish.
Evidence	A proof record for a comparable result, or an explicit note that there is none

Match against the service's own fit_criteria. If the client fails them, say so and drop the hypothesis — a service sold outside its fit criteria becomes the next scope_mismatch loss and a damaged relationship at the same time.

Triggers are what turn this file from a document into a mechanism. Good ones are observable: a renewal date, a hiring signal, a system being retired, a stated quarterly goal, a stakeholder change, the day-90 checkpoint landing green.

Two to four hypotheses. A list of eight is a sign the firm is enumerating its service catalogue rather than thinking about this client.

Multi-brand workspaces: draw candidate services from every brand home's firm/brands/{brand}/services/ — a sibling brand's service the client has not bought is the cheapest expansion the structure can see, and the reason client accounts are shared across brands. The hypothesis names the qualified {brand}/{slug}, holds to that service's own fit criteria, and cites cross-brand proof only where the record allows it (cross_brand: true — Proof Gate). Skip brands with status: sunset.

Workflow

1. Check the gate

!_account.md must exist with a real engagement model and one named contact. If not, run client-onboarding first.

2. Map the committee

Table: name, role, type (economic buyer / champion / user / blocker / unknown), relationship strength (strong / working / none), and who at the firm owns it.

Then state the concentration risk plainly. If exactly one person holds the relationship, that is the account's largest single risk regardless of how well delivery is going — and single-threaded accounts are how firms lose clients they were serving well. Name who should be met next and what would make that natural.

Mark unknown where it is unknown. A committee map with invented roles is worse than an incomplete one, because it will be used for planning.

3. Build the hypotheses

Walk every service file. For each one not bought: does this client have a stated problem it addresses, and do they pass its fit_criteria? Keep the ones that survive both questions.

4. Name the risks

Renewal risk, concentration risk, unaddressed criteria from onboarding.md, stale last_contact, budget cycle timing. Each with what would reduce it.

5. Write account-plan.md

workspace/clients/{slug}/account-plan.md

---
client: northwind-logistics
services_current: [platform-migration]
services_candidate: [release-automation, observability-retainer]
committee_mapped: 3
single_threaded: false
renewal_date: 2027-08-16
next_review: 2026-12-01
updated: 2026-09-20
---

Body: Buying committee, Expansion hypotheses (one subsection each, with the four required parts), Risks, Next 90 days — at most three concrete actions with an owner and a date.

Rules

1. Only propose services that exist as files. Never invent a service the firm does not sell, and never soften a service's fit_criteria to make a hypothesis work.
2. Never invent a stakeholder, a title, or a budget. unknown is a real value.
3. Every hypothesis needs a trigger. No trigger, no hypothesis.
4. Cite results only from workspace/firm/proof/ — the Proof Gate applies here as everywhere. "Similar clients see 30%" with no record behind it is exactly the claim this repo refuses to make.
5. This plan is internal. It is not sent to the client, and its language should be blunt about risk in a way a client-facing document would not be.
6. Three actions in "Next 90 days", maximum. A plan with twelve actions produces none.

Testing Requirements

1. Run against an account with one bought service and three defined services; confirm candidates come only from the two remaining, and only if fit_criteria pass.
2. Run with a single named contact; confirm single_threaded: true and that concentration risk is called the largest risk.
3. Confirm a hypothesis without a trigger does not survive into the file.
4. Confirm no expansion claim cites a metric absent from workspace/firm/proof/.
5. Run with a missing !_account.md; confirm the gate stops it.

Related Skills

Skill	When
client-onboarding	Creates the account record and stakeholder map this reads
client-qbr	Where an expansion hypothesis is actually raised with the client
marketing-service	Defines the services and fit_criteria this matches against
sales-discovery-brief	A hypothesis the client engages with becomes an opportunity