--- name: closing-deals description: > Manages the full client lifecycle from founder-led sales through partnerships and client success, using structured qualification, provider management, and expansion frameworks. Use when preparing for a sales call, qualifying a deal, managing provider relationships, onboarding a new client, or tracking client health. --- # Skill: Enterprise Sales & Partnerships (with Customer Success) ## When to Use Invoke this skill when: - Preparing for a sales call, discovery meeting, or demo with a prospective client - Qualifying a new deal and deciding whether to invest time in pursuing it - Reviewing or scoring the relationship with a product provider or vendor - Designing or updating the Design Partner Program - Onboarding a new client after a deal closes - Assessing client health or identifying expansion opportunities - Building or updating the sales pipeline, CRM stages, or conversion targets - Creating sales enablement materials (one-pager, demo script, objection handling) - Transitioning from BANT+SPIN to MEDDIC/MEDDPICC after hiring a first sales rep ## Stage Awareness This skill is designed for **founder-led sales** (now through ~$1M ARR, ~25 clients). The frameworks graduate as the company scales: | Stage | Team | Qualification | CS Approach | |-------|------|---------------|-------------| | **Now -> $1M ARR** | Founders handle all sales | BANT+SPIN | Embedded in sales (this skill) | | **$1M -> $5M ARR** | First sales hire (AE) | Graduate to MEDDIC | Dedicated CS section grows | | **$5M+ ARR** | Sales team + CS hire | Full MEDDPICC | CS graduates to standalone skill | **Graduation trigger for Customer Success:** When the company reaches 10+ active paying clients, spin CS into its own skill file. Until then, CS frameworks remain embedded in Section 6 of this document. --- ## Section 1: Sales Pipeline & CRM Setup ### Pipeline Stages Define these stages in your CRM (Attio, HubSpot, or spreadsheet). Every deal must sit in exactly one stage at all times. | Stage | Definition | Exit Criteria | Target Conversion | |-------|-----------|---------------|-------------------| | **Lead** | Inbound inquiry or outbound target identified | Contact info confirmed, initial response received | 100% (entry) | | **Qualified** | Passes BANT+SPIN scorecard (Section 2) | Score >= 12/20 on qualification scorecard | 40-50% of Leads | | **Discovery** | First substantive call completed | Pain confirmed, use case understood, champion identified | 60-70% of Qualified | | **Proposal** | Commercial proposal or sandbox access delivered | Proposal sent with pricing, timeline, and scope | 50-60% of Discovery | | **Negotiation** | Active terms discussion or legal review | All deal terms agreed in principle | 60-70% of Proposal | | **Closed Won** | Contract signed, onboarding begins | Signed agreement, payment terms confirmed | 70-80% of Negotiation | | **Closed Lost** | Deal did not close | Loss reason documented (see loss analysis below) | -- | ### Monthly Pipeline Review Template ``` MONTHLY PIPELINE REVIEW -- Date: [DATE] Stage Summary: [N] Leads | [N] Qualified | [N] Discovery | [N] Proposal | [N] Negotiation Total Weighted Pipeline: $[X]K | Quarterly Target: $[X]K | Coverage: [X]x (need 3x) Avg Lead-to-Close: [N] days | Added: [N] | Closed: [N] won / [N] lost Win reasons: [Top 3] | Loss reasons: [Top 3] ``` ### Pipeline Source Tracking | Source | Description | |--------|-------------| | **Founder Network** | [FOUNDER]'s professional network. High quality, low volume. Formalize: map top 50 contacts at target companies, 3-5 personalized outreach per week. | | **Provider Referrals** | Providers referring clients who need distribution. Volume depends on provider relationship health. | | **Inbound** | Website, LinkedIn, conferences. Low now, growing with marketing. | | **Warm Introductions** | Investor/advisor referrals. Track who introduces and follow up. | --- ## Section 2: Deal Qualification Scorecard ### Current Framework: BANT+SPIN Use this lightweight framework while in founder-led sales mode (<25 clients). Score every deal after the first substantive conversation. **BANT** assesses fit. **SPIN** guides the conversation. #### BANT Scoring (assessed during/after first call) | Dimension | Question to Answer | Score Guide | |-----------|--------------------|-------------| | **Budget** | Does this prospect