Growth Model -- Implementation

The end-to-end process for delivering Growth Model projects. Follows the 4-phase framework: Strategy, Engineering, Enablement, Handoff.

Project One-Pager

Quick reference for architects. Scan in 2 minutes to understand the project type, flow, and tools.

Growth Model One-Pager

Project Type

• Category: Strategic
• Primary Deliverable: Integrated Growth Model (YAML + micro app + PDF export)

Phase Relevance

Phase	Applies?	Weight	Notes
1. Strategy	Yes	Heavy	7 meetings, ~70% of project hours. The model IS the strategy
2. Engineering	Optional	Light	Vasco dashboard config -- only if customer wants tracking
3. Enablement	Yes	Medium	Role-based training for 5 stakeholder groups
4. Handoff	Yes	Medium	Maintenance schedule + retention path

Phase Overview

  ┌──────────────┐     ┌──────────────┐     ┌──────────────┐     ┌──────────────┐
  │ 1. STRATEGY  │────▶│ 2. ENGINEER  │────▶│3. ENABLEMENT │────▶│  4. HANDOFF  │
  │    Heavy     │     │   Optional   │     │    Medium    │     │    Medium    │
  │ 1a→1b→1c→1d │     │ 2a→2b→2c→2d │     │ 3a→3b→3c→3d │     │ 4a→4b→4c→4d │
  └──────────────┘     └──────────────┘     └──────────────┘     └──────────────┘
   7 meetings           Vasco config         5 training groups    Maintenance +
   ~70% of hours        (skip if no)         30-day hypercare     retention path

This project's flow:

• Full 4-phase for customers who want Vasco operational tracking
• Strategy-only exit available after Phase 1 -- the Growth Model itself IS the deliverable
• Phase 2 is skipped entirely for strategy-only engagements
• ~15 hours with AI-first approach (down from 30-60 hours traditional)

Pre-Kickoff (1a)

Track A: Customer Homework

• Watch intro video explaining Growth Model and why it matters (5-10 min)
• Complete intake form with ARR, rep count, segments, growth targets, fiscal year
• Review Definition Alignment Document -- approve definitions for ARR, Booking, Churn, SQL, Conversion Rates
• Provide CRM access or export (Opportunities, Accounts, Contacts, Leads -- 12-24 months)

Track B: Architect Prep (Agent-Assisted)

• Process intake form through Growth Model Agent -- extract inputs, flag unknowns
• Pull CRM data -- opportunities, accounts, historical conversion by segment
• Run external research -- company context, industry benchmarks, competitor intel
• Build v0 model -- Growth Model Agent produces growth-model-v0.yaml with all inputs marked ASSUMED
• Generate micro app link -- shareable dashboard ready for kickoff
• Copy input-bank.md to customer working-documents folder

Refinement Loop (1b -> 1c -> 1d)

Meeting	Sub-Phase	Focus	Stakeholder	Output
Kickoff	1b	Present v0, validate assumptions, align on definitions	Exec Sponsor, RevOps	Info for v1
Top-Down Review	1c	Exit ARR, bookings, pipeline, SQLs, MQLs by segment	Exec Sponsor, Finance	v2
Sales Capacity	1c	Rep roster, ramp, hiring timeline, attrition buffer	Sales Leader	v3
Marketing Pipeline	1c	SQL targets by channel, budget allocation, timing	Marketing Leader	v4
CS Capacity	1c	CSM capacity, 3-constraint model, hiring timeline	CS Leader	v5
Finance / Unit Economics	1c	CAC:LTV, GTM costs, sensitivity, payment terms	Finance (CFO/FP&A)	v6
Final Review + Sign-Off	1d	Full model walkthrough, each leader confirms targets	All Stakeholders	Final YAML -> PDF deliverable

Reality check: 7 topics matter, not strict sequence. Book whoever is available, cover their topic, iterate. Multiple sessions can happen same day. Timeline compresses with urgency.

Phase Checklists

Phase 1: Strategy

• 1a. Pre-Kickoff complete (Track A + Track B, v0 built)
• 1b. Kickoff call held (v0 presented, assumptions validated)
• 1c. Refinement loop complete (v0 -> v6, all inputs CONFIRMED)
• 1d. Strategic sign-off obtained (all stakeholders, totals tie)

Phase 2: Engineering (Optional)

• 2a. Tech spec created -- Growth Model metrics mapped to Vasco config
• 2b. Engineering handoff meeting held
• 2c. Vasco build complete (dashboards, quota tracking, alerts)
• 2d. QA/Test + customer sign-off

Phase 3: Enablement

• 3a. Training materials prepped (video walkthrough scripts, written guides, FAQ)
• 3b. Training sessions delivered (5 stakeholder groups)
• 3c. Hypercare period complete (30 days)
• 3d. Enablement sign-off

