claude-code-arcane 1.0.0

package/skills/culture-architect/references/culture-playbook.md

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+# Culture Playbook
+
+Reference frameworks for building, measuring, and evolving company culture.
+
+---
+
+## 1. Netflix Culture Deck — What Works, What Doesn't
+
+Reed Hastings published this in 2009. 125 slides. 20M+ views. It changed how tech companies think about culture.
+
+### What works
+
+**"Adequate performance gets a generous severance"** — This is the sentence that made HR professionals uncomfortable. It's also why Netflix has high performers. If you keep B-players, A-players leave.
+
+**Context, not control** — Instead of rules and approvals, Netflix provides context (strategy, goals, constraints) and expects people to make good decisions. This only works if you actually hire people who can.
+
+**"Freedom and responsibility" as a pair** — You can't have one without the other. Freedom without responsibility is chaos. Responsibility without freedom is bureaucracy.
+
+**Publicly stated values actually describe behavior** — The deck is descriptive, not aspirational. It says "here's what we actually do." That's rare and valuable.
+
+### What doesn't work (or doesn't transfer)
+
+**"We are not a family"** — Works at Netflix, lands badly in many cultures (especially European). The principle underneath it is valid: performance matters. The framing is optional.
+
+**"Keeper test"** — "Would I fight to keep this person?" Powerful tool, but managers need coaching to use it well. Without context, it becomes paranoia-inducing.
+
+**No vacation policy** — Works when managers model healthy vacation use. Doesn't work when culture implicitly punishes taking time off. The policy is neutral; the culture around it determines the outcome.
+
+**Radical transparency on compensation** — Netflix publishes pay bands. This works in high-trust, high-fairness environments. In environments with existing pay inequities, it creates problems before it fixes them.
+
+### Key lesson
+The Netflix culture deck works because it's honest about tradeoffs. Your culture code should be equally honest. "We move fast, which sometimes means decisions get revisited" is more credible than "we move fast AND we get it right the first time."
+
+---
+
+## 2. Values-to-Behaviors Mapping Framework
+
+Values without behavioral anchors are intentions. Behavioral anchors make values operational.
+
+### The mapping process
+
+**Step 1: List your stated values**
+Don't curate. Write down everything on the values list, however it's currently stated.
+
+**Step 2: For each value, find three real examples**
+"Describe a time in the last 6 months when someone exemplified [value]."
+If you can't find three examples, the value isn't real.
+
+**Step 3: Extract the observable behavior**
+From the examples, identify the specific action. Not the feeling, not the intention — the action.
+
+**Step 4: Write the behavioral anchor**
+Format: "[Subject] does [specific action] in [specific context]."
+
+**Step 5: Find the counter-example**
+For each value, identify a behavior that violates it. This is what you don't tolerate.
+Format: "[Subject] does NOT [specific opposite action] even when [temptation/pressure]."
+
+### Example mapping: "Customer Obsession"
+
+| Component | Content |
+|-----------|---------|
+| Value | Customer Obsession |
+| Example 1 | PM delayed a sprint to fix a bug a customer reported on a call, even though it wasn't on the roadmap |
+| Example 2 | Support rep escalated a technical issue directly to engineering at 9pm, resolved within 2 hours |
+| Example 3 | Sales declined a deal that would have required features that would hurt existing customers |
+| Behavioral anchor | "We resolve customer-reported critical issues within 24 hours, regardless of roadmap priority" |
+| Counter-example | "We do not close a customer issue as 'resolved' until the customer confirms it's resolved" |
+
+### Common mapping mistakes
+
+**Too vague:** "We put customers first" — this doesn't change behavior.
+**Too broad:** "We care about quality in everything we do" — can't be measured or violated.
+**Too personal:** "We're passionate" — describes emotion, not action.
+**Too aspirational:** "We strive to deliver world-class..." — "strive" lets you off the hook.
+
+---
+
+## 3. Culture Survey Design — 8-12 Questions That Reveal Truth
+
+Most culture surveys are useless because they measure satisfaction, not health. Satisfaction can be high in a dysfunctional culture ("I like my team, my boss, my pay" ≠ healthy culture).
+
+### Survey design principles
+
+1. **Anonymous, always.** If it's not anonymous, people answer what they think you want to hear.
