Process 02 · Clients
Client
Retention
Deliver consistent results, maintain strategic alignment, and grow the relationship —
so that every client renews, expands, and advocates for nonplusultra.
Every client entered through a specific pain. Our job in retention is to solve that pain
so completely that they never want to leave.
Retention starts at the handover, not at the first renewal conversation.
1Onboard with Care
2Deliver with Discipline
3Grow the Relationship
4Renew with Confidence
Process Overview — 9 Phases
| Phase | Name | Owner | Client Feeling |
|---|---|---|---|
| Phase 0 | Handover | HoBD → Brand Lead | Uncertain → Informed |
| Phase 1 | Onboarding | Brand Lead (NB supports) | Uncertain → Confident & Aligned |
| Phase 2 | Service Delivery | Brand Lead | Reactive → Proactive & Informed |
| Phase 3 | Issue & Escalation | Brand Lead → BU Head | Frustrated → Heard & Resolved |
| Phase 4 | Cross-Servicing & Expansion | BU Head (Brand Lead identifies) | Satisfied → Growing |
| Phase 5 | Renewal | BU Head | Anxious → Secure |
| Phase 6 | Testimonial & Advocacy | Brand Marketing | Proud |
| Phase 7 | Contract Termination Prevention | BU Head → Mission Control | At Risk → Last Chance |
| Phase 8 | Client Offboarding | Brand Lead | Finished → Respected |
Expansion Loop
Cross-servicing opportunities (Phase 4) bypass Phase 5 (standard Renewal) and feed directly into renewal/extension. If the client is interested in a new service, skip to a new SOW or SOW amendment — then return to Phase 2 (Service Delivery). Existing clients re-enter Process 01 at Stage 4 (Design the Solution).
Phase Detail — All 9 Phases
Phase 0
Handover
Client feeling: Uncertain → Informed
Purpose
A seamless, professional transfer from New Business to the Brand Lead. The client should feel informed and confident from day one. This phase begins exactly where Process 01 Stage 6 ends — the checklist is shared, not duplicated.
What the Brand Lead Receives
- Contract + SOW (signed)
- Full Salesforce account (ownership transferred to Brand Lead)
- All client correspondence and call notes (Fireflies transcripts)
- Insights Discovery profiles for key client stakeholders
- Activation Plan (30/60/90-day milestones agreed in Stage 5)
- Client Onboarding Sheet (Finance — billing already triggered)
- Client briefing document (pain, scope, agreed success metrics from MAP)
Handover Checklist
- Brand Lead fully briefed — has all documents listed above
- Salesforce ownership transferred to Brand Lead
- Finance notified — invoicing can start
- HoBD sends formal introduction email: Brand Lead → client stakeholders
- Slack channel created (NB + BU + Client)
- 30/60/90 milestones confirmed with client
- Technical Onboarding Checklist initiated
- Kick-off meeting scheduled (in-person preferred)
All checklist items complete → Phase 1 (Onboarding)
Items outstanding → Brand Lead flags to HoBD, resolve within SLA
Output: Brand Lead fully briefed
SLA: 5 business days
Phase 1
Onboarding
Client feeling: Uncertain → Confident & Aligned
Purpose
Client feels confident, aligned, and ready. NPU team is set up to deliver. Onboarding has three layers — technical, operational, and strategic.
1.1 Technical Onboarding
- Tool access and account configuration (Asana, Slack, shared drive)
- Google Drive folder structure created (from template)
- Shared Slack channels activated (internal + client-facing)
- Salesforce record complete and updated
- Reporting and data setup (Asana project live from template)
- Pitching approach prepared (retail pitch deck, sell-in assets)
- Brand materials received and filed
✓ Technical Onboarding Checklist
1.2 Operational Onboarding
- Onboarding meeting with NPU internal team — roles, responsibilities, ways of working
- Working cadence agreed with client (weekly call slot, reporting rhythm)
- Communication norms set (escalation contacts, response time expectations)
- Master Agenda (per service) completed with client — defines operating model
✓ Master Agenda complete
1.3 Client Kick-off
In-person preferred. This is the moment the client moves from "signed a contract" to "this is our partner."
