Short, practical pieces on retention, executive relationships, and growing the clients you already have. Articles below are placeholders and ready to be replaced with published writing.
Retention is often treated as something that happens after the sale. Treating it as a growth strategy changes who owns it, how it is measured, and what the team plans for.
Senior relationships are tested during renewals, escalations, and leadership changes. A note on building access and trust before you need them.
Growing an existing client is a different discipline than winning a new one. What a genuinely useful account plan contains — and what it leaves out.
When growth flattens, the cause is rarely effort. More often it is unclear ownership, thin relationship coverage, and plans that never make it into the week.
The organizations that grow steadily are not the ones with the boldest plan. They are the ones with a rhythm for reviewing relationships and acting on what they see.
Most organizations invest more in acquisition than in expansion. A look at the revenue that is already inside the business — and how to reach it.