The operating model
One unit, three engines, five programs. Everything is organised so a customer experiences a single partnership while the unit runs it as repeatable, managed delivery.
Commercial
MD, AEs, SDRs, pre-sales and partnerships. Owns the Top-150, the ABM motion and the number. See the Sales & Marketing playbooks.
Delivery
Program leads + pods delivering the five managed programs, capacity flexed through vetted partners to protect margin.
Success
CSMs owning retention, adoption and tier expansion — the recurring relationship that compounds into NRR.
The five programs (the delivery catalogue): 01 Digital Commerce & Trade · 02 ERP & Operations Core · 03 Growth & Demand Engine · 04 Intelligence & Automation · 05 Managed Experience & Support. Enterprise buys all five; Growth buys 2–3; Foundation buys one.
Operating rhythm
A fixed cadence keeps the unit accountable to the plan and surfaces problems before they hit the gate.
| Cadence | Ceremony | Owner | Output |
|---|---|---|---|
| Daily | Commercial stand-up (15 min) | Sales lead | Deals moving, blockers cleared |
| Weekly | Pipeline & forecast review | MD | Stage movement, coverage vs target, risk deals |
| Weekly | Delivery & utilisation review | Delivery lead | Program health, capacity, partner load |
| Monthly | Business review + board KPI pack | MD | MRR/ARR vs plan, funnel, events ROI, NRR, margin |
| Monthly | Customer success review | CS lead | Health scores, renewals at risk, expansion pipeline |
| Quarterly | QBR + gate review | MD → Board | Gate decision, hiring plan, capital release |
| Quarterly | Event campaign retro | Marketing | Pipeline & closed per event; keep / cut |
Decision ownership (RACI)
Who is Responsible and Accountable for the decisions that move the unit.
| Decision | MD | Sales | Delivery | CS | Board |
|---|---|---|---|---|---|
| Pricing & non-standard discount | A | R | · | · | · |
| Account tiering (A/B/C) | A | R | · | C | · |
| Program scope & delivery commitment | C | C | A | · | · |
| Partner engagement for capacity | A | · | R | · | · |
| Renewal & tier expansion | C | C | · | A | · |
| Hiring beyond plan | R | · | · | · | A |
| Capital tranche release / gate | R | · | · | · | A |
| Market entry (new geography) | R | C | C | · | A |
The customer lifecycle
Every account flows through six stages with a clean hand-off at each boundary. Sales owns to signature; delivery and success own the recurring relationship.
Target
On the Top-150, tiered, researched, assigned to an AE.
Engage
Executive conversation opened; qualified against tier fit.
Shape
Pre-sales scopes the program; business case built.
Close
MSA + program SOW signed; kickoff scheduled.
Onboard & deliver
90-day onboarding; pod delivers managed programs to SLA.
Grow & renew
Health tracked; expand tier; renew annually.
Delivery model
Managed services are delivered by cross-functional pods, with a fixed onboarding and clear service levels. In-house leadership; partner-flexed hands to hold gross margin as MRR scales.
One pod, one account cluster
A pod (delivery lead + specialists across the five programs) owns a small set of accounts end-to-end — continuity is the moat.
The 90-day standard
Discovery → systems audit → roadmap → first value shipped inside 90 days. A repeatable onboarding is what makes delivery scale.
Flex, don't fix
Baseline capacity in-house; peaks and specialist skills via vetted partners so margin holds and hiring stays disciplined.
| Service level | Enterprise | Growth | Foundation |
|---|---|---|---|
| Dedicated pod | Yes | Shared | Pooled |
| Programs delivered | All 5 | 2–3 | 1 |
| Business review | Monthly | Quarterly | Bi-annual |
| Support response | Priority | Standard | Standard |
The scorecard
The unit is run to these numbers. They roll up to the monthly board pack and the CEO Dashboard.
| Metric | Owner | Cadence | Target |
|---|---|---|---|
| Net-new logos by tier | Sales | Monthly | On plan vs ramp |
| MRR / ARR run-rate | MD | Monthly | ≥90% of plan · $5.6M end-2027 gate |
| Pipeline coverage | Sales | Weekly | ≥3× forward target |
| Win rate (qualified) | Sales | Monthly | ≥25% |
| Event ROI (pipeline) | Marketing | Per event | ≥5× cost |
| Delivery utilisation | Delivery | Weekly | 70–80% billable |
| Gross margin | MD | Quarterly | ≥60% |
| Net revenue retention | CS | Quarterly | ≥100% |
Tooling & first 90 days
A lean, integrated stack — and a concrete launch sequence.
Pipeline & accounts
CRM + ABM/intent tooling as the single source of truth for the Top-150.
PM & time
Project/resource management + time tracking for utilisation & margin.
BI & scorecard
BI layer feeding the CEO Dashboard and the monthly board pack.
Health & renewals
Customer success platform for health scores and renewal tracking.
The launch sequence — board sign-off → leadership + first AEs hired → Top-150 built → three-tier offer packaged → CRM/ABM live → first executive conversations → 1–2 lighthouse references — is detailed as a week-by-week plan in the Reality Check & Action Plan §08, gated by the Q1 and Q2 2026 reviews.