Harbour & Vale is growing faster than our footprint inside it. They are expanding into two new regions, hiring 12 salespeople and have brought in a new Operations Director who used our reporting module at her last business. Their board is pushing for better forecast accuracy, which our reporting module addresses directly.
We have identified three opportunities worth around £300k a year, three times the current contract. The renewal is safe only if we act on two risks first. The relationship runs almost entirely through one person, and two integration tickets have been open for over a month. A competitor is also being trialled in Scotland.
The priority for the next 30 days is to fix the integration issues, get introduced to the new Operations Director, and re-open a conversation with the CFO before the renewal discussion starts.
Who they are, and what they have from us today.
Signals from the last six months that change what this account could be worth.
| When | Signal | Why it matters | Source |
|---|---|---|---|
| Aug 2026 | Priya Shah joins as Operations Director, from Cardell Services, where she sponsored our reporting module. | A new senior buyer who already knows the product and its value. | W4 |
| 9 Sep 2026 | Expansion into the North West and Scotland announced, with regional offices opening in Q1 2027. | New teams who will need the platform, configured for their region. | W2 |
| Sep–Oct 2026 | 12 sales roles advertised across the new regions. | Seat growth, plus an onboarding problem we can help with. | W3 |
| 14 Jul 2026 | Rachel Okafor mentions “board pressure on forecast accuracy” on the quarterly review. | A board-level pain our reporting module addresses directly. | C6 |
| 2 Sep 2026 | James Cole asks support whether the platform can report by region. | He is already thinking about the regional rollout. | E41 |
| Q2–Q3 2026 | Weekly active use falls from 84% to 71%, concentrated in the Midlands team. | A risk to the renewal unless we understand the cause. | CRM |
What Harbour & Vale’s leadership is trying to achieve this year, in their own words where we have them.
Stated in the FY25 annual report as the main growth lever, through the two new regions. W1
Raised on two calls. The board wants a quarterly forecast it can rely on within 5%. C6C8
Gemma Lyons (L&D) says new hires take around six months to hit target and wants that halved. E117
Who matters, how close we are to them, and where the gaps are.
| Name | Role | Influence | Relationship | Last contact | Notes |
|---|---|---|---|---|---|
| James Cole | Head of Sales Operations | Medium | Champion | 9 Oct 2026 | Day-to-day owner and our main advocate. Almost all contact runs through him. |
| Rachel Okafor | Sales Director | High | Warm | 22 Aug 2026 | Signed the original contract. Owns the forecast-accuracy problem. |
| Priya Shah | Operations Director (new) | High | Not engaged | — | Not in our CRM. Previous sponsor of our reporting module at Cardell Services. |
| Martin Hale | Chief Financial Officer | Very high | Cold | Aug 2025 | Signs off anything over £100k. No contact for 14 months. |
| Gemma Lyons | Head of Learning & Development | Medium | Warm | 30 Sep 2026 | Owns onboarding for the 12 new hires. |
| Callum Reid | Head of Revenue, Scotland (new) | Medium | Unknown | — | Not in our CRM. Running a trial of a competing forecasting tool. |
| Dev Mistry | IT Systems Manager | Low | Neutral | 3 Oct 2026 | Owns the two open integration tickets. |
Gaps to close. We are single-threaded through James. The two people with most influence over expansion, Priya Shah and Martin Hale, have no current relationship with us, and Callum Reid is not in our CRM at all.
Where this account can grow, with the evidence behind each one.
