Renewal Assessment
The renewal date sits in the diary a year out. This skill spends that year getting ready, keeping readiness current across the whole contract: value delivered, customer health, stakeholder cover, open risks and the commercial picture, each read against your Renewal, Value Realisation, Customer Risk, Customer Health and Pricing memories, with the evidence, the gaps and what would close them. CSMs work gaps months out, managers run the 120, 90 and 60-day checkpoints to one standard, and every renewal won or lost feeds the criteria for the next.
Customer Success
Renewal Briefing
Churn Analysis
Renewal
Value Realisation
Customer Risk
Customer Health
Pricing
12 months of warning
Every renewal date is known a year out. What varies is how much of that year the team actually gets to use.
01 | The Current Way
02 | AI Added On
03 | AI-Native
10 months out, and no one is watching the renewal
Preparation waits for the date
Health, usage and relationship notes get pulled together in the weeks before renewal. Until then, the account runs unwatched.
A probability is not a plan
An 82% gives the CSM nothing to work on. What makes this account ready lives in your renewal and value logic, which no prediction touches.
Ready or not, known all year
Readiness is maintained from the first month: each dimension carries its evidence and its gap, and work starts the day a gap appears.
120 days out, the first checkpoint asks what is missing
Ready means what the manager says
One manager wants health and usage, another wants the relationship story. What counts as ready gets re-decided at every review.
Odds refreshed, gaps unnamed
The probability moves between checkpoints without saying what opened or closed. A number that names no gaps cannot direct the next 60 days.
Checkpoints that read one standard
At 120, 90 and 60 days the same dimensions get re-judged, each gap paired with the action that closes it. Any manager, same bar.
The account announces a merger mid-contract
Old plan, new company
The renewal plan assumed the account as signed. News like this surfaces in a Slack thread and waits for the next scheduled prep.
A prediction that missed the memo
A probability trained on history has no way to weigh this event for this account, so the number sails on as though nothing happened.
Re-judged the week the ground moves
The change triggers a fresh assessment: dimensions touched, evidence expired, what to do next, with months still on the clock.
Capabilities that run this skill
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An advantage competitors cannot buy back: years of success and failure, codified.
By judging the dimensions that decide a renewal, all the time. The skill reads current customer evidence, applies your Renewal, Value Realisation, Customer Risk, Customer Health and Pricing memories, and returns a readiness view showing its evidence, open risks, gaps and the actions to close them.
Everything a CSM would need to change it. A useful readiness read names each dimension, its evidence, the gaps it found, the confidence it carries and which actions would move it. A bare probability explains none of that, which is why teams stop trusting it the first time it is wrong.
The renewal itself. Health reads the account's overall condition and risk finds specific threats, at any point in the account's life. This skill consumes both and adds what they do not carry: value proof, stakeholder cover and the commercial picture, all pointed at one date and one decision.
Mostly without noticing. It runs underneath Renewal Management and the renewal briefing, so what the CSM sees is a briefing that already knows the gaps and a checkpoint that opens on what matters. Builders can still open the skill and see its inputs, version and record.
Yes, deliberately. Your CS lead owns the renewal, health, risk and value logic this skill applies, and the pricing owner holds Pricing. When renewals and churn show a criterion was wrong, a new version is approved with its reasoning on record, so why ready changed is never a mystery.