Phase 4: Handoff

• 4a. Maintenance schedule documented and handed off
• 4b. Internal handoff complete
• 4c. External handoff (LeanScale -> Customer) complete
• 4d. Project closed and archived

Document Types

Working Documents (iterate together)

Document	Purpose	When Complete
Intake Form	Pre-kickoff data collection from customer	All fields filled, CRM access given
Input Bank	Exhaustive list of ALL model inputs	All inputs CONFIRMED or documented
Definition Alignment Doc	Stakeholder sign-off on ARR, Booking, Churn, SQL	All terms approved by Finance
Assumptions Register	Track data-backed vs strategic assumptions	All assumptions categorized + owned

Deliverables (polished outputs)

Deliverable	Created From	Customer Uses For
Growth Model (YAML + PDF)	Input Bank + Agent outputs	Board presentations, planning, hiring decisions
Definitions Document	Definition Alignment Doc	Cross-functional source of truth
Assumptions Register (final)	Working assumptions register	Ongoing monitoring and plan adjustment
Micro App Dashboard	YAML model	Interactive exploration, what-if scenarios

Enablement Details

Training Types

Type	Audience	Focus	Duration
RevOps Manager	RevOps lead	Full model walkthrough, monthly actuals entry, scenarios	60m
Sales Leadership	CRO/VP Sales	Capacity model, quarterly projections, hiring triggers	45m
Marketing	CMO/VP Marketing	SQL targets, pipeline offset, budget-to-pipeline ratios	45m
CS Leadership	VP CS	Carry ratios, hiring triggers, net retention impact	30m
Finance	CFO/FP&A	Definitions, GTM costs, board reporting views	30m

Hypercare

• Applies: Yes
• Duration: 30 days
• Office Hours: One check-in call + async Q&A via email
• Scope: One model adjustment if material change occurs (e.g., hiring freeze, target change)

Training Assets to Create

• Video walkthrough: Full model walkthrough (RevOps audience)
• Video walkthrough: Executive summary and key metrics (Leadership audience)
• Video walkthrough: Maintenance schedule walkthrough (whoever owns maintenance)
• Doc: Monthly actuals entry guide
• Doc: Assumptions monitoring guide

Handoff & Retention

Internal Handoff

• Key context for Architect: Model structure, segment definitions, which assumptions are highest-risk, seasonal patterns
• Escalation trigger: Structural model changes (add segment, change sales cycle), annual recalibration

External Handoff (LeanScale -> Customer)

• Final meeting agenda: Deliverables walkthrough, maintenance schedule review, recording of maintenance process
• Documentation package: Growth Model (YAML + PDF), Definitions Doc, Assumptions Register, all recordings, maintenance schedule

Maintenance Schedule

• Monthly: Actual vs Plan tracking, assumption pulse check, hiring status update
• Quarterly: Full assumption review, CSM capacity reforecast, channel efficiency analysis
• Annually: Full model recalibration, segment mix review
• Who owns: Single project = customer owns | Dedicated = Architect owns

Retention/Expansion Path

If Single Project: Upsell: Managed Services -> if no -> Downsell: Another project (Attribution, Lead Scoring) -> Retry retainer

If Multi-Project (Dedicated):

• Refinement check-in scheduled: ~1 quarter after handoff
• Internal prep trigger: 2 weeks before check-in
• Decision: Architect handles minor tweaks / structural changes scoped as new engagement

Definition Alignment Terms

Term	Typical Definition
ARR	Annualized recurring revenue. Excludes one-time fees, professional services, hardware
Booking	Contract value recognized at signature. Multi-year: total contract or first-year only?
Churn	Revenue lost from cancellations and downgrades. Distinguish logo churn vs revenue churn
Net Retention	(Starting ARR + Expansion - Contraction - Churn) / Starting ARR. Target: 100-120%
SQL	Sales Qualified Lead. Criteria: budget, authority, need, timeline confirmed
Conversion Rate	Stage-to-stage progression. Must agree on stage definitions before calculating
Pipeline	Total value of open opportunities at a given stage. Must agree on which stages count
Sales Cycle	Days from SQL creation to Closed-Won. Varies dramatically by segment
Quota	Expected bookings per rep per year. Use expected (attainment-adjusted), not assigned
Ramp Time	Hire date to full productivity. Includes training + pipeline build + first close cycle