What could put the renewal at risk, and what to do about it.
| Risk | Severity | Mitigation | Source |
|---|---|---|---|
| All contact runs through James Cole. If he moves on, we lose the account’s memory. | High | Build relationships with Rachel, Priya and Gemma within 30 days. | CRM |
| Two integration tickets open for over 30 days, on the feature the renewal case depends on. | High | Escalate internally this week and agree a fix date with Dev Mistry. | CS |
| Scotland is trialling a competing forecasting tool. | Medium | Get to Callum Reid through Rachel and understand what triggered the trial. | C9 |
| No CFO contact for 14 months, and the expansion needs his sign-off. | Medium | Request a value review with Martin Hale, led by the forecast-accuracy business case. | CRM |
| Usage in the Midlands team has dropped since Q2. | Medium | Usage review with James and Gemma, and refresher sessions for the Midlands team. | CRM |
Our core platform is embedded across the three existing regions and well regarded by the people who use it. The threat is in the new regions. Callum Reid joined from a business that used a competing forecasting tool and has started a trial in Scotland C9. If it spreads before our reporting module is in front of Priya and Rachel, we risk the expansion going to a competitor and a split estate at renewal.
Our advantage is that one platform across all five regions gives the board a single forecast. That speaks directly to their stated priority, and a second tool in one region would undermine it.
How to frame the expansion for Rachel, Priya and the CFO.
Harbour & Vale is adding two regions and twelve sellers while the board asks for a forecast it can trust. One platform across every region, with reporting built in, gives leadership a single view of the pipeline, gets new sellers to target faster, and avoids running two systems that never agree.
What to do, in order, to protect the renewal and open the expansion.
| When | Action | Owner | Outcome we want |
|---|---|---|---|
| Weeks 1–2 | Escalate and fix the two integration tickets with Dev Mistry | Sam + Support | Tickets closed, fix confirmed by James |
| Week 2 | Ask James for an introduction to Priya Shah | Sam | First meeting booked |
| Week 3 | Discovery with Priya on forecast accuracy and regional reporting | Sam + Solutions | Agreed problem statement and success measures |
| Week 4 | Usage review with James and Gemma; plan Midlands refreshers | Customer Success | Usage back above 80% by December |
| Week 5 | Introduction to Callum Reid through Rachel | Sam | Understand the Scotland trial and its criteria |
| Week 6 | Onboarding proposal for the new hires with Gemma | Sam + Enablement | Agreed time-to-target goal and programme outline |
| Week 8 | Value review with Martin Hale and Rachel Okafor | Sam + Sales Director | CFO supports a combined renewal and expansion |
| Week 10 | Combined renewal and expansion proposal | Sam | Proposal reviewed by Rachel and Priya |
| Week 12 | Decision meeting | Sam | Signed renewal, with at least one expansion opportunity agreed |
Gaps in what we know. Ask these before the proposal goes in.
Every point in this plan links back to where it came from.
Also reviewed: 214 email threads, 9 call recordings and 4 public sources. This is an example produced for the Amplify website. Harbour & Vale Ltd, its people and its figures are fictional.
Alder Services is growing faster than our footprint inside it. They are expanding into two new regions, hiring 8 salespeople and have brought in a new Operations Director who used our reporting module at her last business. Their board is pushing for better forecast accuracy, which our reporting module addresses directly.
We have identified three opportunities worth around £180k a year, more than twice the current contract. The renewal is safe only if we act on two risks first. The relationship runs almost entirely through one person, and two integration tickets have been open for over a month. A competitor is also being trialled in East Anglia.
The priority for the next 30 days is to fix the integration issues, get introduced to the new Operations Director, and re-open a conversation with the CFO before the renewal discussion starts.
Who they are, and what they have from us today.
Signals from the last six months that change what this account could be worth.
| When | Signal | Why it matters | Source |
|---|---|---|---|
| Aug 2026 | Grace Mensah joins as Operations Director, from Bramley Services, where she sponsored our reporting module. | A new senior buyer who already knows the product and its value. | W4 |
| 9 Sep 2026 | Expansion into the South Wales and East Anglia announced, with regional offices opening in Q1 2027. | New teams who will need the platform, configured for their region. | W2 |
| Sep–Oct 2026 | 8 sales roles advertised across the new regions. | Seat growth, plus an onboarding problem we can help with. | W3 |
| 14 Jul 2026 | Maya Brooks mentions “board pressure on forecast accuracy” on the quarterly review. | A board-level pain our reporting module addresses directly. | C6 |
| 2 Sep 2026 | Elliot Webb asks support whether the platform can report by region. | He is already thinking about the regional rollout. | E41 |
| Q2–Q3 2026 | Weekly active use falls from 86% to 76%, concentrated in the South West team. | A risk to the renewal unless we understand the cause. | CRM |
What Alder Services’s leadership is trying to achieve this year, in their own words where we have them.
