The Situation

The organization was scaling quickly, but client health visibility had not kept pace. Risk was managed reactively. Ownership across the lifecycle was unclear. Leadership lacked a centralized view of which accounts were stable, which were slipping, and the financial exposure tied to each.

Roughly 15 accounts were consistently cycling through “high-risk” status without a structured mitigation model.

The Challenge

• No standardized risk scoring framework

• No centralized tracker tied to ARR exposure

• Escalations happened late

• Limited alignment between Client Success and Finance

• Revenue exposure estimated at $10M+

The Approach

I designed and implemented a structured risk visibility and intervention framework that connected Client Success activity to financial impact.

Key elements included:

• Executive dashboard quantifying ARR and CARR exposure

• Defined lifecycle ownership and escalation paths

• Centralized mitigation tracking with accountable next steps

• Structured renewal and risk review cadence

• Cross-functional alignment across CS, Finance, Product, and Leadership

This was not about more reporting. It was about disciplined visibility tied directly to revenue protection.

The Outcome

• Within 6 weeks I built out, iterated, and had final process deployed

• $10M+ in revenue formally identified and tracked

• High-risk accounts systematically moved toward stabilization

• Executive confidence increased through structured reporting

• Forecast discussions shifted from reactive to data-driven

• Risk management became a repeatable operating discipline