Common Gotchas

• Ramp time assumed too short -> Hire produces less than modeled, capacity gap appears mid-year. Always validate: ramp >= sales cycle length.
• Attrition not factored -> Plan assumes zero turnover. Add 1 buffer hire per 3-4 planned hires (35% avg B2B sales attrition).
• Pipeline timing mismatch -> Q1 bookings fed by Q1 pipeline creation. Pipeline must be built ONE SALES CYCLE before target bookings period.
• Seasonality assumed linear -> 25/25/25/25 quarterly split when reality is 15/20/25/40. Pull historical quarterly patterns.
• Single efficiency ratio across channels -> SDR produces $20 pipeline per $1, Content produces $40. Calculate per-channel.
• CSM capacity on one dimension only -> Use both ARR carry AND logo carry. Binding constraint = whichever is higher.
• Dirty CRM data used as-is -> First 1-2 meetings often spent on data quality. Filter out reseller/PO deals, validate stage definitions.
• Definitions not aligned before modeling -> "Booking" means different things to Sales vs Finance. Force alignment FIRST via Definition Alignment Doc.
• Fiscal year mismatch -> Customer's fiscal year starts May, model starts January. Confirm fiscal year in kickoff.
• New/expansion deals blended -> Separate new business from expansion. Different conversion rates, different capacity owners.

Methodology Options

Option	When to Use	Complexity
Top-Down	Board has set firm targets; limited time (<2 weeks)	Low
Bottom-Up	Strong historical data; team buy-in critical	Medium
W Method	Need strategic + operational alignment; 4+ weeks available	High

See the Methodology document for detailed Decision Frameworks guidance.

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Phase 1: Strategy

Goal: Get stakeholder sign-off on the complete Growth Model -- all inputs CONFIRMED, all functions aligned, totals tie top-down to bottom-up.

Output: Signed-off Growth Model (YAML + micro app + PDF) + Definition Alignment Document + Assumptions Register.

1a. Pre-Kickoff

Two parallel tracks run after the deal closes and before the kickoff call.

Track A: Customer Homework

What we send:

Item	Purpose	Format
Intro video	Explain Growth Model: what it is, why it matters, what to expect	Video (5-10 min)
Definition Alignment Document	Get stakeholder sign-off on ARR, Booking, Churn, SQL, Conversion Rate definitions	Google Doc
Pre-filled intake form	Confirm our assumptions: ARR, rep count, segments, growth targets, fiscal year, CRM type	Google Form or Doc

Why homework matters: Customers cannot give intelligent input on conversion rates and capacity assumptions without understanding what a Growth Model is. The intro video educates them first. The Definition Alignment Doc forces internal alignment before we start building -- projects stall when Finance defines "Booking" differently than Sales.

Completion tracking: Follow up at day 3 if incomplete. Offer to fill intake form together on a call if customer is slow. Do not cancel kickoff if incomplete, but push hard.

Track B: Architect Prep

What the Architect does (agent-assisted):

Step	Action	Output
1	Process intake form through Growth Model Agent	Extracted inputs with unknowns flagged
2	Pull CRM data (opportunities, accounts, 12-24 months)	Historical conversion rates, sales cycles, ACV data
3	Run external research (company, industry, competitors)	Benchmarks and context for assumptions
4	Build v0 model (agent takes intake + CRM + benchmarks)	growth-model-v0.yaml -- all gaps marked ASSUMED
5	Generate micro app link	Shareable dashboard for kickoff presentation
6	Copy input-bank.md to customer working-documents folder	Tracking doc for ASSUMED vs CONFIRMED inputs

The two-swarm pattern:

Swarm	Source	Goal
Swarm 1: Extract	Intake form, CRM export, transcripts from sales calls	Make educated guesses, reduce customer burden
Swarm 2: Enrich	Industry benchmarks, best practices, competitor data	Anchor in what we have seen work

Result: v0 is 70% pre-filled. Customer reacts and corrects at kickoff -- they never create from scratch.

Critical: Mark EVERYTHING as ASSUMED until validated. The kickoff call is where ASSUMED becomes CONFIRMED.

Stakeholder Alignment Document

Get stakeholder sign-off on terms BEFORE building anything.

Term	Our Definition	Internally Approved?
ARR	Annualized recurring revenue excluding one-time fees, professional services, and hardware	Yes / No
Booking	Contract value at signature. Multi-year treatment: {first year / total contract}	Yes / No
Churn	Revenue lost from cancellations + downgrades within {fiscal year / trailing 12 months}	Yes / No
Net Retention	(Starting ARR + Expansion - Contraction - Churn) / Starting ARR	Yes / No
SQL	Lead with confirmed {budget/authority/need/timeline} handed to AE	Yes / No
Conversion Rate	{SQL-to-Closed-Won / Opp-to-Closed-Won} measured from {stage entry / SQL creation date}	Yes / No

Instructions to customer:

Review each definition with your leadership team. Check "Yes" when approved. We cannot build the model until all terms are aligned -- different definitions produce different numbers, which causes rework.

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1b. Kickoff Call

Purpose: Present v0 and get alignment. We walk in with work done -- customer reacts, not creates from scratch.

