Sales-to-CS Handoff: Bridging the Gap for Customer Success

Two new customers, same product, same contract value, same timeline. One year later:

Customer A:

• Renewed at 120% (expanded)
• NPS score: 68
• Implementation: On time, smooth
• Customer feedback: "Our CSM really understood our business from day one."

Customer B:

• Churned at renewal
• NPS score: 22
• Implementation: 6 weeks late, constant friction
• Customer feedback: "We had to re-explain everything. Sales promised things CS didn't know about."

The difference wasn't product quality, pricing, or customer fit. It was the handoff.

Customer A got a seamless transition where knowledge, context, and relationships carried forward. Customer B got what happens way too often: information vanished, expectations went sideways, and the relationship hit a wall.

Research shows poor handoffs cause 30-40% of first-year churn. But when you nail the handoff? Retention jumps 25% and expansion opportunities increase by 40%.

If you care about customer lifetime value, the sales-to-CS handoff isn't paperwork. It's the moment that decides whether your closed deal becomes a success story or a regrettable loss.

This guide shows you how to execute handoffs that actually work.

Why Handoffs Matter

The sales-to-CS transition is where customers are most vulnerable:

Customer Experience Continuity

What customers go through during bad handoffs:

• Starting from zero with new people
• Re-explaining their business challenges and goals
• Wondering if anyone's actually listening
• Feeling like just another number

What customers experience during good handoffs:

• Smooth progression from sales to getting started
• The new team already gets their business
• Confidence that promises will be kept
• Feeling valued and heard

The impact: First impressions with the CS team set the tone for everything. Screw up the handoff and you'll spend months trying to rebuild trust. Nail it and you're accelerating adoption from day one.

Knowledge Transfer

What's at risk during handoffs:

• Why they bought (real pain points, actual objectives)
• What they expect (outcomes, timelines, the whole deal)
• Who matters (stakeholder dynamics, the politics you can't ignore)
• What was promised (commitments, customizations, all of it)
• What concerns them (risks, objections they raised)

When this info disappears:

• CS teams fly blind
• Customers repeat themselves endlessly
• Promises get forgotten or missed
• Implementation misses the mark
• Trust evaporates fast

When this info gets preserved:

• CS teams hit the ground running
• Customers feel heard and understood
• Promises get tracked and delivered
• Implementation aligns with reality
• Trust builds from the start

Expectation Management

Sales naturally creates expectations:

• Implementation timelines
• Feature capabilities and what's coming
• Support level and services
• ROI and business outcomes
• How much work the customer needs to do

The handoff challenge: Translating sales conversations into CS delivery reality.

When expectations don't align:

• "Sales promised X, but CS says Y"
• Customer disappointment and frustration
• Teams pointing fingers at each other
• Contract disputes and escalations
• Ultimate churn and bad references

When expectations match up:

• Clear, shared understanding of scope
• Realistic expectations from the start
• Proactive handling of limitations
• Sales and CS singing the same tune
• Customer confidence and satisfaction

Relationship Preservation

The relationship dynamic:

• Customers built trust with their sales rep
• Sales rep understands their business and challenges
• Rapport and credibility got established
• Handing off to new people carries real risk

Poor handoffs kill relationships:

• Customer feels abandoned by sales
• CS team is unknown and unproven
• Trust needs rebuilding from scratch
• Perfect window for competitors to slide in

Good handoffs preserve and transfer trust:

• Sales rep genuinely endorses the CS team
• CS team shows they know the customer's story
• Customer feels continuity, not disruption
• Trust moves to the new team

Implementation Success

Implementation depends on handoff quality:

Poor handoffs create:

• Delayed implementations (nobody's clear on anything)
• Scope creep (undefined boundaries)
• Customer frustration (unmet expectations)
• Wasted resources (wrong focus areas)
• Risk of complete failure

Good handoffs enable:

• Fast implementations (clear objectives)
• Controlled scope (documented agreements)
• Customer delight (you actually exceeded expectations)
• Efficient resources (right focus from the start)
• Success and quick wins

The Handoff Challenge

Common failure patterns you need to avoid:

Information Loss and Gaps

What gets lost:

• Unwritten context from sales conversations
• Customer's emotional drivers (beyond the spreadsheet ROI)
• Political dynamics inside their organization
• Informal commitments and verbal agreements
• Objections raised and how they got handled