- Joint Business Plan (JBP) co-created and signed off — goals, success metrics, responsibilities, timeline
- KPI baseline set (linked to MAP from Stage 5)
- Marketing informed — approval for client announcement (LinkedIn, press release)
- Insights Discovery profiles shared with delivery team internally
✓ JBP agreed & signed
Phase 2
Service Delivery
Client feeling: Reactive → Proactive & Informed
Purpose
Consistent, proactive delivery. Client feels informed, not chased. Brand Lead owns the operating rhythms — weekly health checks, regular client updates, and quarterly strategic reviews.
Operating Rhythms
| Frequency | Meeting / Action | Type |
|---|---|---|
| Weekly | Client Health Check — review delivery, flag risks, update health score | Internal |
| Weekly | Weekly Business Update — KPIs, blockers, next actions (Asana) | Client-facing |
| Monthly | Monthly Strategic Alignment — check-in against JBP | Client-facing |
| Monthly | Root Cause Review — diagnose delivery issues, prevent recurrence | Internal |
| Monthly | Delivery Checklist review | Internal |
| Quarterly | QBR — full performance review: LER, NPS, JBP goals | Client leadership |
| Quarterly | Retailer JBP Meetings (Retail Solutions clients) | Client + Retailers |
| Quarterly | Quarterly Growth Meeting — proactive growth opportunities (→ Phase 4) | Client-facing |
| Annual | Yearly Kick-Off — reset annual goals, renew JBP | Client-facing |
| Annual | Annual Strategy Workshop — 12-month deep-dive, NPU facilitates | Client leadership |
| Annual | Jahresplanung — NPU internal planning per client | Internal |
Client Health Score
A single number per client, reviewed weekly by the Brand Lead and quarterly by the BU Head. Composite score of three dimensions:
40%
NPS
Last quarterly survey
Typeform → Salesforce
+
40%
LER
Last quarter
Finance
+
20%
On-Time Rate
Delivery milestones
Asana
| Score | Status | Action |
|---|---|---|
| ≥80 | ● Healthy | Standard cadence |
| 60–79 | ● Watch | Brand Lead flags in weekly health check; Root Cause Review |
| <60 | ● At Risk | Escalate to BU Head within 48h |
Build Item — Mission Control Dashboard
Client Health Score dashboard must be visible to Mission Control at all times. Tool TBD: Salesforce native dashboard or standalone. No at-risk client should be invisible to leadership.
Phase 3
Issue & Escalation
Client feeling: Frustrated → Heard & Resolved
Purpose
Resolve issues before they become relationship risks. Speed and transparency are non-negotiable. No surprises for the client.
Escalation Path
- Brand Lead identifies issue (internal or client-raised)
- Root Cause Review — diagnose root cause, not just the symptom
- Internal alignment — Brand Lead + delivery team agree on resolution plan
- Client communicated within 24h of issue identification — no surprises
- External alignment — Brand Lead presents resolution to client
- BU Head involved if client is not satisfied or issue is systemic
- Mission Control escalation if health score drops to At Risk and BU Head cannot resolve within 5 business days
- Resolution documented in Asana; if systemic: added to next QBR agenda
Issue resolved · client satisfied → return to Phase 2 (Service Delivery)
Partial resolution → continued monitoring, weekly check-in
Health score remains At Risk after Mission Control → Phase 7 (Termination Prevention)
Client at Risk — Immediate Escalation Signals
Any of the following triggers immediate escalation to BU Head:
- Client Health Score drops below 60
- NPS < 7 (quarterly survey)
- Missed delivery milestone with no recovery plan
- Client-initiated scope or budget reduction conversation
- No engagement from client side for >2 weeks
- Invoice overdue >14 days (Finance alert)
- Client raises a competitor in conversation
SLA
24h: Client informed of any significant issue.
48h: BU Head informed of any "at risk" signal.
SLA: 24h client comms
SLA: 48h BU Head informed
Phase 4
Cross-Servicing & Expansion
Client feeling: Satisfied → Growing
Purpose
Grow the relationship by solving the client's next problem before they look elsewhere. Every satisfied client is a growth opportunity — not a static account.