Stated in the FY25 annual report as the main growth lever, through the two new regions. W1
Raised on two calls. The board wants a quarterly forecast it can rely on within 5%. C6C8
Holly Foster (L&D) says new hires take around six months to hit target and wants that halved. E117
Who matters, how close we are to them, and where the gaps are.
| Name | Role | Influence | Relationship | Last contact | Notes |
|---|---|---|---|---|---|
| Elliot Webb | Head of Sales Operations | Medium | Champion | 9 Oct 2026 | Day-to-day owner and our main advocate. Almost all contact runs through him. |
| Maya Brooks | Sales Director | High | Warm | 22 Aug 2026 | Signed the original contract. Owns the forecast-accuracy problem. |
| Grace Mensah | Operations Director (new) | High | Not engaged | — | Not in our CRM. Previous sponsor of our reporting module at Bramley Services. |
| Oliver Shaw | Chief Financial Officer | Very high | Cold | Aug 2025 | Signs off anything over £80k. No contact for 14 months. |
| Holly Foster | Head of Learning & Development | Medium | Warm | 30 Sep 2026 | Owns onboarding for the 8 new hires. |
| Nathan Price | Head of Revenue, East Anglia (new) | Medium | Unknown | — | Not in our CRM. Running a trial of a competing forecasting tool. |
| Arun Mehta | IT Systems Manager | Low | Neutral | 3 Oct 2026 | Owns the two open integration tickets. |
Gaps to close. We are single-threaded through James. The two people with most influence over expansion, Grace Mensah and Oliver Shaw, have no current relationship with us, and Nathan Price is not in our CRM at all.
Where this account can grow, with the evidence behind each one.
What could put the renewal at risk, and what to do about it.
| Risk | Severity | Mitigation | Source |
|---|---|---|---|
| All contact runs through Elliot Webb. If he moves on, we lose the account’s memory. | High | Build relationships with Rachel, Priya and Gemma within 30 days. | CRM |
| Two integration tickets open for over 30 days, on the feature the renewal case depends on. | High | Escalate internally this week and agree a fix date with Arun Mehta. | CS |
| East Anglia is trialling a competing forecasting tool. | Medium | Get to Nathan Price through Rachel and understand what triggered the trial. | C9 |
| No CFO contact for 14 months, and the expansion needs his sign-off. | Medium | Request a value review with Oliver Shaw, led by the forecast-accuracy business case. | CRM |
| Usage in the South West team has dropped since Q2. | Medium | Usage review with James and Gemma, and refresher sessions for the South West team. | CRM |
Our core platform is embedded across the three existing regions and well regarded by the people who use it. The threat is in the new regions. Nathan Price joined from a business that used a competing forecasting tool and has started a trial in East Anglia C9. If it spreads before our reporting module is in front of Priya and Rachel, we risk the expansion going to a competitor and a split estate at renewal.
Our advantage is that one platform across all five regions gives the board a single forecast. That speaks directly to their stated priority, and a second tool in one region would undermine it.
How to frame the expansion for Rachel, Priya and the CFO.
Alder Services is adding two regions and eight sellers while the board asks for a forecast it can trust. One platform across every region, with reporting built in, gives leadership a single view of the pipeline, gets new sellers to target faster, and avoids running two systems that never agree.
