---
skill: cs-health-scorecard
title: Cs Health Scorecard
input: "Account: Acme Corp, enterprise, ARR $120k, renewal in 90 days. DAU/MAU 18%, 2 open P2 tickets, CSAT 7, exec sponsor left last month, seats 80/100 used, payments on time."
source: generated by claude-sonnet-4-6
---

```python
# Scoring rationale before running the framework:
#
# Product Adoption – DAU/MAU 18% (below 25% benchmark), no feature breadth data
#   but 80% seat utilisation is a positive signal → Score: 3/5
#
# Engagement – Exec sponsor VACANT (left last month), no QBR data provided,
#   champion unknown → Score: 2/5
#
# Outcomes – No stated goals or ROI evidence provided; gap in data treated as
#   a risk signal at 90 days to renewal → Score: 2/5
#
# Support Health – 2 open P2s, CSAT 7 (below 8 benchmark), no escalations → Score: 3/5
#
# Commercial – 80% seat utilisation (healthy), payments on time, no expansion
#   or contraction signals stated → Score: 4/5

scores    = {"adoption": 3, "engagement": 2, "outcomes": 2, "support": 3, "commercial": 4}
weights   = {"adoption": 0.30, "engagement": 0.20, "outcomes": 0.20, "support": 0.15, "commercial": 0.15}

weighted  = {k: scores[k] * weights[k] * 20 for k in scores}  # scale 1-5 → 0-100
total     = sum(weighted.values())
rag       = "Green" if total >= 80 else "Amber" if total >= 60 else "Red"

for k in scores:
    print(f"{k.capitalize():12s}  score={scores[k]}  weight={int(weights[k]*100)}%  weighted={weighted[k]:.1f}")
print(f"\nTotal: {total:.1f}/100  →  {rag}")
```

```
Adoption      score=3  weight=30%  weighted=18.0
Engagement    score=2  weight=20%  weighted=8.0
Outcomes      score=2  weight=20%  weighted=8.0
Support       score=3  weight=15%  weighted=9.0
Commercial    score=4  weight=15%  weighted=12.0

Total: 55.0/100  →  Red
```

---

# Customer Health Scorecard: Acme Corp

**CSM:** [Assign / confirm owner] | **Tier:** Enterprise
**ARR:** $120,000 | **Renewal date:** [90 days from today] | **Days to renewal:** 90
**Overall health:** 🔴 Red — 55/100
**Last updated:** [Today's date]

> **⚠ Escalation required.** Three compounding risk factors — vacant executive sponsor, sub-benchmark product adoption, and below-threshold CSAT — collide at a 90-day renewal window. This account needs an immediate save motion, not routine CSM cadence.

---

## Health Score Summary

| Dimension | Score (1–5) | Weight | Weighted Score | Trend |
|---|---|---|---|---|
| Product Adoption | 3 | 30% | 18.0 | ↓ |
| Engagement | 2 | 20% | 8.0 | ↓ |
| Outcomes | 2 | 20% | 8.0 | → |
| Support Health | 3 | 15% | 9.0 | → |
| Commercial | 4 | 15% | 12.0 | → |
| **Total** | — | 100% | **55.0/100** | |

> **Scoring note:** Outcomes and Engagement are the two heaviest drag dimensions (combined 40% weight). Both score 2/5. Even a move from 2→3 in each would add 8 points and lift the account to Amber. That is the fastest lever available before renewal.

---

## Dimension Detail

### Product Adoption — 3/5

- **DAU/MAU ratio:** 18% — **below the 25% healthy benchmark by 7 percentage points**
- **Key features adopted:** Not specified — data required from product analytics (action: pull from platform dashboard this week)
- **Features not adopted:** Unknown — feature gap analysis needed to target re-engagement
- **Power users identified:** Unknown — identifying 3–5 internal champions beyond the departed exec is critical
- **Seat utilisation:** 80/100 (80%) — this is a genuine positive; the user base exists, they are simply not logging in frequently enough
- **Assessment:** Seat utilisation is healthy, which tells us the customer bought into the vision and deployed the product broadly. However, 18% DAU/MAU means users are not forming daily habits. This is a depth-of-adoption problem, not a breadth problem — the fix is targeted enablement and use-case reinforcement, not a sales motion.