Agenda (60-90 min)

Time	Topic	What Happens
0-20	Walk through v0	Present model via micro app: "Here's what we built from your intake"
20-35	Validate assumptions	ASSUMED -> CONFIRMED or corrected
35-50	Definition alignment	Review Definition Alignment Doc with Finance present
50-60	Strategic context	Board expectations, constraints, timeline, fiscal year
60-75	Identify gaps	What data is missing, who owns it, homework assigned

Discovery questions for kickoff:

Business Context:

• What is your revenue target for next year and how was it set? (board mandate vs internal goal)
• What growth rate does this represent? Any strategic milestones? (fundraising, acquisition, IPO)

Current State:

• Current ARR and net retention rate?
• Quota-carrying reps today? Average attainment by segment?
• Marketing budget and channel allocation?
• CSM count and average book of business?

Timing & Constraints:

• Timeline for plan completion? Who approves the final plan?
• Any constraints? (hiring freeze, budget cap, territory restrictions)
• Fiscal year start month?

What We Bring

• v0 model (micro app link) built from intake + CRM + benchmarks
• Questions list (what we need to validate)
• Definition Alignment Document (pre-filled with our recommendations)

What We Leave With

• Feedback and corrections on v0 (info needed to create v1)
• Confirmed definitions (or clear blockers if stakeholder sign-off needed)
• Segment definitions confirmed (Enterprise, Mid-Market, SMB, International variants)
• Clear homework assignments (theirs: data requests; ours: v1 build)

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1c. Alignment Loop & Strategic Meeting Cadence

Purpose: Iterate on the Growth Model until every input is CONFIRMED and totals tie top-down to bottom-up. Growth Model Agent processes each meeting's transcript to refine the YAML model.

The Pattern

Kickoff Call (gather info)
    |
Growth Model Agent + transcript -> v1
    |
Meeting 2: Top-Down (present v1, gather) -> Agent -> v2
    |
Meeting 3: Sales Capacity (present v2) -> Agent -> v3
    |
Meeting 4: Marketing (present v3) -> Agent -> v4
    |
Meeting 5: CS Capacity (present v4) -> Agent -> v5
    |
Meeting 6: Finance (present v5) -> Agent -> v6
    |
Meeting 7: Final Review -> Sign-off -> PDF Export

Before Each Meeting

1. Growth Model Agent processes previous meeting transcript + previous YAML
2. Agent produces next version YAML with updated ASSUMED/CONFIRMED status
3. Micro app refreshes with new data
4. Architect reviews agent output, prepares questions for next validation round

During Each Meeting

1. Walk through current version via micro app (shareable link, no login required)
2. Capture corrections and refinements -- agent handles simple tweaks (change NRR from 105% to 103%)
3. Validate what is now CONFIRMED
4. Identify remaining ASSUMED items
5. Assign homework for anything still missing

After Each Meeting

1. Run Growth Model Agent with transcript -> next version YAML
2. Track what moved from ASSUMED -> CONFIRMED in input-bank.md
3. Update working documents
4. Generate new micro app link if structural changes (add segment, change sales cycle)

The 7 Meeting Topics

Meeting 2: Top-Down Review -- Exec Sponsor + Finance

Present: Exit ARR target, required new bookings (Exit ARR - Starting ARR x NRR), pipeline requirements with sales cycle offset, SQL/MQL targets by quarter and segment. Validate quarterly weighting (seasonality), confirm segment-level starting and exit ARR.

Meeting 3: Sales Capacity -- Sales Leader

Present: Rep-by-rep capacity by quarter with ramp schedules. Capacity gap = Booking Target - Expected Bookings (total capacity x 0.85 attainment). Validate rep roster (filter out forecasted attrition vs actual departures), confirm ramp time by segment (Enterprise 6mo, Mid-Market 5mo, SMB 4mo), agree on attrition buffer (1 hire per 3-4 planned), review pipeline generation split across AE/SDR/Marketing/Channel.

Meeting 4: Marketing Pipeline -- Marketing Leader

Present: SQL targets by channel with timing offset (pipeline must be built one sales cycle before bookings period). Budget-to-pipeline ratios per channel (SDR 1:20, Content 1:40, Paid 1:20, Events 1:20, Partnerships 1:40). Validate channel scalability vs inventory constraints -- some channels scale linearly (SDR, Paid), others do not (Partnerships, Content). Confirm cost-per-SQL by channel.

Meeting 5: CS Capacity -- CS Leader

Present: CSM capacity using three constraints (ARR per CSM, logos per CSM, activations per CSM). Binding constraint = whichever requires more CSMs. Validate carry ratios by segment. Confirm CSM hiring timeline accounting for ramp. Review net retention assumptions -- split expansion vs contraction vs churn. If account management is separate from CS, model AM capacity for upsell/renewal.

Meeting 6: Finance / Unit Economics -- CFO/FP&A

Present: CAC:LTV by channel, GTM cost roll-up, efficiency metrics. Run sensitivity scenarios: what if conversion drops 10%? What if hiring is delayed one quarter? What if NRR drops 5%? Validate payment term assumptions (monthly vs annual vs multi-year -- impacts cash flow significantly). Confirm budget constraints. Review OTE data for unit economics (may need separate locked sheet for compensation sensitivity).