What to do, in order, to protect the renewal and open the expansion.
| When | Action | Owner | Outcome we want |
|---|---|---|---|
| Weeks 1–2 | Escalate and fix the two integration tickets with Arun Mehta | Sam + Support | Tickets closed, fix confirmed by James |
| Week 2 | Ask James for an introduction to Grace Mensah | Sam | First meeting booked |
| Week 3 | Discovery with Priya on forecast accuracy and regional reporting | Sam + Solutions | Agreed problem statement and success measures |
| Week 4 | Usage review with James and Gemma; plan South West refreshers | Customer Success | Usage back above 80% by December |
| Week 5 | Introduction to Nathan Price through Rachel | Sam | Understand the East Anglia trial and its criteria |
| Week 6 | Onboarding proposal for the new hires with Gemma | Sam + Enablement | Agreed time-to-target goal and programme outline |
| Week 8 | Value review with Oliver Shaw and Maya Brooks | Sam + Sales Director | CFO supports a combined renewal and expansion |
| Week 10 | Combined renewal and expansion proposal | Sam | Proposal reviewed by Rachel and Priya |
| Week 12 | Decision meeting | Sam | Signed renewal, with at least one expansion opportunity agreed |
Gaps in what we know. Ask these before the proposal goes in.
Every point in this plan links back to where it came from.
Also reviewed: 163 email threads, 7 call recordings and 4 public sources. This is an example produced for the Amplify website. Alder Services Ltd, its people and its figures are fictional.
Westhaven is growing faster than our footprint inside it. They are expanding into two new regions, hiring 18 salespeople and have brought in a new Operations Director who used our reporting module at her last business. Their board is pushing for better forecast accuracy, which our reporting module addresses directly.
We have identified three opportunities worth around £420k a year, nearly three times the current contract. The renewal is safe only if we act on two risks first. The relationship runs almost entirely through one person, and two integration tickets have been open for over a month. A competitor is also being trialled in Wales.
The priority for the next 30 days is to fix the integration issues, get introduced to the new Operations Director, and re-open a conversation with the CFO before the renewal discussion starts.
Who they are, and what they have from us today.
Signals from the last six months that change what this account could be worth.
| When | Signal | Why it matters | Source |
|---|---|---|---|
| Aug 2026 | Sophie Malik joins as Operations Director, from Hawthorn Services, where she sponsored our reporting module. | A new senior buyer who already knows the product and its value. | W4 |
| 9 Sep 2026 | Expansion into the North East and Wales announced, with regional offices opening in Q1 2027. | New teams who will need the platform, configured for their region. | W2 |
| Sep–Oct 2026 | 18 sales roles advertised across the new regions. | Seat growth, plus an onboarding problem we can help with. | W3 |
| 14 Jul 2026 | Amara Cole mentions “board pressure on forecast accuracy” on the quarterly review. | A board-level pain our reporting module addresses directly. | C6 |
| 2 Sep 2026 | Isaac Bennett asks support whether the platform can report by region. | He is already thinking about the regional rollout. | E41 |
| Q2–Q3 2026 | Weekly active use falls from 82% to 68%, concentrated in the Midlands team. | A risk to the renewal unless we understand the cause. | CRM |
What Westhaven’s leadership is trying to achieve this year, in their own words where we have them.
Stated in the FY25 annual report as the main growth lever, through the two new regions. W1
Raised on two calls. The board wants a quarterly forecast it can rely on within 5%. C6C8
Beth Turner (L&D) says new hires take around six months to hit target and wants that halved. E117
Who matters, how close we are to them, and where the gaps are.