Why it's lost:

• Not documented in CRM
• Sales rep assumes CS "just knows"
• Handoff conversation too brief or surface-level
• No structured transfer process

The impact:

• CS team works with an incomplete picture
• Critical details surface too late
• Avoidable mistakes wreck credibility

Relationship Disruption

The dreaded customer experience:

1. Strong relationship with sales rep (trusted advisor)
2. Deal closes, sales rep vanishes
3. New person reaches out (CS)
4. Customer has to start over explaining everything
5. Customer wonders if anyone actually cares

Why it happens:

• Sales comp changes (focus shifts to new deals)
• No structured introduction process
• CS reaches out cold without context
• Sales rep doesn't facilitate the transition

The damage:

• Customer feels devalued
• Trust in your organization drops
• Implementation engagement suffers
• Churn risk spikes immediately

Expectation Misalignment

Common scenarios:

Scenario 1: Timeline expectations

• Sales: "You'll be live in 4 weeks"
• CS: "Standard implementation is 8-10 weeks"
• Customer: Angry and disappointed

Scenario 2: Feature expectations

• Sales: "We can definitely handle that use case"
• CS: "That requires custom development"
• Customer: Feels misled

Scenario 3: Support expectations

• Sales: "You'll have dedicated support"
• CS: "You're on our standard shared support tier"
• Customer: Sees this as bait-and-switch

Why it happens:

• Sales optimism bias (wanting to close)
• Lack of CS involvement during the sale
• No validation of commitments before close
• Poor documentation of what was promised

Momentum Loss

The momentum problem:

• Sales cycle builds excitement and urgency
• Contract signature should keep that energy going
• Instead, momentum often dies during handoff
• Days or weeks pass before CS engages
• Customer enthusiasm cools
• Competing priorities grab attention

Why momentum dies:

• Delay between close and CS contact
• CS bandwidth constraints
• Unclear handoff triggers and ownership
• Customer feels like they're "on hold"

The cost:

• Slower time-to-value
• Reduced adoption and engagement
• Higher implementation effort required
• Lost opportunity for quick wins

Finger-Pointing Risks

When problems show up after close:

• Customer complains to CS about unmet expectations
• CS discovers sales made commitments outside scope
• Sales blames CS for poor implementation
• CS blames sales for over-promising
• Customer caught in the middle

The organizational damage:

• Team conflict and distrust
• Nobody taking accountability
• Process improvements blocked by blame culture
• Customer churns

Prevention requires:

• Clear documentation of commitments
• Shared accountability for customer success
• Collaborative problem-solving culture
• Transparent communication

Critical Information to Transfer

A complete handoff needs seven categories of information:

1. Customer Background and Context

Company information:

• Industry and market position
• Size (employees, revenue, locations)
• How they're organized
• Business model and revenue streams

Strategic context:

• Current business challenges and priorities
• Competitive pressures and market dynamics
• Growth plans and strategic initiatives
• Technology landscape and existing vendors

Purchase context:

• How they found you (referral, inbound, outbound)
• Sales cycle length and key milestones
• Competitive alternatives they evaluated
• Why they chose you (what actually mattered)

Why it matters: CS needs to understand the business context to deliver value appropriately and speak the customer's language.

2. Decision-Making Stakeholders

Stakeholder mapping:

Executive sponsor:

• Name, title, role
• Strategic objectives and personal priorities
• Level of engagement expected
• Communication preferences

Champion/project lead:

• Name, title, role
• Why they advocated for your solution
• Political capital they spent
• Success criteria they own

Economic buyer:

• Who controlled budget and approval
• Financial expectations and ROI requirements
• Budget constraints and sensitivities

Technical evaluators:

• Who assessed solution fit
• Technical requirements and concerns
• Integration and security priorities

End users:

• Who'll use the solution daily
• Current processes and pain points
• Adoption risks and change management needs

Influencers and blockers:

• Who influenced the decision (positively or negatively)
• Ongoing concerns or reservations
• How to engage them moving forward

Why it matters: CS must navigate the same organizational dynamics and build relationships with the right people.

3. Business Objectives and Success Criteria

Primary business objectives:

• What problem(s) does this solve?
• What business outcomes are they seeking?
• What metrics define success?
• What's the timeline for results?

