Slide 1 of 4
Renewals by date, accounts by health
Renewal Calendar shows what is renewing and when. Customer Health shows which accounts are weak. The review is where the two lists meet.
Running the revenue cadence on RevTech
DoLesson 5 of 6The monthly and quarterly rhythm
The customer review
Run the customer review from Renewal Calendar, Customer Health and Retention, and leave it with an owner and a start date on every renewal that needs work.
16 minIntermediateUpdated
Part 1 of 3
Start from what is renewing
Renewal Calendar puts every renewal deal closing in the period on a month calendar, on its close date and tinted Upcoming, Overdue, Renewed or Lost. Its cards are open renewals, overdue renewals, renewals on at-risk accounts and renewed value, and the renewal book underneath lists every renewal with its owner, amount, forecast category, stage and close date. Select a renewal to open the deal, or a day to list everything renewing on it.
Start the review on the overdue card and the at-risk card, because those are the renewals that need a decision today. One limit to say out loud: the calendar reads renewal deals, so a contract that is ending with no renewal deal in the CRM is not on it. Ask in every review which contracts end soon with no renewal deal yet.
Part 2 of 3
Then the health of the book
Customer Health bins every customer into Healthy, Neutral or At-Risk and lists the accounts in a tier worst first. Know what the score is before the review leans on it: in a production tenant it runs from 0 to 100 and is built from three CRM signals, which are how recently the account last won a deal, how many open deals it has and how many contacts it has. It is not a usage or support score. Use it to choose which accounts to open, and the account itself to find out what is wrong.
Retention is the monthly read: Gross Revenue Retention, churn rate and revenue at risk as cards, the retention components by month, an ARR bridge from the start of the period to the end, and the movements behind it. ARR there is implied from won deals, each counted for twelve months from close, and net revenue retention shows a dash in a production tenant because there is no ARR source yet. Read it for which lever moved (new, expansion, contraction or churn), not for one percentage.
Part 3 of 3
The decision the review owes
Every renewal on an at-risk account leaves the review with an owner and a start date, set by its risk and its size rather than its close date. A large renewal on a weak account needs a quarter of runway; a small renewal on a healthy one needs to be processed. Every contract ending soon with no renewal deal leaves with someone to create it, because until it exists it is invisible to the calendar.
When Retention shows the same lever moving for a second month, the decision is a motion rather than an account: a save play for a churn pattern, or an expansion play where expansion is carrying the number. That is the difference between a customer review and a list of accounts.
- At-risk renewals: an owner and a start date set by risk and size
- Contracts ending with no renewal deal: someone to create it
- A lever moving two months running: a play, not another account review
Do this in the product
Run one customer review
- Open Reporting → Renewal Calendar for the current quarter and list the overdue renewals and the renewals on at-risk accounts.
- Open Customer Health, filter to your team, and check each renewal's account in the At-Risk tier.
- Ask the CS owners which contracts end in the next two quarters with no renewal deal in the CRM.
- Give every at-risk renewal an owner and a start date, and every missing renewal deal someone to create it.
Key questions
You should be able to answer each of these from memory before opening it. Recalling the answer is what makes it stick; recognizing it when you read it does not.
Which renewals will Renewal Calendar never show you, and what do you do about it?
Contracts that are ending with no renewal deal in the CRM, because the calendar reads renewal deals. Ask for them in every review and give each one someone to create the deal.
What is the production health score built from?
Three CRM signals: how recently the account last won a deal, how many open deals it has and how many contacts it has. It is not a product-usage or support score, so it ranks where to look rather than diagnosing what is wrong.
What to take away
- Start from what is renewing, then check the health of those accounts.
- The calendar cannot show a renewal that has no deal. Ask for those every time.
- Every at-risk renewal leaves with an owner and a start date set by risk and size, not by close date.
Teach this lesson
The argument in 4 slides, for presenting it to your team
Slide 2 of 4
Three reports, in order
- Renewal Calendar: what renews this period, and what is overdue
- Customer Health: which of those accounts are at risk
- Retention: what the book kept, and which lever moved
Slide 3 of 4
Know what the score is
Health is built from CRM engagement: recent wins, open deals and contacts. It ranks where to look; it does not see usage or support.
Slide 4 of 4
The decision the review owes
Every renewal on an at-risk account leaves with an owner and a start date, and every renewal missing from the CRM leaves with someone to create it.
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