Quarterly Growth Meeting
A quarterly client-facing session (separate from QBR) where NPU proactively presents growth opportunities. Goal: ensure the client thinks of NPU as a strategic growth partner, not just a service vendor.
- Review business objectives and gaps
- Present 1–2 relevant NPU service ideas (no hard sell — frame as growth options)
- Let the client pull what is relevant to them
Push vs. Pull
| Type | Description | Approach |
|---|---|---|
| External Pull | Client requests new service or expansion | Respond quickly; fast-track to renewal/extension |
| Internal Push | NPU identifies unmet need in client's business | Introduce in Quarterly Growth Meeting; frame as advisory |
Expansion Process
- Opportunity identified (Brand Lead or BU Head)
- BU Head and Brand Lead align on whether and how to present
- Introduced in Quarterly Growth Meeting (or directly if client-pulled)
- If client is interested: skip Phase 5 standard path → go directly to renewal/extension (new SOW or SOW amendment)
- Feed back into Process 01, Stage 4 (Design the Solution) for pricing and proposal
Expansion Loop
When the client agrees to expand, re-enter Process 01 at Stage 4. Stage 5 and 6 apply as normal, but Stage 6 handover is abbreviated — Brand Lead already owns the relationship.
Output: New SOW / SOW Amendment
→ Re-enters Process 01 Stage 4
Phase 5
Renewal
Client feeling: Anxious → Secure
Purpose
Renew from a position of strength. Start the conversation 90 days before expiry — not 30. If the client's health score is below 60 at T-90, launch a recovery plan before the renewal conversation begins.
90/60/30 Renewal Playbook
| Milestone | Action | Owner |
|---|---|---|
| T-90 days | Salesforce alert fired → BU Head and Brand Lead notified. Review Client Health Score. | Salesforce (auto) |
| T-90 days | If Health Score < 60: launch recovery plan before renewal conversation. | BU Head |
| T-60 days | Renewal Review — Brand Lead prepares performance summary (JBP outcomes vs. goals). | Brand Lead |
| T-60 days | Internal approval flow initiated: Finance, Legal, People & Culture sign off on renewal terms. | BU Head |
| T-45 days | Renewal proposal drafted (based on JBP outcomes + next-year scope). | BU Head + Brand Lead |
| T-30 days | Renewal proposal presented to client. Negotiation begins. | BU Head |
| T-0 | New SOW signed — or termination path (Phase 7). | BU Head |
Internal Approval Flow
- BU Head prepares renewal proposal + financial model
- Finance approval — LER check, pricing sign-off
- Legal review — contract terms, liability, IP
- People & Culture — resource availability if scope changes
- HoBD / Leadership sign-off
Schraner Negotiation Method
NPU follows the Schraner Negotiation Institute methodology. BU Heads trained in this framework use it as the default playbook for all renewal and expansion negotiations.
Re-Onboarding at Renewal
When scope changes at renewal (new service, new markets, new team), run a light re-onboarding:
- Updated JBP signed off
- New team members introduced (Insights Discovery profiles shared)
- Technical onboarding for new tools/access if required
- Updated Master Agenda if cadence changes
- Dotted-line back to Phase 1 if scope changes are significant
New SOW signed → Phase 2 (Service Delivery) or Phase 6 (Testimonial)
Client signals non-renewal → Phase 7 (Termination Prevention)
Build Item — Renewal Dashboard
Salesforce renewal alert automation at T-90/T-60/T-30. Dashboard visible to Mission Control. No renewal should ever be a surprise.
Phase 6
Testimonial & Advocacy
Client feeling: Proud
Purpose
Turn satisfied clients into active advocates for NPU. Advocacy is earned, not asked for — only request it when the client would genuinely recommend NPU unprompted.