+2. **Short enough to complete honestly.** 8–12 questions max. 15 minutes max.
+3. **Likert + open text.** "On a scale of 1–5" captures signal. "Why did you give that score?" captures insight.
+4. **Action-linked.** Never run a survey unless you're prepared to share results and act on them.
+5. **Consistent questions over time.** You want trend data, not one-off snapshots.
+
+### The 10-question core survey
+
+| # | Question | Area measured |
+|---|----------|---------------|
+| 1 | I can raise concerns or disagreements with my manager without fear of negative consequences. | Psychological safety |
+| 2 | I know how my work connects to the company's most important goals. | Clarity/alignment |
+| 3 | When I make a mistake, I can be honest about it without hiding it. | Psychological safety |
+| 4 | Decisions here are made based on merit and data, not politics or relationships. | Fairness |
+| 5 | I trust that leadership tells us the truth, even when it's bad news. | Trust in leadership |
+| 6 | I am growing and being challenged in my current role. | Growth |
+| 7 | When someone underperforms and nothing happens, I feel that's handled appropriately. | Accountability |
+| 8 | I feel comfortable being myself at work. | Inclusion |
+| 9 | My manager recognizes my contributions in ways that feel meaningful. | Recognition |
+| 10 | I would recommend this company as a great place to work to someone I respect. | Overall health (eNPS) |
+
+### Follow-up open text questions (pick 2–3)
+
+- "What's the one thing leadership could do differently that would most improve the culture?"
+- "What do we tolerate that we shouldn't?"
+- "What should we protect as we grow that we're at risk of losing?"
+- "What's the gap between what we say we value and what we actually do?"
+
+### Analyzing results
+
+**eNPS (question 10):** Score = % Promoters (9–10) minus % Detractors (1–6). Healthy: > 20. Great: > 40.
+
+**Questions 1 and 3 (psychological safety):** If below 70%, you have a leadership problem, not a culture problem. Fix the manager first.
+
+**Question 7 (accountability):** This is the most honest question. Cultures that fail to hold underperformers accountable destroy high-performer retention.
+
+**Biggest drop between surveys:** This is your fire. Don't average it away.
+
+---
+
+## 4. Cultural Ritual Examples by Company Stage
+
+### Seed (< 15 people)
+
+**Weekly "Wins and Learnings" (15 min, Fridays)**
+- Each person shares one win (however small) and one learning (failure, insight, mistake)
+- No slides. No prep. Just talking.
+- Purpose: normalizes imperfection, builds psychological safety early
+
+**"Open book" financials**
+- Share revenue, burn, runway with the whole team monthly
+- Builds owners, not employees
+- Requires trust that people won't misuse the data
+
+**"Postmortem as celebration"**
+- When something goes wrong, celebrate the post-mortem publicly
+- "We learned X, here's how we'll do it differently"
+- Prevents a blame culture from forming early
+
+### Early growth (15–50 people)
+
+**Monthly "Founder's Letter"**
+- CEO writes an unfiltered update: what we're winning, what's hard, what's changed
+- Not polished. Not PR. Real.
+- Distributed internally before it goes external
+
+**Values spotlight in team meetings**
+- One agenda item: "Who exemplified [value] this week? What did they do?"
+- Takes 3 minutes. Trains the muscle for values-linked recognition.
+
+**New hire "30-day truth sessions"**
+- At day 30, every new hire meets with a senior leader (not their manager) and answers: "What surprised you? What's different from what you expected? What would you fix?"
+- Captures culture signal while the new hire's eyes are still fresh
+
+### Scaling (50–200 people)
+
+**Quarterly culture review**
+- Culture committee reviews survey results, names top issues, proposes 2–3 concrete actions
+- Results shared with all-hands within 2 weeks of survey close
+- 30-day action accountability check-in
+
+**Manager calibration on culture fit**
+- Quarterly: managers share one team member who exemplifies culture, one who struggles
+- Group discussion on patterns, not individuals
+- Identifies culture outliers early before they become retention or performance crises
+
+**"Culture at the edges" audit**
+- Review last 10 performance issues, 10 terminations, 10 promotions
+- Ask: "Is the pattern consistent with our stated values?"