have budget for this type of infrastructure? What are they spending today? | 5 = Confirmed budget allocated / 3 = Budget exists but not allocated / 1 = No budget, exploring | | **Authority** | Are we talking to the decision-maker or a champion who can influence? | 5 = Economic buyer at table / 3 = Strong champion, buyer identified / 1 = No access to buyer | | **Need** | Is the pain real, acknowledged, and urgent? Are they actively solving this problem? | 5 = Active project with timeline / 3 = Recognized need, no timeline / 1 = Nice-to-have, low priority | | **Timeline** | When do they need to go live? Is there a forcing function? | 5 = Within 3 months, external deadline / 3 = Within 6 months, internal priority / 1 = "Someday", no urgency | #### BANT Qualification Template ``` DEAL QUALIFICATION: [COMPANY NAME] Date: [DATE] Qualified by: [NAME] Deal Source: [Founder Network / Provider Referral / Inbound / Conference / Intro] COMPANY PROFILE Company: [Name] Segment: [Tier 1 / Tier 2 / Tier 3 -- per your ICP] Geography: [Country/Region] Size: [Users / AUM / Revenue if known] Current providers: [Who they use today] BANT SCORES Budget: [1-5] -- [Notes: what they spend today, budget cycle timing] Authority: [1-5] -- [Notes: who we talked to, who decides, buying process] Need: [1-5] -- [Notes: specific pain points, use case description] Timeline: [1-5] -- [Notes: go-live target, forcing function if any] TOTAL: [X/20] QUALIFICATION DECISION >= 16: HIGH PRIORITY -- Fast-track to Discovery, assign founder time 12-15: MEDIUM PRIORITY -- Continue nurturing, schedule Discovery within 2 weeks 8-11: LOW PRIORITY -- Add to nurture sequence, revisit in 30 days < 8: DISQUALIFY -- Politely decline, offer to reconnect when timing is better SPIN CONVERSATION NOTES (from discovery) Situation: [Current state -- what infrastructure they use, team size, products offered] Problem: [Explicit pain -- what is broken, slow, expensive, or missing] Implication:[What happens if they don't solve this -- lost revenue, compliance risk, churn] Need-Payoff:[What would solving this enable -- new products, faster time-to-market, cost savings] PRODUCT FIT ASSESSMENT Products needed: [Product A / Product B / Product C -- check all that apply] Estimated ARR: $[X]K (based on expected volume x rate card) Integration effort: [Low: API only / Medium: Custom flows / High: White-label] Provider dependency:[Which providers are needed -- Provider A / Provider B / Provider C] NEXT STEPS Action 1: [Specific next step with owner and date] Action 2: [Follow-up item] Follow-up date: [DATE] ``` #### SPIN Conversation Guide Use SPIN question sequencing during discovery calls. Never pitch until you complete the Implication and Need-Payoff stages. | Stage | Purpose | Example Questions | |-------|---------|-------------------| | **Situation** | Understand current state (keep brief -- max 5 min) | "What [products/services] do you offer today?" / "Which providers do you integrate with?" / "How many people on your integrations team?" | | **Problem** | Surface explicit pain | "What is the biggest bottleneck in adding a new [product/capability]?" / "How long did your last provider integration take?" / "What gaps do your customers complain about most?" | | **Implication** | Make the pain feel urgent and expensive | "What does that [N]-month integration delay cost you in lost revenue?" / "If a compliance issue blocks your launch, what happens to the roadmap?" / "How many users have you lost because you only offer [one product]?" | | **Need-Payoff** | Let them articulate the value of solving it | "If you could add [Product A], [Product B], and [Product C] through a single API, what would that unlock for your product?" / "What would it mean for your business if integration took weeks instead of months?" | ### Graduation Path: MEDDIC/MEDDPICC When the company hires its first dedicated sales rep, upgrade qualification from BANT+SPIN to MEDDIC. The MEDDIC dimensions map to more rigorous enterprise sales: | MEDDIC Element | Maps From BANT+SPIN | What Changes | |----------------|---------------------|--------------| | **M**etrics | Need + Implication | Quantified business case with specific ROI numbers | | **E**conomic Buyer | Authority | Must identify and engage the person who signs the check | | **D**ecision Criteria | Need | Formal evaluation criteria documented (RFP, scorecard) | | **D**ecision