Actions
- Brand Lead identifies the right moment and client contact for advocacy request
- Brand Marketing proposes format: case study / referral intro / reference interview / video testimonial
- Client agrees — Brand Marketing leads production
- Published as: case study on website, LinkedIn content, sales asset for Process 01
- Feed back into Process 01 Stage 0 (Awareness & Demand Generation) as social proof
Advocacy Formats
Case Study — written, published on website and LinkedIn
Reference Interview — client speaks with prospect directly
Video Testimonial — high-impact, used in proposal decks
Referral Introduction — client introduces NPU to a peer
Press Release — co-authored, distributed to trade media
Output: Published case study or advocacy asset
→ Feeds Process 01 Stage 0
Phase 7
Contract Termination Prevention
Client feeling: At Risk → Last Chance
Purpose
We do everything we can before accepting a termination. But when it's done, we make the exit as good as the entry.
Prevention Path
- BU Head + Brand Lead convene immediately — understand the real reason behind the termination signal
- Recovery plan drafted — what would need to change for the client to continue?
- Recovery proposal presented to client (BU Head leads)
- If unresolved within 5 business days: escalate to Mission Control (CEO + COO + BU Heads)
- Mission Control conversation with client — senior-level commitment to resolution
- If resolved: return to Phase 2 (Service Delivery) or fast-track to Phase 5 (Renewal)
- If not resolved: accept the outcome; initiate Phase 8 with full respect
Mission Control
Mission Control = CEO + COO + BU Heads. When BU Head cannot resolve within 5 business days, Mission Control takes the client conversation at senior leadership level. This is NPU's final intervention before accepting a termination.
Recovery accepted by client → return to Phase 2 or fast-track Phase 5
Termination confirmed after Mission Control → Phase 8 (Offboarding)
SLA: Escalate within 5 business days
Phase 8
Client Offboarding
Client feeling: Finished → Respected
Purpose
A warm exit is a future referral. Every offboarded client should tell the story of a company that handled the end as professionally as the beginning.
Operational
- Offboarding plan agreed with client (timeline, handover of assets, data export)
- All client deliverables handed over — complete and documented
- Shared drives organised and access transferred to client
- Asana project archived
- Ongoing reporting stopped (Data Science / Analytics notified)
Technical
- All NPU tool access revoked (shared systems, logins, integrations)
- Data export completed and sent to client (GDPR / contractual obligation)
- Slack channels archived
Relational
- Exit interview conducted by BU Head — root cause documented for ICP / process improvement
- Thank-you package sent to key client stakeholders (handwritten note + NPU gift)
- Stay-in-touch cadence set — client moved to Salesforce "Former Client" status; 6-month follow-up scheduled
- Referral ask — if relationship is warm, BU Head or Brand Lead asks directly
Internal Notifications
- Finance notified — invoicing stopped, forecast updated
- New Business notified — removed from active pipeline
- Data Science / Analytics notified — reporting stopped
- Marketing informed — removed from active client list
- Team informed via Town Hall + Slack #leaders channel
- Salesforce: status → Offboarded
Salesforce: Offboarded
6-month follow-up set
KPI System
Primary KPIs — Per Client
| Metric | Definition | Target | Frequency |
|---|---|---|---|
| LER | Gross Revenue / Total Labour Cost allocated to client | ≥3x floor · ≥4x target | Quarterly |
| NPS | Net Promoter Score (0–10) | ≥8 | Quarterly |
| CSAT | Client satisfaction per milestone | ≥8/10 | Per milestone |
| Renewal Rate | % of contracts renewed at end of term | >85% | Annual |
| Avg. Client Lifecycle | Months from onboarding to offboarding (or current) | >24 months | Rolling |
| Client Health Score | Composite: NPS 40% + LER 40% + On-Time Rate 20% | ≥80 | Weekly |
Secondary KPIs — Per Client
| Metric | Definition | Tracked In |
|---|---|---|
| Revenue per Client | Total billed revenue in period | Finance / Salesforce |
| Expansion Revenue | Revenue from services added post-initial contract | Finance |