+- This is the reality check. The data doesn't lie.
+
+### Large (200+ people)
+
+**Subculture alignment mapping**
+- Each department articulates its micro-culture
+- Cross-reference with company core values
+- Identify deviations: healthy variation vs. value violation
+
+**Culture ambassador program**
+- Peer-nominated, rotating, not HR
+- Run culture rituals, surface issues, connect remote/distributed teams
+- Budget: small (recognition, team events), influence: large
+
+---
+
+## 5. How to Evolve Culture Without Losing Identity
+
+Culture must evolve as you scale. The mistake is either: (a) refusing to evolve, preserving founder culture that doesn't scale, or (b) evolving so fast that original identity is lost.
+
+### The evolution framework
+
+**Preserve:** Core values that define who you are. These should be stable across stages. If "move fast" is core, it doesn't go away — but its expression changes.
+
+**Adapt:** Behaviors that worked at one stage but need updating. "Move fast" at 10 people = decide same day. At 200 people = decide within 1 week with the right people in the room.
+
+**Add:** New behaviors required at the new scale. "Documentation culture" wasn't needed at 10. It's essential at 100.
+
+**Retire:** Behaviors that actively hurt at scale. "Ask forgiveness, not permission" works at seed. Creates coordination chaos at Series B.
+
+### The evolution process
+
+1. Annual values review (not a rewrite — an audit)
+2. Ask: "Which of our current behaviors are we proud of? Which embarrass us?"
+3. Identify behaviors to add/adapt/retire
+4. Communicate the evolution explicitly: "Here's what's changing and why"
+5. Update the culture code, onboarding, and performance criteria
+
+### Communication of culture change
+
+Never let culture evolution look like hypocrisy. Proactively name it:
+"We used to make all decisions quickly at the team level. As we've grown, that's created coordination problems. Here's how we're updating that: [new behavior]. The underlying value — speed — hasn't changed. How we deliver it has."
+
+---
+
+## 6. Handling Culture Clashes in M&A or Rapid Hiring
+
+### M&A culture integration
+
+**Before signing:**
+- Culture due diligence is as important as financial DD
+- Questions to answer: How do they make decisions? What gets people fired? What gets them promoted? What do they celebrate?
+- Red flag: "We have a great culture" with no supporting evidence
+
+**First 90 days:**
+- Don't impose culture; conduct a bilateral audit
+- Identify: what do they do that we should adopt? What do we do that they should adopt? What conflicts must be resolved?
+- Assign an integration lead on each side. Give them actual authority.
+
+**Failure mode:** Assuming acquisition = cultural absorption. The target's culture doesn't disappear. It goes underground and resurfaces as dysfunction.
+
+### Rapid hiring culture dilution
+
+When a company doubles in headcount in 12 months, culture dilution is near-certain. Prevention:
+
+1. **Codify before you scale.** Document the culture before the surge, not after.
+2. **Onboarding is cultural transmission.** Not just process, not just paperwork — immersion in how decisions get made, what's celebrated, what's not tolerated.
+3. **Hire for culture adds, not fits.** "Fit" means homogeneity. "Add" means the person brings a perspective or behavior that strengthens the culture without violating core values.
+4. **Manager density matters.** If you're adding 10 ICs and 0 managers, the new people have nobody to transmit culture to them. Hire managers ahead of the curve.
+5. **Culture buddy system.** Pair new hires with culture exemplars for the first 60 days.

package/skills/culture-architect/templates/culture-code-template.md

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+# [Company Name] Culture Code
+
+> This document describes how we work, what we value, and what it's like to be here. It's meant to be honest — which means it will attract some people and repel others. Both outcomes are correct.
+
+---
+
+## Who We Are
+
+[2–3 sentences: what you do, who you serve, what would be lost if you disappeared.]
+
+**Our mission:** [One sentence. Present tense. Specific enough to be wrong.]
+
+**Our vision:** [Where we'll be in 5–10 years. Specific enough to debate.]