Process | Timeline + Authority | Map every step from evaluation to signed contract | | **I**dentify Pain | Problem + Implication | Deep, multi-stakeholder pain mapping | | **C**hampion | Authority | Named internal advocate who sells on your behalf | Add **P**aper Process and **C**ompetition for full MEDDPICC when deal sizes exceed $100K ARR or sales cycles exceed 3 months. --- ## Section 3: Provider Partnership Scorecard Your product breadth depends on your upstream providers/vendors. Each relationship is a strategic dependency that must be actively managed. ### Provider Scorecard Template Complete this scorecard quarterly for each provider. Flag any provider with Dependency Risk of 4-5 for immediate mitigation planning. Repeat the template below for each of your providers. **Provider Registry:** - **[Provider A]** -- [Product type] -- maps to: [Your Product 1] - **[Provider B]** -- [Product type] -- maps to: [Your Product 2], [Your Product 3] - **[Provider C]** -- [Product type] -- maps to: [Your Product 1 variant], [Your Product 4] - **[Provider D]** -- [Product type] -- maps to: [Your Product 3] - **[Provider E]** -- [Product type] -- maps to: [Your Product 3], [Your Product 2] ``` === [PROVIDER NAME] === Review Date: [DATE] | Status: [Active / Integrating / Evaluating] Reliability (uptime, execution quality): [1-5] -- [Notes] Pricing Tier: [Rate] -- [Fee structure, volume discounts] Exclusivity Terms: [None / Soft / Hard] -- [Any restrictions] Integration Maturity: [1-5] -- [API quality, docs, sandbox] Support Responsiveness: [1-5] -- [Avg response time, escalation path] Regulatory Standing: [1-5] -- [Registration status, compliance] Dependency Risk: [1-5] -- [What happens if they go down/pivot] Relationship Health: [1-5] -- [Last touchpoint, key contact] OVERALL SCORE: [X/40] Action Items: [Specific actions to improve weak dimensions] ``` ### Provider Risk Mitigation Rules | Risk Level | Threshold | Required Action | |------------|-----------|-----------------| | **Low** (1-2) | Provider is reliable and relationship is strong | Standard quarterly review | | **Medium** (3) | Some concerns but manageable | Monthly check-in, document contingency | | **High** (4) | Material risk to product delivery | Identify backup provider, escalate to CEO | | **Critical** (5) | Single point of failure, no alternative | Emergency: source alternative immediately, negotiate SLA improvements | ### Provider Coverage Matrix Track which providers cover which products to identify gaps and redundancy: | Product | Primary Provider | Backup Provider | Gap? | |---------|-----------------|-----------------|------| | [Product A] | [Provider A] | [None / Provider C?] | [Y/N] | | [Product B] | [Provider B] / [Provider D] / [Provider E] | Multiple -- good | N | | [Product C] | [TBD] | [TBD] | Y | | [Product D] | [Provider B] | [Provider E] | N | | [Product E] | [Provider C] | [TBD] | [Y/N] | | [Product F] | [TBD] | [TBD] | Y | | [Product G] | [Direct / via partner] | [TBD] | [Y/N] | --- ## Section 4: Design Partner Program ### Program Purpose Design Partners are your first 3-5 paying clients who receive a [X]% discount in exchange for co-marketing rights, structured feedback, and case study participation. They validate the product, generate proof points, and accelerate sales to subsequent clients. ### Selection Criteria Score each candidate on these dimensions. Minimum total: 18/25 to qualify. | Dimension | Question | Score (1-5) | |-----------|----------|-------------| | **ICP Fit** | Does this company match your Tier 1-2 ICP? | [1-5] | | **Brand Value** | Would their logo on your website impress other prospects? | [1-5] | | **Technical Readiness** | Do they have engineering resources to integrate within 30 days? | [1-5] | | **Feedback Quality** | Will they provide structured product feedback (not just complaints)? | [1-5] | | **Expansion Potential** | Could this become a $[TARGET_ARPA]+ ARR account within 12 months? | [1-5] | ### Program Structure ``` DESIGN PARTNER AGREEMENT OUTLINE Partner: [COMPANY NAME] Start Date: [DATE] Duration: 6 months (renewable) Company Contact: [FOUNDER_1 / FOUNDER_2] WHAT THEY GET - [X]% discount on standard pricing for 6 months - Dedicated Slack/WhatsApp channel with your team - Priority bug fixes and feature requests - Early access to new products and API endpoints - Co-branded announcement