Meeting 7: Final Review + Sign-Off -- All Stakeholders

Full model walkthrough (30 min). Each leader confirms their section's targets (15 min). Address final questions (15 min). Sign-off and next steps (15 min). Generate PDF export from micro app.

Data Validation Loop

Expect 1-2 rounds of "clean the data" in early meetings. Common issues:

• "This conversion rate looks wrong" -> Filter out reseller/PO deals that close same day
• "These termination dates are incorrect" -> Forecasted attrition dates vs actual departures
• "Fiscal year starts in May, not January" -> Shift all timelines
• "Win rate of 85% is unrealistic" -> Definition issue: opp-to-close not SQL-to-close
• "We have 2,300 enterprise deals" -> Blended new + expansion; separate them

Pattern: Agent builds from CRM -> first meeting spots data issues -> clean/filter -> rebuild -> second meeting validates. THEN the real strategic discussion happens.

Typical Timeline

Milestone	Typical Timing
Pre-kickoff prep	1-2 days (intake + CRM pull + v0)
Stakeholder sessions	1-3 weeks (multiple per week if available)
Data validation rounds	Happens within stakeholder sessions
Final review + sign-off	When all inputs CONFIRMED

Timeline compresses with urgency (board meeting, fundraise, planning cycle). Do not assume "7 weeks for 7 meetings" -- if stakeholders are available, do the calls back-to-back.

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1d. Strategic Sign-Off

Purpose: Confirm we have everything before proceeding (or completing for strategy-only engagements).

Validation Checkpoint

• All 7 meetings complete (topics covered, not necessarily 7 separate calls)
• Model validated by Sales, Marketing, CS, and Finance
• Definition Alignment Document signed off by Finance
• Top-down = sum of bottom-up (totals tie across all segments)
• All critical inputs CONFIRMED (remaining ASSUMED items documented with rationale)
• Assumptions register complete with owners and monitoring cadences
• Customer has signed off on the complete Growth Model

Decision Point

• Strategy-only complete -> Growth Model IS the deliverable. Skip Phase 2. Proceed to Phase 3 Enablement for training, then Phase 4 Handoff.
• Proceed to Engineering -> Customer wants Vasco operational tracking dashboard. Continue to Phase 2.

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Phase 2: Engineering

Goal: Load the Growth Model into Vasco for operational tracking and ongoing plan-vs-actual monitoring.

Output: Configured Vasco instance matching the signed-off Growth Model, tested and customer-approved.

Project Type	Engineering Weight	Note
Growth Model	Light (10-20%)	Mostly strategy. Vasco config only

Sub-Phases

2a Tech Spec -> 2b Engineering Handoff -> 2c Build -> 2d Test

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2a. Tech Spec (Agent-Assisted)

Purpose: Translate the signed-off Growth Model into Vasco configuration specifications.

Input: Signed-off Growth Model YAML + PDF from Phase 1

What happens:

1. Map Growth Model metrics to Vasco dashboard structure
2. Define which metrics to track, alert thresholds, reporting cadence
3. Determine dashboard hierarchy: executive summary, segment views, department views

Output: Vasco configuration plan containing:

• Metric mapping (Growth Model metric -> Vasco field)
• Dashboard structure (views by segment, by department, by quarter)
• Alert thresholds (green/yellow/red status triggers)
• Data source connections (CRM sync for actuals vs plan)
• Build sequence (what to configure first)

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2b. Engineering Handoff

Purpose: Review Vasco specs before building.

Who attends: Architect + Engineer (or Vasco admin)

Agenda (30-45 min):

Time	Topic	What Happens
0-15	Walk through specs	Architect explains model context + Vasco config plan
15-30	Engineer questions	Clarify data sources, CRM sync requirements
30-45	Refine and approve	Adjust specs, confirm build approach and timeline

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2c. Build (Configure Vasco)

Purpose: Configure Vasco dashboards and tracking to match the Growth Model.

What gets built:

• Growth Model executive dashboard (ARR waterfall, bookings vs target)
• Quota tracking by rep (capacity vs actual by quarter)
• Pipeline vs target views (with timing offset visualization)
• Hiring tracker (planned vs actual hire dates, ramp status)
• Variance alerts (green/yellow/red thresholds for key metrics)
• Department views (Sales, Marketing, CS, Finance)

The build loop:

1. Pick next component from build sequence
2. Configure in Vasco
3. Verify data sync from CRM
4. Mark complete, note any issues
5. Repeat until all dashboards configured

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2d. QA / Test + Sign-Off

Purpose: Verify the Vasco build works and get customer approval.