+
+---
+
+## What We Value
+
+*Values are behaviors, not adjectives. Each one has a "this is what it looks like" and a "this is what it doesn't look like."*
+
+### [Value 1]
+
+**What this means:** [Behavioral anchor — what someone does when they live this value]
+
+**What this doesn't mean:** [The misconception or violation to guard against]
+
+**Example:** [A real story of this value in action at your company]
+
+---
+
+### [Value 2]
+
+**What this means:** [Behavioral anchor]
+
+**What this doesn't mean:** [The misconception or violation]
+
+**Example:** [Real story]
+
+---
+
+### [Value 3]
+
+**What this means:** [Behavioral anchor]
+
+**What this doesn't mean:** [The misconception or violation]
+
+**Example:** [Real story]
+
+---
+
+*(Repeat for each value. 3–5 total. Never more than 5.)*
+
+---
+
+## Who Thrives Here
+
+*These are specific, observable behaviors — not personality traits or adjectives.*
+
+- You raise problems early, not after they've grown. You don't complain privately and stay silent publicly.
+- You own decisions even when the outcome isn't what you expected.
+- You say "I don't know" instead of bluffing. Then you find out.
+- You give direct feedback to the person who needs to hear it, not to everyone else.
+- You make things better, not just done. You notice what's broken and fix it even when it's not your job.
+- [Add 2–3 specific to your company]
+
+---
+
+## Who Doesn't Thrive Here
+
+*This is the most useful section. Read it carefully.*
+
+- People who need clear instructions before taking action. We provide context; you figure out the path.
+- People who optimize for credit over outcomes. We care what got done, not who gets the headline.
+- People who treat bad news as a liability. Here, hiding problems is the problem.
+- People who need consensus before every decision. We move faster than that.
+- [Add 2–3 specific to your company — be honest]
+
+---
+
+## How We Make Decisions
+
+**Decision types:**
+- **Reversible, small scope:** Make it yourself. Don't ask. Tell us what you decided.
+- **Reversible, larger scope:** Tell relevant people, move forward unless you hear an objection within 24 hours.
+- **Irreversible or high-stakes:** Bring the right people into the room. Write it down. Decide together.
+
+**Default:** Bias toward action. A good decision made fast beats a perfect decision made slow.
+
+**Who decides:** The person closest to the problem, with the most context. Not the most senior person in the room.
+
+---
+
+## How We Communicate
+
+**Default to async.** Most things don't need a meeting. If it can be written, write it.
+
+**Meetings that happen:** [List your recurring meetings and what they're for]
+
+**Meetings that don't happen:** Status updates (use tools), information sharing (write a doc), decisions that one person could make.
+
+**How we give feedback:** Direct, specific, timely. "That report was late and incomplete" not "you should think about your time management." We give feedback to help, not to vent.
+
+**How we share bad news:** Within 24 hours of knowing. To the person who needs to know. Not softened to the point of unclear.
+
+---
+
+## How We Grow People
+
+**We invest in people who invest in themselves.** We provide [budget, learning days, access — be specific]. We don't require you to use them.
+
+**Promotions:** Based on impact already demonstrated, not time served. You're promoted when you're already doing the job you want.
+
+**Performance feedback:** [How often, what format, who delivers it]
+
+**When things aren't working:** We have direct conversations early. We don't let problems simmer for quarterly reviews.
+
+---
+
+## What We Expect of Leaders
+
+Leaders here are multipliers, not heroes. Your job is to make your team better.
+
+- You share context, not just instructions. Your team should be able to make decisions you'd make when you're not there.
+- You give credit visibly and take accountability privately.
+- You have hard conversations before they become unavoidable.
+- You model the culture. If you don't live the values, neither will your team.
+- You develop people, including ones who will outgrow their role here.
+
+---
+
+## The Fine Print
+
+This document is descriptive, not aspirational. It describes how we operate today, with the intent to keep improving.
+
+We update this annually. When the update happens, we'll tell you what changed and why.
+
+*Last updated: [Date] | Version: [X.X]*

package/skills/customer-success-manager/SKILL.md

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+---
+name: customer-success-manager
+description: "Monitor customer health, predict churn risk, and identify expansion opportunities using weighted scoring models for SaaS customer success. Three Python CLI tools produce health scores, churn risk tiers, and expansion recommendations."