at launch WHAT YOU GET - Permission to use logo on website and materials - Written case study within 90 days of go-live - Quarterly product feedback session (structured, 60 min) - Public testimonial or quote for sales enablement - Reference call availability for 2-3 qualified prospects per quarter MILESTONES Day 0-14: Kickoff + sandbox access + integration planning Day 15-30: API integration complete, first test transactions Day 31-60: Production deployment, first real volume Day 61-90: Case study drafted, first product feedback session Day 91-180: Steady-state operations, expansion discussion, renewal decision ``` ### Design Partner Success Metrics | Metric | Target | Measured At | |--------|--------|-------------| | Time to first API call | < 1 day | Day 7 | | Time to production | < 30 days | Day 30 | | Monthly transaction volume | > $[X]K by Month 3 | Monthly | | Product feedback sessions completed | 2+ in first 90 days | Day 90 | | Case study published | 1 | Day 90 | | NPS score | >= 8 | Day 90 | | Expansion to second product | Yes/No | Day 180 | --- ## Section 5: Sales Enablement ### Objection Handling Guide Common objections and responses. Tie to battlecards from the gathering-competitive-intelligence skill for competitor-specific responses. | Objection | Root Concern | Response Framework | |-----------|-------------|-------------------| | "We can build this in-house" | Control, cost perception | Acknowledge their engineering strength. Then: "Building one integration takes [N] months. [YOUR_COMPANY] gives you [N] products through one API in [N] weeks. Your team can focus on your core product instead of maintaining [infrastructure type]." Quantify their engineering cost vs. your fees. | | "We already use [Incumbent Provider]" | Switching cost, risk | "Great -- they handle [Product A] well. What about [Product B], [Product C], or [Product D]? Most of our clients started with one provider and hit a wall when they needed multi-product. We don't replace your existing setup -- we extend it." | | "Your technology approach seems risky" | Regulatory fear, reputation risk | "[Technology] is our infrastructure layer, not your customer's experience. Your users see [products] -- not the underlying technology. Every product is backed by [regulatory certification] providers. You get the benefits ([key advantages]) without the baggage." | | "We need to see more traction/clients" | Trust, early-stage risk | Acknowledge: "Fair concern. Here is what we can offer: a Design Partner program with [X]% discount, dedicated support, and the ability to shape the product. [Reference client] is already live. We are happy to connect you with them as a reference." | | "Your pricing is too high" | Budget, value not yet proven | "Let's look at the math. Your current setup costs [$X] in provider fees plus [$Y] in engineering time across [N] integrations. [YOUR_COMPANY] consolidates that to one integration at [rate]. What is the total cost of your current multi-provider approach?" | | "We need [feature X] you don't have yet" | Product gap | "Good to know. Is [feature X] a launch blocker or a Phase 2 item? If it is on our roadmap, I can share the timeline. If it is critical for launch, let's discuss whether a Design Partner arrangement makes sense -- you'd shape the feature while getting early access." | ### Sales Enablement Kit Checklist Ensure these materials exist and stay current. Review monthly. | Asset | Owner | Status | Last Updated | |-------|-------|--------|-------------| | One-pager (PDF, 1 page) | CEO | [Draft / Ready / Needs Update] | [DATE] | | Pitch deck (10-12 slides) | CEO + CPO | [Draft / Ready / Needs Update] | [DATE] | | Demo script (sandbox walkthrough) | CPO | [Draft / Ready / Needs Update] | [DATE] | | Pricing rate card | CEO | [Draft / Ready / Needs Update] | [DATE] | | Case study: Design Partner 1 | CEO | [Not Started / In Progress / Published] | [DATE] | | Technical integration guide | CTO | [Draft / Ready / Needs Update] | [DATE] | | Battlecards (vs. competitors) | See gathering-competitive-intelligence skill | [Draft / Ready / Needs Update] | [DATE] | ### Demo Script Framework (30 min) Structure every demo around the prospect's stated pain, not your feature list. 1. **Recap Their Pain (3 min):** "Last time we spoke you mentioned [PAIN]. Let me show you exactly how we solve that." 2. **Show the API (10 min):** Execute a transaction in sandbox. Show multi-product capability. Highlight single API key, single onboarding. Focus on THEIR use case. 3. **Integration Walkthrough (5 min):** Documentation quality, code snippet in their language. "Most clients: sandbox to production in [N] weeks." 