What the agents figured out

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Analytics-suite usage trended down 38% in Q1; the value story for renewal is weak without a Q2 recovery narrative. CSM cadence held but exec sponsor has been silent for 6 weeks. Q2 usage report is the inflection — surface it before the next QBR.

No Q2 usage attachment on the Account or related Opportunity. Renewal narrative requires it per SOP 2.5a §3. Pull the report from product telemetry by end of week.

Strategic-tier account with the largest signal stack on the book: primary sponsor (VP Ops) departed mid-May with no replacement on the org chart, and seats were reduced twice in 60 days. The absence of a re-anchor conversation is the dominant churn vector — this is a save-plan moment, not a touchpoint moment.

No active Contact flagged as Primary since the prior sponsor left. Per SOP 2.3 §1, every Red-band account must carry a Primary. Filing a Risk_Flag__c so the AE owns the re-anchor before the next QBR cycle.

Net-new from last cycle; implementation rolled out 2 of 5 workflows and froze in April. Customer-side owner unclear post-reorg. Not a churn risk yet — a scope-collapse conversation lands the renewal at 2/5 instead of forcing 5/5.

Workflow rollout idle 48 days. No customer-side implementation owner of record. Without a named owner the remaining 3 workflows won't ship before renewal; recommend renegotiating the scope to reflect what's actually live.

Three P1 support tickets in 30 days with no formal RCA shared back. NPS submitted at 3/10 last quarter and hasn't moved. The support narrative is the lead churn driver — until they see the RCAs in writing they assume the platform is unstable.

Three P1 RCAs unshared. Per support runbook the customer is owed each within 5 business days of resolution; we are 18, 12, and 9 days past respectively. Filing a hygiene flag so support leadership sees it in the morning queue.

Product telemetry caught Vertex submitting a competitive RFI internally — the signal is unambiguous. Renewal is 14 weeks out, which is too late for a reactive defense. Recommend pulling the competitive pack into the next touchpoint, not the next QBR.

No defense pack on file (reference customers, ROI deck, switch-cost analysis). Without it the next touchpoint runs uphill. Flagging so the AE-CSM pair gets paged before scheduling.

Beacon's health band reads GREEN (score 78) but Beacon hasn't logged a single login in 95 days. Health score (green) contradicts the engagement signals (95 days silent). Treat the green band as stale — pending a data refresh.

Recovery outreach was approved and sent. Chris replied within 4 hours and booked a renewal-readiness call for Thursday; he has logged in twice since. Downgrading Lighthouse from at_risk (0.91) to watch — the momentum has reversed. Keep the call and hold the renewal-readiness prep.

Lighthouse is the clearest at-risk signal today (0.91 confidence). Auto-routing the proposed save-plan draft to controlled-executor for operator review.

Green-band account but renewal is 51 days out and there's no save plan or renewal-readiness note. SOP requires both for any renewal inside 60 days.

Polaris is borderline. Usage is steady but on the low end of their segment, and they've been quiet on email for three weeks. Not at-risk today, but worth a courtesy check-in.

Lighthouse has stopped logging into the product entirely (62 days). Support cases dropped to zero. Combined with their original 12-month commit ending in 38 days, this is the clearest churn-risk signal in the book today.

Cedar has missed two scheduled QBR meetings and the primary admin contact deactivated their account last week. Engagement signal is dropping — not yet critical, but worth a check-in this week.

Account flipped from new-logo to active 14 days ago and still has no CSM assigned. SOP requires assignment within 5 business days.

Enterprise account with no logged activity in 41 days. Renewal is in 73 days. SOP requires monthly engagement minimum.

Yellow-band account with no save plan entry in the last 60 days. SOP section 5 requires a monthly note for any yellow account.

Cobblestone has slipped on three of our standard signals — usage is down, support volume is up, and there is no active save plan on file. The combination matches the 'silent decline' pattern we usually only catch at QBoBR. Recommend operator outreach this week.

Spruce dropped 11 points this week (78→67). The biggest mover was engagement: their primary user took parental leave and the secondary contact hasn't logged in. Recommend a check-in to identify the new daily driver.

Pre-QBoBR checklist generated for Cedar & Co. 14 items: 6 must-haves (renewal date, ARR (annual recurring revenue), save plan, etc.), 8 nice-to-haves. Currently 4/6 must-haves complete.

Polaris hits two of the section 5 hygiene criteria but has no documented save plan, recent QBoBR notes, or scheduled next touchpoint. SOP requires at least one of those for any account 60d into a yellow band.

Riverside is morgan@'s top priority today. Yellow band + missing save plan + renewal in 110 days. Worth 15 minutes to log a current-state note.

Brightline's renewal forecast is positive but the supporting data is thin — no save plan, no exec sponsor mapped, no scheduled QBR before close. Probability is still above 50% but the operator should pressure-test the forecast.

Cobblestone is 94 days from renewal and the hygiene audit just flagged it at-risk. At $84k ARR (annual recurring revenue) (annual recurring revenue), it's the top priority in your queue today.

Avalon's last logged touchpoint was a single email 47 days ago. AE has been forwarding pricing questions directly — they may not realize there's no CSM follow-up on file.

Northstar's usage has tripled over the past 60 days and they're hitting their seat cap on most weekdays. They've already asked the AE about pricing for 'team' tier twice. Soft check-in from the CSM (not a hard pitch) should land well.