+argument-hint: ""
+category: "business"
+user-invocable: true
+allowed-tools: Read, Glob, Grep, Bash
+---
+
+# Customer Success Manager
+
+Production-grade customer success analytics with multi-dimensional health scoring, churn risk prediction, and expansion opportunity identification. Three Python CLI tools provide deterministic, repeatable analysis using standard library only.
+
+## Quick Start
+
+```bash
+# Health scoring
+python scripts/health_score_calculator.py assets/sample_customer_data.json
+python scripts/health_score_calculator.py assets/sample_customer_data.json --format json
+
+# Churn risk analysis
+python scripts/churn_risk_analyzer.py assets/sample_customer_data.json
+
+# Expansion opportunity scoring
+python scripts/expansion_opportunity_scorer.py assets/sample_customer_data.json
+```
+
+All scripts support `--format text` (default) and `--format json` for integrations.
+
+## Scripts
+
+### 1. health_score_calculator.py
+
+Multi-dimensional customer health scoring with trend analysis and segment-aware benchmarking.
+
+| Dimension | Weight | Metrics |
+|-----------|--------|---------|
+| Usage | 30% | Login frequency, feature adoption, DAU/MAU ratio |
+| Engagement | 25% | Support ticket volume, meeting attendance, NPS/CSAT |
+| Support | 20% | Open tickets, escalation rate, avg resolution time |
+| Relationship | 25% | Executive sponsor engagement, multi-threading depth, renewal sentiment |
+
+**Classification:** Green (75-100), Yellow (50-74), Red (0-49)
+
+### 2. churn_risk_analyzer.py
+
+Identify at-risk accounts with behavioral signal detection and tier-based intervention recommendations.
+
+| Signal Category | Weight | Indicators |
+|----------------|--------|------------|
+| Usage Decline | 30% | Login trend, feature adoption change, DAU/MAU change |
+| Engagement Drop | 25% | Meeting cancellations, response time, NPS change |
+| Support Issues | 20% | Open escalations, unresolved critical, satisfaction trend |
+| Relationship Signals | 15% | Champion left, sponsor change, competitor mentions |
+| Commercial Factors | 10% | Contract type, pricing complaints, budget cuts |
+
+**Risk Tiers:** Critical (80-100), High (60-79), Medium (40-59), Low (0-39)
+
+### 3. expansion_opportunity_scorer.py
+
+Identify upsell, cross-sell, and expansion opportunities with revenue estimation and priority ranking.
+
+**Expansion Types:** Upsell (higher tier), Cross-sell (new modules), Expansion (additional seats/departments)
+
+## Input Requirements
+
+All scripts accept a JSON file as positional input argument. See `assets/sample_customer_data.json` for complete schema examples. Required fields vary per script -- see the script `--help` output for details.
+
+## Best Practices
+
+1. **Combine signals**: Use all three scripts together for a complete customer picture
+2. **Act on trends, not snapshots**: A declining Green is more urgent than a stable Yellow
+3. **Calibrate thresholds**: Adjust segment benchmarks per `references/health-scoring-framework.md`
+4. **Prepare with data**: Run scripts before every QBR and executive meeting
+
+## Reference Guides
+
+| Reference | Description |
+|-----------|-------------|
+| `references/health-scoring-framework.md` | Complete health scoring methodology, dimension definitions, threshold calibration |
+| `references/cs-playbooks.md` | Intervention playbooks for each risk tier, onboarding, renewal, expansion procedures |
+| `references/cs-metrics-benchmarks.md` | Industry benchmarks for NRR, GRR, churn rates, health scores by segment |
+
+## Templates
+
+| Template | Purpose |
+|----------|---------|
+| `assets/qbr_template.md` | Quarterly Business Review presentation structure |
+| `assets/success_plan_template.md` | Customer success plan with goals and milestones |
+| `assets/onboarding_checklist_template.md` | 90-day onboarding checklist with phase gates |
