See the work

The exact deliverables that redesign a technical field for growth: the lifecycle RACI, the seven-week plan, the workshop, the discovery guide, the value maturity model and the SE economics.

Exhibits are genericized from real engagements. Client names, people, figures and product details are removed or generalized; the structure and method are what we deliver.

Customer lifecycle RACI

Workshop output

Thirty-five jobs across five lifecycle stages, each assigned to one accountable role. Pick a role to see what it owns. Product-specific tasks have been generalized.

Highlight:

Job (33 total)	AE	SE	TAM	CSM	Services	Support
Evaluate
Qualify inbound lead and use case	R/A	C
Technical discovery call	A	R
Value verification with the economic buyer	A	R
Custom product demo	I	R/A
Scope POC success criteria	A	R
Execute POC with sample apps	I	R/A
Security and InfoSec questionnaire	A	R				C
Propose architecture: cloud or self-hosted	I	R/A			C
Purchase
Negotiate commercial terms	R/A	I
Drive a services SOW for time to value	A	C	I	I	R
Internal handover, sales to post-sales	R/A	R	R	R	C
Assign post-sales resources	I			A	C
Validate POC code for production readiness		R			C
Deploy
Kickoff with the economic buyer	A	I	R	R	C
Install the platform (Kubernetes, Docker, Helm)		C	A	I	R	C
Configure SSO and SCIM			C	I	R/A	C
Establish data connections		C	C	I	R/A	C
Source control and environments			C	I	R/A
User provisioning and RBAC			C	A	R
Production readiness audit			R/A	I	C
Adopt
Builder and admin training			C	A	R
Build initial production apps			C	A	R
Weekly project status			R	A	C
Monitor health and usage			C	R/A
Break/fix troubleshooting			C	I		R/A
Executive QBR with outcomes and ROI	I		C	R/A
Art-of-the-possible workshops	C	C	R	A
Performance tuning			R/A	I	C	C
Expand
Identify new use cases and teams	R	C	R	A
Scope expansion services	A	C	C	I	R
Standardize on the enterprise tier	R/A	R	C	C
Stand up a center of excellence			R	A	C
Manage the renewal	R/A		I	C

Seven-week transformation plan

Engagement plan

Four workstreams run in parallel. The offsite in week two and the executive decision in week four are fixed points the plan is built around.

Workstream

Wk 0

Wk 1

Wk 2

Wk 3

Wk 4

Wk 5

Wk 6

Wk 7

Mobilize

Setup

Interviews

Strategy (jobs to be done)

Prep

Offsite

Finalize

Support review

Data

Customer interviews

Readout

Presales stabilization

1:1s

Assess

Regional workshops

Handover

Decision or handover milestonePrep

Customer growth journey workshop

Facilitation design

A 2.5-day leadership offsite. Decisions are made in the room, and everyone leaves with a plan rather than a list of ideas.

Prework

Due before day one. The foundation for every exercise.

Map the growth journey of customers who expanded
Critique the draft RACI: what is wrong, missing or unclear
Estimate your team's 40-hour week across the activity taxonomy

Day 1: Define the ideal

A strawman lifecycle with clear swimlanes.

Readout of themes and tensions from prework
Personas: who our customers are and who we work with
Whiteboard the ideal growth journey
Compare ideal with today: activities, time, skills
The overlap game: who else could own each task

Day 2: Prioritize and plan

A staged roadmap with weekly sprint goals.

100-point voting against OKRs, churn and revenue goals
Functional breakouts draft ownership
Full group pressure-tests each draft
Owners and weekly milestones locked

Day 3: Communicate (half day)

Leave aligned, with the rollout planned.

Draft the change communication in small groups
Cross-check and practice the pitch
Set the management cadence that makes it stick

Stakeholder discovery guide

Week-one interviews

Every interview asks for specific documents and metrics in advance, and gives the participant one hard question to think about before they arrive.