| Delivery On-Time Rate | % of milestones delivered on agreed date | Asana |
| Issue Resolution Time | Avg. hours from issue flagged to client communication | Asana |
Portfolio KPIs — All Clients
| Metric | Definition | Target | Frequency |
|---|---|---|---|
| Portfolio LER | Total Revenue / Total Labour Cost (all clients) | >3x | Monthly |
| Churn Rate | Clients lost / Total active clients | <15% | Quarterly |
| NRR | (Starting ARR + Expansion − Churn) / Starting ARR | >100% | Annual |
| A-Player Density | % of A-Players allocated to client delivery | Increasing | Quarterly |
KPI Thresholds & Triggers
| Signal | Threshold | Action |
|---|---|---|
| Client at Risk | Health Score < 60 OR NPS < 7 OR LER < 2x | Escalate to BU Head within 48h |
| Renewal Risk | Health Score < 60 at T-90 days | Recovery plan before renewal conversation |
| Expansion Opportunity | NPS ≥ 9 + LER > 4x | Proactive expansion proposal at next Quarterly Growth Meeting |
| Termination Risk | 2+ at-risk signals in one quarter | Escalate to Mission Control; retention plan |
LER by Swimlane
| Swimlane | ACV Range | Delivery Nature | LER Floor | LER Target |
|---|---|---|---|---|
| Field | €500k–€1M | Very staff-intensive (field teams, physical execution) | 2.5x | 3x |
| Growth | €250k–€500k | Moderate (strategy + coordination) | 3x | 4x |
| Consumer | €250k–€500k | Project-based (activation design) | 3x | 4x |
| Training | €100k–€250k | Scalable delivery (content + facilitation) | 3x | 4x |
| Data Science (Advisory) | €150k–€250k | AI-leveraged, standardised delivery | 3.5x | 5x |
Field Note
Highest ACV but most staff-intensive. Main lever to improve Field LER: staff utilisation rate and route density — not pricing.
Data Science Note
AI leverage + standardised methodology = NPU's highest-potential LER swimlane. As the SaaS product matures, marginal cost per client drops. Track LER monthly during the advisory repositioning phase.
Tools & Systems
| Tool | Usage |
|---|---|
| Salesforce | Client account, contract dates, renewal alerts (−90/−60/−30), stage management, Client Health Score |
| Asana | Project delivery tracking, Weekly Business Update, task management, milestone tracking |
| Typeform | NPS + CSAT surveys — triggered quarterly and per milestone |
| Slack | Internal client team channels + client-facing channels |
| Google Workspace | JBP, reporting, shared drive, Master Agenda, QBR deck |
| Finance system | LER calculation, billing, invoice tracking |
| Insights Discovery | Stakeholder personality profiles — shared at handover and used throughout |
Meeting Cadence
| Frequency | Meeting | Audience | Owner |
|---|---|---|---|
| Weekly | Client Health Check | Internal | Brand Lead |
| Weekly | Weekly Business Update | Client | Brand Lead |
| Monthly | Monthly Strategic Alignment | Client | Brand Lead |
| Monthly | Root Cause Review | Internal | Brand Lead |
| Quarterly | QBR | Client leadership | BU Head |
| Quarterly | Quarterly Growth Meeting | Client | BU Head |
| Quarterly | Retailer JBP Meetings | Client + Retailers | Brand Lead |
| Annual | Yearly Kick-Off | Client leadership | BU Head |
| Annual | Annual Strategy Workshop | Client leadership | BU + Client |
| Annual | Jahresplanung | Internal | Brand Lead |
Assets & Frameworks
| Asset | Phase | Status |
|---|---|---|
| Handover Checklist (shared with Process 01 Stage 6) | 0 | Defined |
| Technical Onboarding Checklist | 1 | To create |
| Google Drive Folder Template (per client) | 1 | To create |
| Master Agenda (per service) | 1 | To create |
| Joint Business Plan (JBP) Template | 1 | To create |
| Asana Project Template (per service) | 1–2 | To create |
| Weekly Business Update Template | 2 | To create |
| Client Health Score Dashboard | 2 | Build item |
| Root Cause Review Template | 3 | To create |
| QBR Deck Template | 2 | To create |
| Quarterly Growth Meeting Deck Template | 4 | To create |
| Renewal Dashboard + 90/60/30 Alert (Salesforce) | 5 | Build item |
| Renewal Proposal Template | 5 | To create |
| Approval Templates (Finance / Legal / People) | 5 | To create |
| Schraner Negotiation Playbook | 5 | External training |
| Success Story Template | 6 | To create |
| Offboarding Checklist (Operational + Technical) | 8 | To create |