+
+## Limitations
+
+- **No real-time data**: Scripts analyze point-in-time snapshots from JSON input files
+- **No CRM integration**: Data must be exported manually from your CRM/CS platform
+- **Deterministic only**: No predictive ML -- scoring is algorithmic based on weighted signals
+- **Revenue estimates**: Expansion revenue estimates are approximations based on usage patterns

package/skills/customer-success-manager/assets/executive_business_review_template.md

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+# Executive Business Review
+
+**Customer:** [Customer Name]
+**Date:** [Review Date]
+**Prepared for:** [Executive Name, Title]
+**Prepared by:** [CSM Name] | [VP Customer Success Name]
+**Classification:** [Strategic / Enterprise / Key Account]
+
+---
+
+## 1. Partnership Summary
+
+| Metric | Value |
+|--------|-------|
+| Partnership Duration | [X months/years] |
+| Current ARR | $[Amount] |
+| Lifetime Value to Date | $[Amount] |
+| Current Plan | [Tier] |
+| Licensed Seats | [Number] |
+| Active Seats | [Number] |
+| Health Score | [Score]/100 ([Green/Yellow/Red]) |
+| NPS Score | [Score] |
+| Renewal Date | [Date] ([X] days remaining) |
+
+---
+
+## 2. Strategic Alignment
+
+### Customer's Business Priorities (This Year)
+
+1. **[Priority 1]** -- [How our solution supports this]
+2. **[Priority 2]** -- [How our solution supports this]
+3. **[Priority 3]** -- [How our solution supports this]
+
+### Alignment Assessment
+
+| Business Priority | Our Contribution | Alignment Score |
+|-------------------|-----------------|----------------|
+| [Priority 1] | [Specific contribution] | [Strong / Moderate / Weak] |
+| [Priority 2] | [Specific contribution] | [Strong / Moderate / Weak] |
+| [Priority 3] | [Specific contribution] | [Strong / Moderate / Weak] |
+
+---
+
+## 3. Value Delivered
+
+### Quantified Business Impact
+
+| Outcome | Metric | Before | After | Business Value |
+|---------|--------|--------|-------|---------------|
+| [e.g., Operational efficiency] | [Hours saved/week] | [Baseline] | [Current] | $[Estimated value] |
+| [e.g., Revenue acceleration] | [Deal velocity] | [Baseline] | [Current] | $[Estimated value] |
+| [e.g., Risk reduction] | [Error rate] | [Baseline] | [Current] | $[Estimated value] |
+
+**Total Estimated Business Value:** $[Amount]
+**ROI:** [X]x return on investment
+
+### Key Achievements This Period
+
+1. [Achievement 1 with measurable outcome]
+2. [Achievement 2 with measurable outcome]
+3. [Achievement 3 with measurable outcome]
+
+---
+
+## 4. Adoption and Engagement Scorecard
+
+### Platform Utilisation
+
+| Module | Adoption Status | Usage Depth | Benchmark | Assessment |
+|--------|---------------|-------------|-----------|------------|
+| [Module 1] | Fully Adopted | [High/Med/Low] | [Benchmark] | [Above/At/Below] |
+| [Module 2] | Partially Adopted | [High/Med/Low] | [Benchmark] | [Above/At/Below] |
+| [Module 3] | Not Adopted | -- | -- | Opportunity |
+
+### Engagement Health
+
+| Indicator | Current | Previous Period | Trend |
+|-----------|---------|----------------|-------|
+| Executive Engagement | [Score] | [Score] | [Up/Down/Stable] |
+| Stakeholder Breadth | [# contacts] | [# contacts] | [Up/Down/Stable] |
+| Meeting Participation | [%] | [%] | [Up/Down/Stable] |
+| Feature Request Activity | [Count] | [Count] | [Up/Down/Stable] |
+
+---
+
+## 5. Account Health Overview
+
+### Health Score Trend (Last 4 Quarters)
+
+| Quarter | Overall | Usage | Engagement | Support | Relationship |
+|---------|---------|-------|------------|---------|-------------|
+| [Q-3] | [Score] | [Score] | [Score] | [Score] | [Score] |
+| [Q-2] | [Score] | [Score] | [Score] | [Score] | [Score] |
+| [Q-1] | [Score] | [Score] | [Score] | [Score] | [Score] |
+| Current | [Score] | [Score] | [Score] | [Score] | [Score] |
+
