Expansion Planning
Somewhere between the CSM who found the opening and the rep who will carry the deal, the expansion plan usually lives in a notes doc and a catch-up call. This skill gives the expansion what a new deal would get: one plan naming the stakeholders, the value case, the timing, the next actions and an owner for each, composed from your Account Plan, Expansion, Persona, Value Realisation, Pricing and Sales Process memories. CS and sales execute from the same plan, managers can read it whole, and every expansion outcome sharpens the planning patterns behind the next one. The strategic choices, what to ask for and when, remain with the people who own the account.
Customer Success
Sales
Expansion Planning
Expansion Briefing
Expansion
Account Plan
Value Realisation
Persona
Pricing
Sales Process
Turning a thesis into owned work
One moment triggers this skill, and it is the whole job: an opening exists, and two teams have to act on it without tripping over each other.
01 | The Current Way
02 | AI Added On
03 | AI-Native
An expansion thesis clears qualification and needs owners
Coordination by thread and memory
Sales and CS trade notes and meetings. Two versions of the plan emerge, tasks double up and the customer hears two different stories.
An account plan written by template
The draft reads complete and settles nothing. Who owns each step and when to move takes your sales process, pricing and two teams agreeing.
A single plan both teams can run
Stakeholders, value case, timing and actions sit in one plan, an owner on each step. CSM and rep execute together; managers see the whole.
Capabilities that run this skill
One system that understands, decides, acts and learns.
Every GTM signal flows through an AI-native operating layer into a system that runs on the surfaces your team already uses.
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Expansion Signals
Product Usage
Expansion Opportunity
Account Plan
Intervention Priority
QBR Prep
Sales Handover
Save Plays
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As coordination work, done once. The thesis is composed with your Account Plan, Expansion, Persona, Value Realisation, Pricing and Sales Process memories into a single plan with an owner on every part. What to ask for and when stays with the people running the account.
The stakeholders who will decide it, a value case in the customer's terms, the commercial timing, the next actions and a named owner for every one of them. The commonest gap is ownership, which is exactly where expansions stall between CS and sales, so no step in the plan goes unowned.
From Expansion Identification, already qualified: the evidence, the confidence and the open gaps come with it, so planning never re-argues whether the opening is real. This skill begins where that judgement ends, at the question of how two teams execute on it together.
The CSM and the rep, on the same owners and dates; managers read progress across accounts. The Expansion Planning capability carries it into the account's surfaces; Expansion Briefing draws on it when the state is needed fast. Outcomes trace back to the plan, and planning patterns learn from them.
Any that commit the company or reach the customer. Approach, timing and price stay with the CSM, the rep and managers; the proposal is a person's to present. Sales leadership keeps Sales Process, the pricing owner Pricing, the CS lead value definitions; upgrades ship as owner-approved versions.