| Name | Role | Influence | Relationship | Last contact | Notes |
|---|---|---|---|---|---|
| Isaac Bennett | Head of Sales Operations | Medium | Champion | 9 Oct 2026 | Day-to-day owner and our main advocate. Almost all contact runs through him. |
| Amara Cole | Sales Director | High | Warm | 22 Aug 2026 | Signed the original contract. Owns the forecast-accuracy problem. |
| Sophie Malik | Operations Director (new) | High | Not engaged | — | Not in our CRM. Previous sponsor of our reporting module at Hawthorn Services. |
| Daniel Ross | Chief Financial Officer | Very high | Cold | Aug 2025 | Signs off anything over £150k. No contact for 14 months. |
| Beth Turner | Head of Learning & Development | Medium | Warm | 30 Sep 2026 | Owns onboarding for the 18 new hires. |
| Rory Blake | Head of Revenue, Wales (new) | Medium | Unknown | — | Not in our CRM. Running a trial of a competing forecasting tool. |
| Nikhil Shah | IT Systems Manager | Low | Neutral | 3 Oct 2026 | Owns the two open integration tickets. |
Gaps to close. We are single-threaded through James. The two people with most influence over expansion, Sophie Malik and Daniel Ross, have no current relationship with us, and Rory Blake is not in our CRM at all.
Where this account can grow, with the evidence behind each one.
What could put the renewal at risk, and what to do about it.
| Risk | Severity | Mitigation | Source |
|---|---|---|---|
| All contact runs through Isaac Bennett. If he moves on, we lose the account’s memory. | High | Build relationships with Rachel, Priya and Gemma within 30 days. | CRM |
| Two integration tickets open for over 30 days, on the feature the renewal case depends on. | High | Escalate internally this week and agree a fix date with Nikhil Shah. | CS |
| Wales is trialling a competing forecasting tool. | Medium | Get to Rory Blake through Rachel and understand what triggered the trial. | C9 |
| No CFO contact for 14 months, and the expansion needs his sign-off. | Medium | Request a value review with Daniel Ross, led by the forecast-accuracy business case. | CRM |
| Usage in the Midlands team has dropped since Q2. | Medium | Usage review with James and Gemma, and refresher sessions for the Midlands team. | CRM |
Our core platform is embedded across the three existing regions and well regarded by the people who use it. The threat is in the new regions. Rory Blake joined from a business that used a competing forecasting tool and has started a trial in Wales C9. If it spreads before our reporting module is in front of Priya and Rachel, we risk the expansion going to a competitor and a split estate at renewal.
Our advantage is that one platform across all five regions gives the board a single forecast. That speaks directly to their stated priority, and a second tool in one region would undermine it.
How to frame the expansion for Rachel, Priya and the CFO.
Westhaven is adding two regions and eighteen sellers while the board asks for a forecast it can trust. One platform across every region, with reporting built in, gives leadership a single view of the pipeline, gets new sellers to target faster, and avoids running two systems that never agree.
What to do, in order, to protect the renewal and open the expansion.
| When | Action | Owner | Outcome we want |
|---|---|---|---|
| Weeks 1–2 | Escalate and fix the two integration tickets with Nikhil Shah | Sam + Support | Tickets closed, fix confirmed by James |
| Week 2 | Ask James for an introduction to Sophie Malik | Sam | First meeting booked |
| Week 3 | Discovery with Priya on forecast accuracy and regional reporting | Sam + Solutions | Agreed problem statement and success measures |
| Week 4 | Usage review with James and Gemma; plan Midlands refreshers | Customer Success | Usage back above 80% by December |
| Week 5 | Introduction to Rory Blake through Rachel | Sam | Understand the Wales trial and its criteria |
| Week 6 | Onboarding proposal for the new hires with Gemma | Sam + Enablement | Agreed time-to-target goal and programme outline |
| Week 8 | Value review with Daniel Ross and Amara Cole | Sam + Sales Director | CFO supports a combined renewal and expansion |
| Week 10 | Combined renewal and expansion proposal | Sam | Proposal reviewed by Rachel and Priya |
| Week 12 | Decision meeting | Sam | Signed renewal, with at least one expansion opportunity agreed |
Gaps in what we know. Ask these before the proposal goes in.
Every point in this plan links back to where it came from.
Also reviewed: 232 email threads, 12 call recordings and 4 public sources. This is an example produced for the Amplify website. Westhaven Group, its people and its figures are fictional.