Quantified success criteria:

• ROI expectations and timeline
• Efficiency gains or cost savings targets
• Revenue impact or growth expectations
• User adoption goals

Personal win criteria:

• What makes the champion look good?
• What makes the executive sponsor successful?
• What career/political implications are at play?

Why it matters: CS must align implementation and success planning to these objectives, not generic best practices.

4. Commitments and Promises Made

Scope commitments:

• Specific features and capabilities discussed
• Use cases explicitly covered
• Integration requirements
• Customization requests

Service commitments:

• Implementation support level
• Training and enablement promised
• Ongoing support tier and SLAs
• Account team structure (dedicated vs. shared)

Timeline commitments:

• Implementation timeline promised
• Go-live date targets
• Milestone deadlines

Commercial commitments:

• Pricing and discounts
• Payment terms
• Early renewal options
• Performance guarantees or success criteria

Verbal commitments:

• Informal promises or assurances
• "We'll figure that out" items
• Roadmap discussions and timeframes

Why it matters: Unmet commitments destroy trust and create churn risk. CS must know what was promised to deliver or renegotiate.

5. Technical Requirements

Technical environment:

• Existing systems and technology stack
• Integration requirements (CRM, ERP, etc.)
• Data migration needs
• Security and compliance requirements

Technical stakeholders:

• IT lead and technical team members
• Security and compliance contacts
• Integration developers if applicable

Technical validation completed:

• Proof of concept results
• Technical objections raised and resolved
• Outstanding technical questions
• Security review status

Why it matters: CS and implementation teams need technical context to execute efficiently and avoid surprises.

6. Implementation Timeline and Plan

Expected timeline:

• Implementation start date
• Key milestones and phases
• Go-live target date
• Training schedule

Customer resource allocation:

• Who'll be involved from customer side
• Time commitment expected
• Subject matter experts needed
• Decision-making authority during implementation

Dependencies and risks:

• Customer dependencies (approvals, resources)
• External dependencies (third parties, integrations)
• Timing constraints (quarter-end, seasonal business)
• Known risks to timeline

Why it matters: CS needs realistic timeline understanding to set expectations and plan resources appropriately.

7. Risk Factors and Concerns

Objections raised during sales:

• Concerns about capabilities or fit
• Competitive comparisons and concerns
• Pricing or ROI skepticism
• Implementation complexity worries

How objections were addressed:

• Arguments and evidence used
• Commitments made to mitigate concerns
• Outstanding concerns that remain

Political and organizational risks:

• Internal resistance or skeptics
• Competing priorities or initiatives
• Budget pressures or constraints
• Organizational change challenges

Churn risk indicators:

• Red flags observed during sales
• Financial instability
• Unrealistic expectations
• Poor fit that was rationalized

Why it matters: CS must proactively manage known risks and avoid triggering concerns that were barely overcome.

The Handoff Process

A structured five-phase process for complete handoffs:

Phase 1: Pre-Close Handoff Preparation

Timing: Before contract signature

Sales rep actions:

• Update CRM with complete deal context
• Document commitments in standardized format
• Create stakeholder map
• Flag special considerations or risks
• Schedule internal handoff meeting

CS manager actions:

• Review deal details and context
• Identify CS team member for assignment
• Flag capacity or capability concerns
• Prepare questions for handoff meeting

Why do this pre-close:

• Verifies CS can deliver what was sold
• Catches misalignments before they become problems
• Lets sales reset expectations if needed
• Creates accountability for accurate documentation

Phase 2: Internal Knowledge Transfer

Timing: Within 24 hours of contract signature

Format: 30-45 minute handoff meeting

Participants:

• Sales rep (deal owner)
• CS team member (account owner)
• CS manager
• Sales manager (optional but recommended)

Meeting agenda:

Customer background (5 min):

• Company overview and strategic context
• How this deal came about
• Why now (urgency drivers)

Stakeholder overview (10 min):

• Walk through stakeholder map
• Describe relationships and dynamics
• Identify champion and potential blockers
• Communication preferences and protocols

Business objectives and success criteria (10 min):

• Primary problems being solved
• Success metrics and timeline
• ROI expectations
• Personal win criteria for key stakeholders

Implementation context (10 min):

• Expected timeline and phases
• Technical requirements and integration
• Customer resources and availability
• Dependencies and constraints

Commitments and special considerations (5 min):

• What was promised (scope, service, timeline)
• Verbal commitments or "we'll figure it out" items
• Discounts, terms, or special pricing
• Red flags or risk factors

Questions and next steps (5 min):

• CS team asks clarifying questions
• Agree on customer introduction approach
• Set timeline for customer kickoff

Documentation:

• Meeting recorded or notes taken
• Action items assigned
• Handoff checklist completed

Phase 3: Customer Introduction to CS

Timing: Within 48 hours of contract signature

Format: Email introduction from sales rep

Template:

Subject: Welcome to [Company]! Meet Your Success Team

Hi [Customer Champion],

Congratulations on finalizing our agreement! We're excited to partner with you to [achieve primary business objective].

