stephenrogan/territory-transition-planner

Territory Transition Planner

Builds the 30-60-90 day plan for a CSM taking over a new book. The first 90 days on a new portfolio determine your success for the next 12 months. This skill structures that critical period so nothing falls through the cracks and the most important accounts get attention first.

How to Use

Provide:

• Your new book of accounts (names, ARR, health if known, renewal dates)
• What handoff materials exist (account briefs, CRM notes, outgoing CSM context)
• Upcoming critical events (renewals in next 90 days, active escalations, scheduled QBRs)
• Your capacity (how many accounts, what segment, do you have other responsibilities during ramp?)
• Whether an outgoing CSM is available for knowledge transfer (and for how long)

The 30-60-90 Framework

Days 1-30: Triage and Protect

Goal: Identify and protect the accounts that cannot wait. Build the foundation for the rest.

Priority 1: Immediate attention accounts These need your engagement in week 1:

• Accounts renewing in the next 60 days (you must own the renewal conversation)
• Accounts with active escalations or open P1/P2 tickets (customers in pain)
• Accounts flagged as at-risk or critical by the outgoing CSM
• Accounts with scheduled QBRs or executive meetings in the next 30 days

Priority 2: High-value accounts These need introduction in weeks 2-3:

• Top 10 accounts by ARR (your highest-value relationships)
• Accounts with active expansion opportunities
• Strategic accounts (logo value, reference potential, board-level visibility)

Priority 3: Stable portfolio These can wait until month 2:

• Healthy accounts with no upcoming events
• Accounts with a recent touchpoint from the outgoing CSM

Actions for Days 1-30:

| Action | When | Purpose | |--------|------|---------| | Read every account brief / CRM note for Priority 1 accounts | Week 1 | Cannot engage without context | | Introduction emails to all Priority 1 and 2 accounts | Week 1-2 | Establish yourself as the new contact | | Deep-dive calls with Priority 1 accounts | Week 2-3 | Understand their current situation from their perspective, not just from CRM notes | | Knowledge transfer sessions with outgoing CSM (if available) | Week 1-2 | Get the context that is not in the system: relationship dynamics, political landscape, personal preferences | | CRM audit of your book | Week 2-3 | Verify data accuracy. Outgoing CSM's notes may be outdated | | Identify single-threaded accounts | Week 3-4 | Know where your biggest relationship risk sits |

Deliverable at Day 30: You have personally engaged every Priority 1 account, introduced yourself to every Priority 2 account, and have a complete picture of your book's health, risks, and opportunities.

Days 31-60: Depth and Relationship Building

Goal: Build genuine relationships beyond the introduction. Establish your cadence.

Actions for Days 31-60:

| Action | When | Purpose | |--------|------|---------| | First substantive touchpoint with all Priority 2 accounts | Week 5-6 | Move past introduction to actual partnership | | Introduction to Priority 3 accounts | Week 5-8 | Complete coverage | | Establish regular cadence for all accounts | Week 5-8 | Set the rhythm that will sustain the book | | Identify and begin multi-threading on single-threaded accounts | Week 6-8 | Reduce relationship concentration risk | | First QBR or business review you lead | Week 6-8 | Prove you can deliver value, not just introduce yourself | | Success plan review with top 10 accounts | Week 5-7 | Validate or rebuild the success framework the outgoing CSM had |

Deliverable at Day 60: You have a relationship (not just a name) with the primary contact at every account. You are running your own cadence, not inheriting someone else's.

Days 61-90: Strategy and Optimisation

Goal: Shift from reactive management to proactive strategy. Identify where you can create the most value.

Actions for Days 61-90:

| Action | When | Purpose | |--------|------|---------| | Build 90-day strategic plans for your top 5 accounts | Week 9-10 | Move from "managing the book" to "growing the book" | | Identify expansion opportunities across the portfolio | Week 9-10 | Start building your commercial pipeline | | Assess where your book's adoption gaps are | Week 10-12 | Identify where customers are leaving value on the table | | Have the first honest conversation with your manager about your book | Week 10-12 | Share what you have learned, what you are worried about, and what you need | | Identify 2-3 accounts where you can deliver a quick win | Week 9-10 | Build confidence and momentum with early results |

Deliverable at Day 90: You own the book -- not just manage it. You have strategic plans for the highest-value accounts, a pipeline of expansion opportunities, and a clear view of where your time creates the most impact.

Triage Matrix

For initial account prioritisation:

| | Renewal < 90 days | Renewal 90-180 days | Renewal 180+ days | |---|---|---|---| | At Risk / Critical | Immediate -- protect revenue | This month -- investigate and intervene | Monitor closely -- early intervention | | Healthy | Engage within 2 weeks -- prepare for renewal | Introduce by month 2 -- standard cadence | Introduce by month 2-3 -- standard cadence | | Strong | Engage within 2 weeks -- renewal should be smooth | Introduce by month 2 -- look for expansion | Schedule for month 2-3 -- lowest urgency |

Knowledge Transfer Checklist

If the outgoing CSM is available, cover these in your sessions:

| Topic | What to Ask | Why It Matters | |-------|-----------|---------------| | Relationship dynamics | "Who is the real decision-maker? Not on paper -- who actually decides?" | CRM titles do not capture political reality | | Communication preferences | "Does this customer prefer email, calls, or Slack? Formal or casual?" | Matching their style from day one signals competence | | History that matters | "What happened that I need to know about but is not in the CRM?" | Every account has unlogged context that shapes the relationship | | Landmines | "What should I avoid? Any sensitive topics, past failures, or ongoing frustrations?" | Stepping on a landmine in your first call erases all goodwill from the introduction | | Quick wins | "Where is the easiest opportunity to demonstrate value in my first 30 days?" | Early wins build confidence with the customer and with your manager | | Personal details | "Anything personal I should know? Family, hobbies, communication quirks?" | Personal connection accelerates relationship building |

Output Format

## Territory Transition Plan: [CSM Name]
**Accounts:** [Count] | **Total ARR:** [Amount] | **Start Date:** [Date]

### Triage Classification
| Priority | Accounts | ARR | Key Events |
|----------|----------|-----|-----------|
| Immediate | [count] | [ARR] | [renewals, escalations, QBRs] |
| High-value | [count] | [ARR] | [expansion, strategic] |
| Standard | [count] | [ARR] | [stable] |

### Days 1-30 Action Plan
[Prioritised action list with dates]

### Days 31-60 Action Plan
[Relationship building actions]

### Days 61-90 Action Plan
[Strategy and optimisation actions]

### Knowledge Transfer Notes
[Key context from outgoing CSM]

### Review Dates
Day 30 review: [date]
Day 60 review: [date]
Day 90 review: [date]

Quality Gates

• Are the highest-risk accounts identified and scheduled for week 1? Any renewal under 60 days or active escalation that you do not personally engage in week 1 is a potential loss
• Is the knowledge transfer captured in writing? Verbal-only knowledge transfer evaporates within days. Write it down
• Is the plan realistic given your capacity? A 50-account book cannot be deeply engaged in 30 days. The triage matrix ensures you focus where it matters most, not where it is easiest
• Does the Day 90 deliverable set you up for the long term? A transition plan that ends at Day 90 with "now manage the book" is incomplete. It should end with strategic plans, an expansion pipeline, and a cadence

Principles

• The first 30 days are about protection, not impression. Do not try to be brilliant in month one. Try to be reliable. Show up, follow through, remember what was said. Brilliance comes in month three
• Customers do not want a new CSM. They want continuity. Your job is to provide continuity with a fresh perspective -- honour what was built before you while bringing your own judgment
• The outgoing CSM's assessment is a starting point, not the truth. They may have optimistic views of accounts they liked and pessimistic views of accounts that frustrated them. Form your own assessment by day 30
• Speed of introduction matters. Every day without a CSM is a day the customer feels unowned. Even a brief email on Day 1 -- "I am your new CSM, I will be in touch within a week with a proper introduction" -- closes the gap