Technical testing (our team):

• All dashboards render correctly
• Data flows from CRM source systems
• Calculations match the spreadsheet/YAML model exactly
• Alerts trigger at defined thresholds
• Segment views filter correctly

Customer testing:

• Customer can navigate dashboards
• Numbers match their expectations from the model
• Views show what each stakeholder needs
• Customer can update actuals (if self-service)

Engineering sign-off checkpoint:

• Vasco system matches signed-off Growth Model
• All technical tests passing
• Customer has tested and approved
• Ready for enablement

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Phase 3: Enablement

Goal: Customer team can actually use the Growth Model and (if applicable) Vasco dashboards. Each stakeholder knows their targets, how to monitor them, and when to escalate.

Output: Trained team with documentation, stabilized system, no critical issues.

Sub-Phases

3a Training Prep -> 3b Training Sessions -> 3c Hypercare -> 3d Enablement Sign-Off

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3a. Training Prep (Agent-Assisted)

Purpose: Create training materials from the Growth Model documentation and Vasco configuration.

Input: Signed-off Growth Model + Vasco dashboards (if applicable) + meeting transcripts

What happens:

1. Architect creates video walkthrough scripts tailored to each stakeholder role
2. Written guides drafted for recurring tasks (monthly actuals entry, quarterly review)
3. FAQ compiled from questions asked during the 7 meetings

Output: Training package containing:

• Video walkthrough scripts: Full model walkthrough (RevOps), executive summary (Leadership), maintenance process (whoever owns it)
• Written guides: Monthly actuals entry, assumption monitoring, when to escalate
• FAQ: Common questions from discovery meetings + anticipated questions by role

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3b. Training Sessions

Purpose: Transfer knowledge to customer team by stakeholder role.

Role	Training Content	Duration
RevOps Manager	Full model walkthrough: how tabs interconnect, monthly actuals entry, scenarios, Vasco navigation (if applicable)	60 min
Sales Leader	Rep-by-rep capacity model, quarterly capacity vs target, when to accelerate/delay hiring, risk register	45 min
Marketing Leader	SQL targets by channel, pipeline-to-bookings offset logic, channel efficiency monitoring, budget-to-pipeline ratios	45 min
CS Leader	CSM capacity calculations (ARR/logo/activation), bookings -> CS hiring requirements, net retention impact	30 min
Finance	Definitions repository, GTM cost flow to operating budget, board reporting views, validation checkpoints	30 min

Training delivery:

1. Schedule sessions with appropriate stakeholders (can combine if convenient)
2. Deliver training (live preferred, recorded as backup)
3. Record each session for future reference
4. Answer questions, note gaps for FAQ updates

Output: Trained stakeholders, recordings, updated FAQ

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3c. Hypercare

Purpose: Intensive post-launch support to stabilize the Growth Model in practice.

Duration: 30 days

What is included:

• One scheduled check-in call (~30 min, 2-3 weeks after training)
• Async Q&A support via email
• One model adjustment if a material change occurs (e.g., hiring freeze announced, target revised by board, key departure)

What is NOT included:

• Structural model changes (adding segments, changing methodology) -- scope as new engagement
• Ongoing monthly actuals entry -- customer's responsibility after training
• Vasco configuration changes beyond what was built in Phase 2

Output: Stabilized model in use, no critical questions outstanding

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3d. Enablement Sign-Off

Purpose: Confirm customer can operate the Growth Model independently.

Validation checkpoint:

• All training sessions delivered (5 stakeholder groups)
• Training recordings and documentation provided
• Hypercare period complete (30 days)
• No critical issues outstanding
• Customer team can update actuals, monitor assumptions, and interpret outputs without daily support
• Ready for handoff

Decision point:

• Proceed to Handoff -> Customer is enabled, project wrapping up
• Extend Hypercare -> Still unstable, customer needs more support time

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Phase 4: Handoff

Goal: Clean project close with maintenance plan established and retention/expansion path set.

Output: Maintenance schedule documented, internal context transferred, customer owns the system, project archived, future revenue path established.

Structure:

4a Maintenance Schedule -> 4b Internal Handoff -> 4c External Handoff -> 4d Project Close

Maintenance ownership by engagement type:

Engagement Type	Who Owns Maintenance	Handed Off At
Single Project	Customer owns	4c (External Handoff) -- customer receives schedule, runs it
Dedicated (Multi-Project)	Architect owns	4b (Internal Handoff) -- Architect receives schedule, runs it

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4a. Maintenance Schedule

Purpose: Document what needs ongoing attention after the Growth Model project is complete. The most common failure mode post-project is not a broken model -- it is a model that becomes irrelevant because nobody updates it. This schedule prevents drift.

Monthly Tasks

Monthly Task	What to Check	Red Flag Threshold
Actual vs Plan Tracking	Compare actual bookings, SQLs, pipeline, headcount against model projections	Any metric >10% off plan for 2+ consecutive months
Assumption Pulse Check	Quick review of high-risk assumptions (conversion rates, sales cycles, ramp times)	Any assumption showing >10% variance from modeled value
Hiring Status Update	Update rep-by-rep model with actual hire dates, departures, ramp status changes	Planned hire delayed >1 month or unplanned departure

How to execute: Load actuals into Vasco (if configured) or update tracking spreadsheet. Flag green/yellow/red status. Share summary with relevant stakeholder.

Quarterly Tasks

Quarterly Task	What to Review	Action if Off-Track
Full Assumption Register Review	Walk through ALL documented assumptions, update confidence levels	Mark invalid assumptions, adjust dependent model inputs
CSM Capacity Reforecast	Recalculate CSM needs based on actual ARR growth and new logo velocity	Adjust hiring timeline if variance >15%
Channel Efficiency Analysis	Compare actual cost-per-SQL and budget-to-pipeline ratios by channel	Reallocate budget from underperforming to overperforming
Sales Cycle Validation	Check if actual sales cycles match modeled assumptions by segment	Adjust pipeline offset timing if cycles shifted >30 days

After First Business Cycle (30-90 Days Post-Launch)

First major validation checkpoint -- this is when pipeline-to-bookings conversion can actually be measured against the model.

• Pipeline-to-Bookings Validation: Did pipeline created in Period 0 convert at the expected rate? If conversion differs by >5 points, investigate root cause (volume, quality, timing, or rate issue).
• New Hire Productivity Check: Are new hires tracking to the modeled ramp curve? If not, adjust Year 1 productivity factor.
• Key Question: Are we on track for bookings targets? If gap exists, is it pipeline volume, conversion rate, rep capacity, or timing?

Refinement Triggers (When to Re-Engage)

Trigger	Threshold	Response
Bookings variance	>20% above or below target for 2+ months	Re-engage for model adjustment or scope refinement project
Sales cycle shift	Extending by >30 days vs modeled	Adjust all pipeline timing offsets, revalidate capacity needs
New hire ramp	Taking >1 quarter longer than modeled	Revise ramp schedule assumptions, recalculate capacity
Structural business change	M&A, new product, new market, reorg	Scope new Growth Model engagement

Every 6-12 Months (Annual Recalibration)

• Full Model Recalibration: Update ALL conversion rates, sales cycles, and efficiency ratios with fresh 12-month historical data. This is a rebuild of assumptions, not just a tweak.
• Segment Mix Review: Has the segment mix shifted? Enterprise vs Mid-Market vs SMB proportions may have changed. May require segment-specific replanning or adding/removing segments.
• Market Conditions Assessment: External factors (economy, competitive landscape, new products, pricing changes) may require re-baselining core assumptions.

Key validation questions:

• Is the foundational logic still valid (conversion rates, sales cycles, efficiency ratios)?
• Have business priorities shifted (new product lines, new markets, M&A)?
• What assumptions from last year proved most wrong?

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4b. Internal Handoff

Purpose: Transfer context so Architect can manage ongoing relationship without involvement for routine matters.

What the Architect needs to know:

• Model structure: what was built, how segments work, which assumptions are highest-risk
• Customer context: stakeholders, their concerns, communication preferences, fiscal year
• Common requests and how to handle them (see escalation guidelines below)
• Maintenance schedule (if Dedicated engagement -- Architect runs this)

Escalation guidelines:

Issue Type	Who Handles	Examples
Actual vs plan entry, simple number changes	Architect	"Update Q2 actuals," "Change NRR from 105% to 103%"
Dashboard filter changes, user access	Architect	"Add new user to Vasco," "Change default segment view"
Structural model changes, methodology shifts	Specialist	"Add new segment," "Change from Top-Down to W Method"
Annual recalibration, segment additions	Specialist	"Full model refresh for next fiscal year"

For Dedicated engagements: Architect receives the maintenance schedule (4a) and becomes responsible for executing monthly/quarterly tasks. The specialist walks Architect through each maintenance task before handoff.

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4c. External Handoff (LeanScale -> Customer)

Purpose: Formal project completion with customer.

Final project meeting:

• Review what was delivered (Growth Model, definitions, assumptions register)
• Walk through documentation package
• Walk through maintenance schedule in detail
• Record a video walkthrough of the maintenance process
• Confirm nothing outstanding
• Answer final questions
• Make it explicit: "Project complete"

For Single Project engagements: This is where maintenance ownership transfers. Walk the customer through each monthly/quarterly task. Make sure they understand what to check, how often, and when to call us back.

Documentation package delivered:

• Growth Model (YAML + PDF export)
• Micro App link (interactive dashboard)
• Definitions Document (final approved version)
• Assumptions Register (with owners and monitoring cadences)
• All training recordings
• Written guides (monthly actuals entry, assumption monitoring)
• FAQ document
• Maintenance Schedule
• Support contact info

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4d. Project Close

Purpose: Clean internal wrap-up + establish retention/expansion path.

Archive Checklist

• All project artifacts saved to customer folder
• Handoff documentation complete
• Project status updated in tracking system
• Time/billing finalized

Internal Debrief (Optional but Recommended)

• What went well?
• What would we do differently?
• Any learnings to feed back into the playbook or agent?
• Data quality issues to flag for future similar customers?

Retention / Expansion

Two paths based on engagement type:

Engagement Type	Path
Single Project	Upsell -> Downsell -> Retry
Multi-Project (Dedicated)	Schedule Refinement Check-In

Single Project Path:

1. Upsell: Managed Services (retainer)
   | if no
2. Downsell: Another one-time project (Attribution, Lead Scoring, CRM Optimization)
   | if yes
3. Retry retainer at end of next project cycle

Script:

"Now that the Growth Model is complete, there are two ways we can continue working together. Option 1: We set you up on managed services where we handle the monthly/quarterly maintenance, run scenarios when things change, and keep the model current. Option 2: If there is another specific project -- like Attribution or Lead Scoring -- we can scope that out. Which sounds more interesting?"

Multi-Project (Dedicated) Path:

Schedule a refinement check-in at handoff:

"On {date ~quarter out}, we will review how the Growth Model is performing against actuals and see if any adjustments are needed."

Internal prep (2 weeks before check-in):

Step	What Happens
1. Get pinged	System reminder: refinement check-in in 2 weeks
2. Review metrics	Pull actuals vs plan data from Vasco or tracking sheet
3. Decide ownership	Can Architect handle this check-in, or need specialist?
4. Prep materials	If specialist needed, brief them. If Architect, prep talking points.

At the refinement check-in:

• Review performance against original Growth Model
• Identify adjustments needed (assumption updates, hiring timeline changes)
• If minor: Architect handles tweaks
• If major: Scope new engagement (annual recalibration, segment expansion)

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Deliverables & Assets Summary

Strategic Deliverables:

Deliverable	Contents	Format
Growth Model	Integrated model: top-down targets, sales capacity, marketing plan, CS capacity, assumptions	YAML + PDF + Micro App
Definitions Document	Approved definitions for ARR, Booking, Churn, SQL, Conversion Rates, Pipeline	Google Doc
Assumptions Register	All assumptions categorized (Product, GTM, Channel, External) with owners, confidence levels, monitoring cadence	Google Sheet

Technical Deliverables (if Phase 2 applies):

Deliverable	Contents	Format
Vasco Executive Dashboard	ARR waterfall, bookings vs target, key metrics	Vasco
Quota Tracking Views	Rep-by-rep capacity vs actual by quarter	Vasco
Pipeline vs Target Views	Pipeline generation vs required, with timing offset	Vasco
Hiring Tracker	Planned vs actual hire dates, ramp status	Vasco
Variance Alerts	Green/yellow/red thresholds for key metrics	Vasco

Documentation Package:

• Training recordings (per stakeholder role)
• Monthly actuals entry guide
• Assumption monitoring guide
• FAQ document
• Definition Alignment Document (final version)
• Maintenance Schedule

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Appendix

What This Document Is

This is the implementation playbook -- the step-by-step execution guide an Architect follows to deliver a Growth Model project from first contact to project close. It is the third file in a 3-file playbook structure: Overview (what the project IS), Methodology (HOW the math works), and Implementation (WHAT to DO).

What Each Phase Produces

Phase	Output	Gate Criteria
Phase 1: Strategy	Signed-off strategic package (Definition Alignment Doc + deliverables)	Customer stakeholders have approved definitions and strategic asset
Phase 2: Engineering	Built and tested system	System matches tech spec, all tests pass, customer has approved
Phase 3: Enablement	Trained team with documentation	All training delivered, hypercare complete, team can operate independently
Phase 4: Handoff	Independent customer + archived project	Internal/external handoffs complete, maintenance plan in place, project closed

How to Adapt Per Project Type

Not every project weighs each phase equally. Before starting, determine the project's profile:

Project Profile	Strategy Weight	Engineering Weight	Enablement Weight	Example Projects
Strategic-heavy	60-80%	10-20%	10-20%	Growth Model, GTM Strategy
Engineering-heavy	10-20%	60-80%	10-20%	CRM Migration, Data Pipeline
Enablement-heavy	20-30%	20-30%	40-50%	Quote-to-Cash, Process Rollout
Balanced	30-40%	30-40%	20-30%	Attribution, Lead Scoring

Adaptation rules:

• Light phases can compress sub-phases (e.g., a strategic-only project may skip Phase 2 entirely)
• Heavy phases expand with more sub-steps, more meetings, more agent runs
• Phase 4 always applies -- every project needs handoff, but the maintenance schedule complexity varies