Stakeholder	Objective	Documents requested	Metrics reviewed	Prep question
Head of RevOps	Foundational deep dive (3 hours). Baseline truth for three years.	Org charts, comp plans, win/loss for 12 months, churn analysis split by product and service reasons	NRR and GRR over 8 quarters, churn by cohort, services attach, support cost as % of revenue, SE:AE ratio	Open the backend of the CRM and call-recording tools. Explain how NRR is calculated today.
Outgoing functional leader	Capture institutional knowledge before exit.	Draft taxonomies, flight-risk list, history of why the org is shaped this way	None. Qualitative history and hidden landmines.	Which initiatives failed and why? If you stayed, what is the one thing you would fix this quarter?
Head of TAM and support	Alignment and gap analysis for the combined org.	Current lifecycle draft, book-of-business assignments, headcount plan	ARR per TAM, renewal rate by TAM, CSAT and NPS, ticket volume against headcount	Bring your strawman lifecycle. Name the skills gaps between legacy TAMs and new support needs.
SE managers	Stabilization and risk: coverage gaps and deal risk this quarter.	Deal watchlist with technical risks, SE coverage map, onboarding docs	Technical win rate, POC conversion, POC duration in days, SE utilization by task type	Name the five deals at risk only because of SE bandwidth, and your three highest-potential ICs.
Support managers	Tactical support audit: operations and urgent fires.	Backlog report, P0 and P1 escalation flow, top 10 issue categories, systems wish list	First response time, time to resolution, deflection rate, backlog age, escalation rate, CSAT	What is the single biggest friction point for a customer filing a ticket today?
Head of sales	Sales and SE friction in the engagement model.	Current rules of engagement, deals lost or stalled on technical gaps, regional SE feedback	Win rate by segment, sales cycle length, SE participation rate	Bring three specific deals where the engagement model caused a loss or a stall.
Head of services	Health check: utilization and SOW velocity.	Standard SOW template, project backlog, partner strategy	Billable utilization, project margin, on-time delivery, kickoff to go-live	Are we selling projects we cannot deliver? Are we delivering free work that was never scoped?

Where the week goes

Time-allocation taxonomy

Nineteen activities in five categories. Managers allocate a 40-hour week per role, which exposes duplicated work and unpaid rescue builds before the offsite.

Selling and commercial

Lead gen and re-engagement
Discovery and demo
POC and technical validation
Defensive ops: build-vs-buy and TCO
Scoping and SOW

Technical build and execution

Billable project delivery
Unbilled rescue build
Architecture advisory
Product workaround

Deployment and infrastructure

Standard setup
Infrastructure debugging
Security and InfoSec

Support and stabilization

Core break/fix
How-to coaching
Incident response

Strategy and admin

QBR and value review
Renewal negotiation
Admin and internal
Get-ahead automation

Business value maturity model

Practice design

When to hire for business value, whom to hire, and what they should focus on at each stage of ARR. Ratios are value engineers to sellers.

Stage	ARR	Core hire	Ratio	Primary focus
1	$0–20M	None. PMM or sales leader owns it.	n/a	Core value narrative, simple calculator, first-call deck
2	$20–80M	Generalist value engineer	1 : 10	Deal assist on the top 20% of opportunities
3	$80–200M	Value engineers plus a tools builder	1 : 15	Self-serve ROI tools, telemetry, democratization
4	$200–600M	Senior and vertical value engineers	1 : 25	Executive workshops and financial engineering for the largest deals
5	$600M+	Full value organization	1 : 30+	Systemic value, expansion and NRR as the north star

Own your outcome: SE revenue per hour

SE enablement

Three SE archetypes over six months, about 1,040 available hours each. The qualifier and the grinder close similar revenue; the qualifier does it in 37% fewer hours. Illustrative figures from the enablement session.

Strategic qualifier
580 hrs, $5.2M won of $7.5M pipeline$8,966/hr

Grinder
920 hrs, $5.5M won of $9.0M pipeline$5,978/hr

Busy loser
980 hrs, $1.0M won of $6.0M pipeline$1,020/hr

Revenue per hour is closed-won revenue divided by hours worked against opportunities.

Talks and writing

Naisan and Pep publish the Business Value Playbook video series for CROs, covering when to hire for value, the failure patterns to avoid, and how AI changes the economics of a value team.

Links to episodes will be added here.

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