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.
Invoke this skill when:
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.
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 -- 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]
| 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. |
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.
| 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 |
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]
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?" |
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 |
|---|---|---|
| Metrics | Need + Implication | Quantified business case with specific ROI numbers |
| Economic Buyer | Authority | Must identify and engage the person who signs the check |
| Decision Criteria | Need | Formal evaluation criteria documented (RFP, scorecard) |
| Decision Process | Timeline + Authority | Map every step from evaluation to signed contract |
| Identify Pain | Problem + Implication | Deep, multi-stakeholder pain mapping |
| Champion | Authority | Named internal advocate who sells on your behalf |
Add Paper Process and Competition for full MEDDPICC when deal sizes exceed $100K ARR or sales cycles exceed 3 months.
Your product breadth depends on your upstream providers/vendors. Each relationship is a strategic dependency that must be actively managed.
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 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]
| 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 |
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] |
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.
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] |
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
| Metric | Target | Measured At |
|---|---|---|
| Time to first API call | < 1 day | Day 7 |
| Time to production | < 30 days | Day 30 |
| Monthly transaction volume | > $[X]K by Month 3 | Monthly |
| Product feedback sessions completed | 2+ in first 90 days | Day 90 |
| Case study published | 1 | Day 90 |
| NPS score | >= 8 | Day 90 |
| Expansion to second product | Yes/No | Day 180 |
Common objections and responses. Tie to battlecards from the gathering-competitive-intelligence skill for competitor-specific responses.
| Objection | Root Concern | Response Framework |
|---|---|---|
| "We can build this in-house" | Control, cost perception | Acknowledge their engineering strength. Then: "Building one integration takes [N] months. [YOUR_COMPANY] gives you [N] products through one API in [N] weeks. Your team can focus on your core product instead of maintaining [infrastructure type]." Quantify their engineering cost vs. your fees. |
| "We already use [Incumbent Provider]" | Switching cost, risk | "Great -- they handle [Product A] well. What about [Product B], [Product C], or [Product D]? Most of our clients started with one provider and hit a wall when they needed multi-product. We don't replace your existing setup -- we extend it." |
| "Your technology approach seems risky" | Regulatory fear, reputation risk | "[Technology] is our infrastructure layer, not your customer's experience. Your users see [products] -- not the underlying technology. Every product is backed by [regulatory certification] providers. You get the benefits ([key advantages]) without the baggage." |
| "We need to see more traction/clients" | Trust, early-stage risk | Acknowledge: "Fair concern. Here is what we can offer: a Design Partner program with [X]% discount, dedicated support, and the ability to shape the product. [Reference client] is already live. We are happy to connect you with them as a reference." |
| "Your pricing is too high" | Budget, value not yet proven | "Let's look at the math. Your current setup costs [$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." |
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] |
Structure every demo around the prospect's stated pain, not your feature list.
Graduation trigger: When the company reaches 10+ active paying clients, extract this section into a standalone skill file.
Score each active client monthly. The health score triggers proactive intervention before churn signals become cancellations.
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)
| 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 |
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.
Stage 2: Adoption (Day 31-90) -- Goal: Steady-state usage, volume meets forecast.
Stage 3: Expansion (Day 91-365) -- Goal: Land-and-expand to 2+ products.
Stage 4: Renewal & Advocacy (Ongoing) -- Goal: Retain, grow, and turn into reference.
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]
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 |
Rules: Max 5 new prospects/week. Personalization is non-negotiable. Track every touchpoint. No response after Day 15 = nurture, do not chase.
| 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 |
Pipeline & Qualification:
Provider Partnerships:
Design Partners:
Sales Enablement:
Client Success (Embedded):
Founder-Led Rhythm: