Monday-Morning Account Triage Playbook 2026

Build the benchmark once, refresh it quarterly:

1. The segment: one plan tier and size band your team agrees on. Start with one.
2. Comparison customers: in that segment, 12+ months as customers, renewed at the same or higher revenue. Aim for 20; with fewer, label it low confidence.
3. The measures: two or three your team trusts – default, active users as a share of seats, departments active, and the core action per active user per week. Active means used in three of the last four weeks.
4. The pattern: the median of each measure, and median ARR. Your CS lead approves it.

Each Monday, put every account on the lists it meets. Defaults; tune them:

• Widest gaps: under 75% of the benchmark on any measure.
• At or past the benchmark: at or above it on every measure.
• Renewals in 90 days: from the renewal date in the CRM.
• Stalled onboardings: under 90 days as a customer, no new onboarding milestone in 14 days.

An account on no list is set to Leave alone – near the benchmark.

The lists compare accounts with peers; they don't predict anything yet. Before a list line triggers moves, check it against later outcomes: renewals for the gap lists, expansions for the upside.

Run it as a weekly saved query joined to ARR from billing, or a spreadsheet. Under about a hundred accounts, do it by hand.

• What the gap is worth: ARR and plan from billing or the CRM, beside peers' median ARR.
• Already paid for? If the contract covers what they aren't using, the job is to help them use it. That adds no new revenue.
• Budget or org changes: 90 days of CRM notes and tickets.
• Last move & result: a move still inside its review window isn't repeated.

Records can miss a team that's using the product. Ask the account owner before you count a gap.

Leave it alone if the records don't confirm the gap, the check found a cut, a departed champion or a renewal in procurement, or a move is already under review. Everything else goes to the ranking.

Set Pile to Leave alone and Recommended move to No move, write the reason in one line, and set Review date to when it could change. "No move" is a move – the Leave-It-Alone play has the detail.

What each gap is worth, by default:

• Renewal in 90 days, stalled onboarding, or a gap in what they already pay for: the account's ARR. That's what's at stake.
• Anything else: what comparable customers pay, minus what the account pays. That's a comparison, not a forecast.

Rank within each owner's accounts; ties go to the nearer renewal. Agree the cap with your team lead – default, five moves per owner per week. Accounts past it are re-ranked next Monday. Nobody inherits a backlog.

Say 140 accounts, three CSMs and an AE. The check leaves 90 alone; each owner's top five make twenty moves, and thirty wait, ranked. (The numbers are illustrative.)

• Gap: widest gaps, renewals and stalled onboardings go to the CSM or AM who owns the account.
• Upside: at or past the benchmark, and paying below peers or within 10% of a plan limit (default), goes to the AE.

Use the play that fits the gap, with the evidence: one department where peers run two (Second-Department Expansion), one feature where peers use two or three (Second-Value Seeding), a stalled start (Onboarding Cliff Rescue), or a renewal (Renewal-Risk Radar). For anything else, use the gap template below.

A task for the AE with the upside brief below. Near a plan limit, or looking like customers who upgraded: the Expansion Signal to PQL Handoff. Using an add-on's features or more people than they pay for: the Seat & Feature-Adoption Upsell.

Top of the saved view first. The owner runs the move as drafted, changes it, or passes with a reason, and owns every customer conversation. Record the success measure and review date first. Once a move type has been right for a few weeks, your team can choose to automate it.

The AE decides whether and when to call. The CSM keeps the relationship; both work from the same record.

Sending a message is activity. A customer reaching an agreed milestone is progress. A renewal or a paid expansion is a business result. Eight weeks on, record which of the three each worked account reached, and what else played a part. If nothing moved, change the move, stop it, or give it time. Each quarter, check which moves worked for which gaps. Compare with similar accounts that met the same trigger over the same window, and treat the result as observational; where practical, randomize which equally eligible accounts get the move first. Record revenue after a move separately from revenue the move earned. Then update the benchmark and the cap.