4. **Economics (5 min):** Their estimated volume, pricing at their tier, total cost vs. multi-provider approach. 5. **Social Proof (3 min):** Reference design partners, show metrics (uptime, volume, integration time). 6. **Next Steps (4 min):** Propose specific next action with date. Offer sandbox credentials on the call. Identify next stakeholders. --- ## Section 6: Client Success (Embedded) > **Graduation trigger:** When the company reaches 10+ active paying clients, extract this section into a standalone skill file. ### Client Health Score Model Score each active client monthly. The health score triggers proactive intervention before churn signals become cancellations. #### Health Score Template ``` CLIENT HEALTH SCORE -- Client: [NAME] | Period: [MONTH/YEAR] | Scored by: [NAME] USAGE (40% weight) SUPPORT & ENGAGEMENT (25% weight) API volume vs. plan: [1-5] Ticket volume: [1-5] MoM volume trend: [1-5] Severity trend: [1-5] Product breadth: [1-5] Team engagement: [1-5] SATISFACTION (20% weight) EXPANSION SIGNALS (15% weight) NPS / satisfaction: [1-5] Asked about new products: [Y/N] Feedback quality: [1-5] Growing toward next tier: [Y/N] Referred a prospect: [Y/N] OVERALL HEALTH SCORE: [X/100] BAND: 80-100 HEALTHY (quarterly) | 60-79 MONITOR (biweekly) | 40-59 AT RISK (weekly, escalate) | 0-39 CRITICAL (CEO call in 48h) ``` #### Intervention Triggers | Signal | Trigger | Response | Owner | |--------|---------|----------|-------| | Volume drops 30%+ month-over-month | Usage alert | Reach out within 48 hours: "Noticed volume dipped -- anything we can help with?" | CPO | | Zero API calls for 7+ days | Usage alert | Same-day outreach: check for integration issues or internal changes | CTO (tech) + CPO | | Support ticket escalation (P1/P2) | Support alert | Resolve within SLA, follow up with post-mortem and prevention plan | CTO | | Client goes dark (no response for 14+ days) | Engagement alert | Escalate to CEO for personal outreach via founder network or warm intro | CEO | | NPS score < 7 | Satisfaction alert | Schedule 30-minute call to understand root cause, create action plan | CPO | ### Client Lifecycle Playbook Each client passes through four stages. No stage is skipped; each transition is deliberate. **Stage 1: Onboarding (Day 0-30)** -- Goal: Signed contract to first production API call. - Day 0-3: Kickoff call (CPO), shared Slack/WhatsApp channel created - Day 1: Sandbox credentials delivered (CTO) - Day 7-14: KYB/compliance completed (CEO) - Day 7: First sandbox transaction (Client + CTO) - Day 14: Integration code review (CTO) - Day 21-30: Production go-live, first real transaction (All) - Day 30: Health score baseline set, internal "client live" announcement (CPO) **Stage 2: Adoption (Day 31-90)** -- Goal: Steady-state usage, volume meets forecast. - Weekly: Volume check vs. forecast (CPO) + technical support review (CTO) - Day 30: First health score (CPO) - Day 45 + 90: Product feedback sessions (CPO) - Day 60: Business review call (CEO + CPO) - Exit criteria: 3+ consecutive weeks at or above forecasted volume **Stage 3: Expansion (Day 91-365)** -- Goal: Land-and-expand to 2+ products. - Cross-sell discovery call when adoption criteria met (CEO) - QBR every 90 days (CEO + CPO) - Common expansion paths: - [Segment A]: [Product A] -> [Product B] -> [Product C] - [Segment B]: [Product A] -> [Product D] -> [Product E] - [Segment C]: [Product C] -> [Product B] -> [Product A] **Stage 4: Renewal & Advocacy (Ongoing)** -- Goal: Retain, grow, and turn into reference. - Contract renewal review 60 days before expiry (CEO) - Annual business review (CEO + CPO) - Reference request after NPS >= 8 (CPO) - Product advisory board invitation when 10+ clients exist (CPO) ### Expansion Revenue Framework Track Net Revenue Retention (NRR) as the primary CS metric. Target: 120%+ NRR (each cohort of clients grows 20%+ year-over-year). | Expansion Type | Description | How to Identify | Target Contribution | |----------------|-------------|-----------------|---------------------| | **Cross-sell** | Client adds a new product | Health score "asked about