I'm introducing you to [CS Team Member Name], who'll be your primary contact going forward. [CS Name] and their team will guide you through implementation and make sure you hit the outcomes we discussed:
- [Objective 1]
- [Objective 2]
- [Objective 3]

[CS Name] already has the full context from our conversations, including your goals, timeline, and commitments we made. They'll reach out shortly to schedule your implementation kickoff.

I'll stay involved as needed, but [CS Name] and team will be your day-to-day partners for success.

Looking forward to seeing the impact this has on [specific business outcome]!

[Sales Rep Name]

Why this works:

• Sales rep maintains relationship continuity
• Endorses CS team member credibly
• Confirms CS has context (reduces customer anxiety)
• Sets expectation for next steps
• Commits to staying available

Phase 4: Joint Transition Meeting

Timing: Within 5 business days of contract signature

Format: 30-minute video call

Participants:

• Customer champion + relevant stakeholders
• CS team member (lead)
• Sales rep (supporting role)
• Implementation specialist (optional)

Meeting agenda:

Welcome and introductions (5 min):

• CS team introduces themselves and roles
• Sales rep reinforces endorsement
• Customer team reintroductions

Confirmation of objectives (5 min):

• CS restates understanding of business goals
• Customer validates and adds detail
• Agreement on success criteria

Implementation overview (10 min):

• High-level implementation process
• Timeline and key milestones
• Customer responsibilities and resources needed
• Communication and governance approach

Stakeholder alignment (5 min):

• Confirm who needs involvement when
• Identify any missing stakeholders
• Set communication preferences

Next steps and kickoff scheduling (5 min):

• Schedule implementation kickoff (detail session)
• Outline pre-work or preparation needed
• Set expectations for first 2 weeks

Questions and concerns (5 min):

• Address customer questions
• Clarify any uncertainties
• Build confidence in process

Sales rep role:

• Introduce CS team warmly
• Reiterate commitments and context
• Express confidence in CS team
• Begin transitioning relationship
• Stay available for questions

CS team role:

• Show knowledge of customer situation
• Build credibility and trust
• Set clear expectations and process
• Start owning the relationship

Phase 5: Documentation and Systems Update

Immediately following transition:

CRM updates:

• Account owner changed to CS
• Account status updated to "Onboarding"
• Implementation timeline milestones created
• Commitments logged as trackable items
• Stakeholder roles and contacts updated

CS platform updates:

• Customer profile created/updated
• Success plan initialized
• Health score baseline established
• Playbook selected based on customer segment
• Task sequences triggered for onboarding

Documentation repository:

• Sales notes archived and accessible
• Contract and pricing docs linked
• Stakeholder map uploaded
• Implementation plan documented
• Risk register started

Communication trail:

• Customer introduction email archived
• Meeting notes from handoff calls filed
• Action items tracked with owners

Sales' Post-Close Role

Define clear boundaries for sales rep involvement:

Appropriate Continued Involvement

During implementation (first 30-60 days):

• Occasional check-ins with champion (not ownership)
• Escalation support if major issues arise
• Attendance at executive business reviews
• Relationship maintenance with executive sponsors

During steady-state:

• Quarterly executive relationship touchpoints
• Support for expansion opportunities
• Assistance with renewal conversations
• Reference request coordination

Inappropriate Continued Involvement

Avoid these scenarios:

• Sales bypassing CS to make commitments
• Sales promising implementation changes without CS
• Customer going to sales for support issues
• Sales undermining CS team decisions

Why boundaries matter:

• Prevents conflicting messages to customer
• Avoids undermining CS authority and ownership
• Keeps sales focused on new pipeline
• Ensures scalable customer success model

The Transition Communication

From sales rep to customer (around 30-45 days post-close):

"Now that you're successfully through implementation and seeing results, [CS Team Member] and their team are your primary partners for ongoing success. They own your success plan, business reviews, and relationship management.