+### Risk Assessment
+
+| Risk Factor | Level | Details | Mitigation |
+|------------|-------|---------|-----------|
+| [Risk 1] | [High/Med/Low] | [Description] | [Action] |
+| [Risk 2] | [High/Med/Low] | [Description] | [Action] |
+
+---
+
+## 6. Support and Service Quality
+
+| Metric | This Period | SLA Target | Status |
+|--------|------------|-----------|--------|
+| Total Tickets | [Number] | -- | |
+| Avg First Response | [Hours] | [Hours] | [Met / Not Met] |
+| Avg Resolution Time | [Hours] | [Hours] | [Met / Not Met] |
+| Escalations | [Number] | 0 | |
+| CSAT Score | [Score] | [Target] | [Above / Below] |
+| Critical Issues | [Number] | 0 | |
+
+### Notable Support Interactions
+- [Summary of any significant support events and resolution]
+
+---
+
+## 7. Product Roadmap Alignment
+
+### Features Delivered (Relevant to This Customer)
+
+| Feature | Release Date | Customer Impact |
+|---------|-------------|----------------|
+| [Feature 1] | [Date] | [How it helps them] |
+| [Feature 2] | [Date] | [How it helps them] |
+
+### Upcoming Features (Customer-Relevant)
+
+| Feature | Expected Release | Expected Impact |
+|---------|-----------------|----------------|
+| [Feature 1] | [Quarter] | [Business value] |
+| [Feature 2] | [Quarter] | [Business value] |
+
+### Customer Feature Requests
+
+| Request | Priority | Status | Business Case |
+|---------|----------|--------|--------------|
+| [Request 1] | [P1/P2/P3] | [Status] | [Why it matters] |
+| [Request 2] | [P1/P2/P3] | [Status] | [Why it matters] |
+
+---
+
+## 8. Growth and Expansion Opportunity
+
+### Current Whitespace Analysis
+
+| Opportunity | Type | Est. Revenue | Effort | Priority |
+|------------|------|-------------|--------|----------|
+| [Opportunity 1] | [Upsell/Cross-sell/Expansion] | $[Amount] | [Low/Med/High] | [1-5] |
+| [Opportunity 2] | [Upsell/Cross-sell/Expansion] | $[Amount] | [Low/Med/High] | [1-5] |
+| [Opportunity 3] | [Upsell/Cross-sell/Expansion] | $[Amount] | [Low/Med/High] | [1-5] |
+
+**Total Expansion Opportunity:** $[Amount]
+
+### Recommended Next Steps for Growth
+1. [Specific expansion recommendation with business justification]
+2. [Specific expansion recommendation with business justification]
+
+---
+
+## 9. Renewal Outlook
+
+| Factor | Assessment |
+|--------|-----------|
+| Overall Renewal Confidence | [High / Medium / Low] |
+| Budget Availability | [Confirmed / Expected / Uncertain] |
+| Sponsor Support | [Strong / Moderate / Weak] |
+| Competitive Threat | [None / Low / Medium / High] |
+| Value Perception | [Strong / Moderate / Weak] |
+| Contract Satisfaction | [Satisfied / Neutral / Concerned] |
+
+### Renewal Strategy
+[2-3 sentences on the approach for securing renewal, including any specific actions needed]
+
+---
+
+## 10. Executive-Level Action Items
+
+| Action | Owner | Due Date | Priority | Impact |
+|--------|-------|----------|----------|--------|
+| [Action 1] | [Name, Title] | [Date] | [Critical/High/Med] | [Expected outcome] |
+| [Action 2] | [Name, Title] | [Date] | [Critical/High/Med] | [Expected outcome] |
+| [Action 3] | [Name, Title] | [Date] | [Critical/High/Med] | [Expected outcome] |
+
+---
+
+## Appendix
+
+### Stakeholder Map
+
+| Name | Title | Influence | Sentiment | Last Contact |
+|------|-------|-----------|-----------|-------------|
+| [Name] | [Title] | [Decision Maker / Influencer / User] | [Positive / Neutral / Negative] | [Date] |
+| [Name] | [Title] | [Decision Maker / Influencer / User] | [Positive / Neutral / Negative] | [Date] |
+
+### Competitive Landscape (If Applicable)
+- **Known competitors in evaluation:** [List]
+- **Our differentiators:** [Key strengths vs. competition]
+- **Risk mitigation:** [Actions to defend position]
+
+---
+
+**Confidential -- For Internal and Customer Executive Use Only**
+**Next Executive Review:** [Date]