new products" signal; QBR discussion | 40% of expansion revenue | | **Upsell** | Client moves to higher pricing tier due to volume growth | Volume approaching tier threshold | 35% of expansion revenue | | **Usage growth** | Organic volume increase within existing products | Month-over-month volume trending up | 25% of expansion revenue | ``` EXPANSION REVENUE TRACKER -- Period: [QUARTER/YEAR] | Client | Start ARR | Current ARR | Change | Type (Cross/Up/Usage) | |--------|-----------|-------------|--------|-----------------------| | [Name] | $[X]K | $[Y]K | +$[Z]K | [Type] | NRR Calculation: Starting $[X]K + Expansion $[X]K - Contraction $[X]K - Churn $[X]K = Ending $[X]K Net Revenue Retention: [X]% | Target: 120%+ | Status: [On Track / Below / Above] ``` --- ## Section 7: Founder-Led Sales Playbook ### Weekly Sales Rhythm (CEO + CPO) This is a small team. Sales cannot consume more than 40% of the CEO's time or 20% of the CPO's time until ARR exceeds $500K. | Day | Activity | Time | Owner | |-----|----------|------|-------| | Monday | Pipeline review: update all deal stages, flag stalled deals | 30 min | CEO | | Tue-Thu | Discovery calls, demos, and follow-ups (max 4 external meetings/week) | 1-2 hrs/day | CEO + CPO | | Friday | Weekly sales retrospective: wins, losses, learnings, pipeline forecast update | 30 min | CEO + CPO | ### Outbound Cadence - **Day 1:** Personalized LinkedIn/WhatsApp -- reference shared connection or pain point, ask a question, do not pitch - **Day 4:** Follow-up with relevant content (blog post, case study, market data) - **Day 8:** Direct value message: "Here is what we built and why it matters for [THEIR COMPANY]" - **Day 15:** Final follow-up: "Happy to reconnect when timing is right." - **Day 30+:** Nurture list -- monthly LinkedIn engagement, occasional content share **Rules:** Max 5 new prospects/week. Personalization is non-negotiable. Track every touchpoint. No response after Day 15 = nurture, do not chase. --- ## Cross-References | Situation | Related Skill | |-----------|--------------| | Need competitor-specific battlecards for objection handling | **gathering-competitive-intelligence** -- Battlecard Deck (FIA format) feeds Section 5 objection handling | | Need pipeline source strategy and channel planning | **launching-go-to-market** -- GTM channels and beachhead analysis inform pipeline sources | | Need case studies and metrics for investor materials | **raising-capital** -- Client proof points and ARR metrics feed fundraising deck | | Need client health metrics for growth dashboard | **measuring-growth** -- NRR, health scores, and expansion data feed the KPI dashboard | | Need pricing architecture for proposals | **designing-business-models** -- Rate card and unit economics feed deal economics | | Prospect asks about specific market/regulatory readiness | **planning-market-entry** -- Country-specific regulatory and licensing data for sales conversations | --- ## Checklist: Full Skill at a Glance **Pipeline & Qualification:** - [ ] CRM pipeline stages defined with conversion targets - [ ] Pipeline sources tracked (founder network formalized as structured outreach) - [ ] Every deal scored with BANT+SPIN qualification scorecard - [ ] Monthly pipeline review completed with win/loss analysis **Provider Partnerships:** - [ ] Quarterly provider scorecard completed for all providers - [ ] Risk scores reviewed -- any 4-5 triggers mitigation plan - [ ] Coverage matrix checked for product gaps **Design Partners:** - [ ] Selection criteria applied (minimum 18/25 to qualify) - [ ] Agreement signed with milestones and success metrics - [ ] 90-day milestones tracked (case study, feedback sessions, production volume) **Sales Enablement:** - [ ] One-pager, deck, demo script, and rate card are current - [ ] Objection handling guide reviewed and updated with latest competitive intelligence - [ ] Demo script customized for each prospect's stated pain **Client Success (Embedded):** - [ ] Monthly health scores completed for all active clients - [ ] Intervention triggers monitored and acted on - [ ] Expansion opportunities identified and tracked - [ ] NRR calculated quarterly -- target 120%+ **Founder-Led Rhythm:** - [ ] Monday pipeline review completed - [ ] Max 4 external meetings per week respected - [ ] Friday sales retrospective held - [ ] Outbound cadence running (5 new prospects/week max)