I'll stay connected for strategic discussions and expansion conversations, but [CS Name] is your day-to-day partner. They're excellent and have your best interests at heart."

Clear transition reinforces:

• CS owns the relationship now
• Sales stays accessible but not primary
• Customer should engage with CS for needs
• Sales fully endorses CS team

Customer Success Onboarding Preparation

CS team prepares to deliver from day one:

Success Plan Development

Components:

• Business objectives and success criteria
• Implementation roadmap and milestones
• Quick wins strategy (30/60/90 days)
• Adoption plan and training schedule
• Risk mitigation strategies
• Business review cadence

Built from:

• Sales handoff information
• Industry best practices
• Customer segment playbooks
• Technical requirements assessment

Resource Allocation

Implementation team:

• Implementation specialist assigned
• Technical resources for integrations
• Training and enablement lead
• Project manager (for complex deployments)

Kickoff scheduling:

• Implementation kickoff meeting
• Technical validation sessions
• Training sessions
• Executive business review

Internal Alignment

Cross-functional readiness:

• Implementation team briefed
• Support team aware of new customer
• Product team flagged for commitments made
• Technical team ready for integrations
• Success plan reviewed and approved

Handoff Documentation

Complete documentation enables handoff success:

Deal Summary Template

Customer overview:

• Company name and key details
• Industry and market position
• Purchase date and contract value

Stakeholders:

• Executive sponsor: [Name, title, objectives]
• Champion: [Name, title, why they advocated]
• Economic buyer: [Name, title, budget owner]
• Technical lead: [Name, title, requirements]
• End users: [Departments, user count]

Business objectives:

• Primary objective: [Problem being solved]
• Success criteria: [Measurable outcomes]
• ROI expectations: [Financial impact, timeline]

Scope and commitments:

• Features and capabilities included
• Integration requirements
• Customization or services
• Training and support level
• Timeline promised

Implementation plan:

• Start date and go-live target
• Key milestones and phases
• Customer resources allocated
• Dependencies and constraints

Risk factors:

• Objections raised during sales
• Competitive concerns
• Budget or timing constraints
• Political or organizational risks

Handoff Checklist

Pre-close:

• CRM fully updated with deal context
• Commitments documented
• Stakeholder map created
• CS team assigned and briefed
• Handoff meeting scheduled

Within 24 hours of close:

• Internal handoff meeting completed
• CS team has full context
• Questions addressed
• Customer introduction email sent

Within 5 days of close:

• Joint transition call completed
• Customer has met CS team
• Implementation kickoff scheduled
• CRM and systems updated
• Documentation filed

Within 30 days:

• Implementation underway
• Relationship transferring to CS
• Sales moving to supporting role

Common Handoff Failures

Preventable mistakes to learn from:

Failure #1: "Throw Over the Wall" Handoff

What it looks like:

• Sales closes deal, updates CRM minimally
• CS gets notification, reads CRM
• CS calls customer cold with no real context
• Customer frustrated and confused

Why it happens:

• No structured handoff process
• Sales comp'd on close, not customer success
• No accountability for handoff quality
• CS accepts whatever they receive

How to fix:

• Mandatory handoff meeting before close
• Handoff quality metrics tracked
• Sales comp tied to customer retention
• CS empowered to reject incomplete handoffs

Failure #2: The "Ghost" Sales Rep

What it looks like:

• Deal closes, sales rep disappears
• Customer emails sales rep, no response
• Sales rep focused entirely on new deals
• Customer feels abandoned

Why it happens:

• Sales comp structure (no post-close incentive)
• Quota pressure and pipeline focus
• No defined post-close sales responsibilities
• Culture that devalues handoff importance

How to fix:

• Define sales role in first 30-60 days post-close
• Measure sales on handoff quality
• Sales attends implementation kickoff
• Structured transition communication

Failure #3: Promise vs. Reality Gap

What it looks like:

• Customer arrives expecting X
• CS delivers Y (what's actually in scope)
• Customer anger: "Sales promised..."
• Relationship damage and trust erosion

Why it happens:

• Sales optimism bias during sales cycle
• Lack of CS involvement in deal review
• Poor documentation of commitments
• No validation before close

How to fix:

• CS reviews deals before close
• Commitments explicitly documented and validated
• Sales trained on scope boundaries
• Process to reset expectations when needed

Failure #4: Context-Free CS Engagement

What it looks like:

• CS contacts customer with generic onboarding
• Customer has to re-explain everything
• CS doesn't know stakeholders, objectives, or context
• Customer questions vendor competence

Why it happens:

• Sales doesn't transfer information effectively
• CS doesn't proactively seek context
• CRM documentation inadequate
• No handoff meeting occurs

How to fix:

• Mandatory knowledge transfer meeting
• Structured handoff template
• CS reviews context before customer contact
• Customer introduction confirms context

Failure #5: Momentum Death

What it looks like:

• Contract signed, excitement high
• Week passes, no contact from CS
• Two weeks pass, customer confused
• CS finally reaches out, momentum lost

Why it happens:

• CS bandwidth constraints
• Unclear handoff triggers
• Slow internal routing
• No accountability for response time

How to fix:

• SLA for CS contact post-close (48 hours)
• Automated handoff triggers
• CS capacity planning for new customers
• Escalation for missed SLAs

Measuring Handoff Quality

Track and improve handoff effectiveness:

Handoff Quality Metrics

Time to first CS contact:

• Target: Within 48 hours of close
• Measure: Hours from contract signature to CS email/call
• Impact: Speed maintains momentum

Handoff completeness score:

• Checklist of required information transferred
• Scored 0-100% based on completion
• Target: 95%+ completeness
• Impact: CS readiness and confidence

Customer handoff experience:

• Survey after transition: "How smooth was the handoff?"
• 1-5 scale rating
• Target: 4.5+ average
• Impact: Trust and satisfaction

Implementation start time:

• Days from close to kickoff meeting
• Target: Within 7 days
• Impact: Time-to-value and momentum

Sales rep handoff rating:

• CS rates quality of information from sales
• 1-5 scale
• Target: 4+ average
• Impact: CS effectiveness

Customer Success Metrics Influenced by Handoff

Time to first value:

• Days from close to first meaningful outcome
• Better handoffs accelerate value realization

Implementation timeline adherence:

• On-time vs. delayed implementations
• Better handoffs reduce delays

First 90-day health score:

• Customer health in first quarter
• Better handoffs improve engagement

First-year retention rate:

• Percentage renewing after year one
• Better handoffs increase retention

Expansion rate:

• Customers expanding within first year
• Better handoffs create expansion opportunities

Continuous Improvement Process

Quarterly handoff reviews:

• Analyze metrics and trends
• Identify failure patterns
• Surface improvement opportunities
• Update process and training

Post-churn analysis:

• Review handoff quality for churned customers
• Identify handoff-related churn causes
• Implement corrective actions

Best practice sharing:

• Recognize excellent handoffs
• Share what made them successful
• Create templates from best examples
• Train team on proven approaches

Conclusion: The Handoff as Customer Success Foundation

The sales-to-CS handoff isn't administrative overhead. It's the foundation of customer success. A customer's first experience with your CS team sets the trajectory for the entire relationship.

Poor handoffs create avoidable churn. Research shows 30-40% of first-year churn comes from poor handoff experiences: information loss, broken commitments, relationship disruption, and momentum death. These failures are preventable.

Excellent handoffs create sustainable success. When knowledge gets preserved, relationships transfer smoothly, commitments get tracked and delivered, and momentum stays strong, customers succeed at dramatically higher rates.

The investment's modest: structured process, documented expectations, 45-minute handoff meetings, accountability metrics. The return's exponential: higher retention, faster expansion, better customer lifetime value.

If you're seeing first-year churn, audit your handoff process first. The root cause often lives in those critical first days after close.

Build a structured handoff process. Train both sales and CS teams. Measure handoff quality. Hold teams accountable.

Then watch first-year retention climb and customer lifetime value compound.

The deal you close is just the beginning. How you hand it off determines whether that beginning becomes a success story or a cautionary tale.

---

Ready to build complete transition processes? Check out deal handoff protocol and implementation kickoff for structured post-close excellence.

Learn more:

• Account Transition: Managing Relationship and Ownership Transfer
• Customer Onboarding Initiation: Beginning the Success Journey
• Champion Development: Identifying and Empowering Internal Advocates
• Business Case Creation: Building Internal Justification for Purchase