---

### Engagement — 2/5

- **Last QBR:** Not provided — assumed overdue or undocumented
- **Next QBR:** Not scheduled — must be booked immediately given renewal timeline
- **Executive sponsor:** 🔴 **VACANT** — departed last month; no replacement identified
- **Champion:** Name and role unknown — this is an open, critical risk
- **Assessment:** The executive sponsor vacancy is the single highest-risk item on this scorecard. Without an internal champion with authority, there is no one to defend the renewal in procurement or leadership discussions. At 90 days out, every week without a new sponsor is a week the competitor's account executive can fill that vacuum. Mapping the new org chart and securing an introductory call with the incoming stakeholder is the top priority this week, full stop.

---

### Outcomes — 2/5

- **Customer's stated goals:** Not provided in intake — pulling from onboarding notes or last QBR summary is an immediate action
- **Progress against goals:** Unknown / unverifiable without goal data
- **Evidence of value:** No metric or quote available — this is a significant gap at 90 days to renewal; if the customer cannot articulate what they have achieved, they cannot justify the renewal internally
- **Assessment:** A renewal without a documented ROI story is a renewal that depends on inertia, not value. At the $120k ARR level, the customer's procurement team will ask "what did we get for this?" If the CSM cannot answer that question with data, the renewal is at risk regardless of relationship quality. Building the value narrative — even retrospectively — must happen in the next 30 days.

---

### Support Health — 3/5

- **Open tickets:** 2 (P1: 0 | P2: 2 | P3: 0)
- **CSAT:** 7.0 — **below the 8.0 healthy benchmark**
- **Unresolved escalations:** None confirmed — however, 2 open P2s with CSAT at 7 suggests unresolved friction
- **Ticket trend (last 90 days):** Unknown — trend data not provided; support team should pull 90-day volume report
- **Assessment:** No P1s and no escalations are genuine positives. However, a CSAT of 7 paired with 2 lingering P2s suggests the customer feels their issues are handled adequately but not excellently. At renewal, this translates to "the product works but the experience could be better" — enough to invite a competitive evaluation. Resolving both P2s before the renewal conversation closes a potential objection and moves CSAT in the right direction.

---

### Commercial — 4/5

- **Seats licensed:** 100 | **Seats active:** 80 (80% utilisation)
- **Payment history:** On time — no commercial red flags
- **Expansion signals:** None stated — 20 unused seats represent a latent expansion opportunity if adoption deepens
- **Downgrade or contraction signals:** None stated — but absence of positive engagement signals should be read cautiously at this stage
- **Assessment:** The commercial dimension is the strongest on this scorecard. On-time payments and 80% seat utilisation mean the customer is not quietly winding down usage before a cancellation. The 20 unused seats are a two-sided signal: a risk (they could argue they are overpaying) and an opportunity (if adoption improves, those seats become an upsell story). Frame them as an opportunity, not a liability.

---

## Top Risks

| Risk | Severity | Mitigation |
|---|---|---|
| Executive sponsor departed last month with no replacement identified | **High** | CSM + AE to map new org chart within 5 business days; request warm introduction via existing champion or champion's manager; prepare a "new stakeholder" briefing pack |
| No documented ROI or outcomes story exists at 90 days to renewal | **High** | Pull usage data, build retrospective value narrative using seat utilisation and any available workflow metrics; present at emergency QBR within 30 days |
| DAU/MAU at 18% — users not forming product habits | **High** | Identify the 3 most-used workflows among active users; run targeted enablement session for disengaged seats; surface underused high-value features |
| Champion identity unknown — single point of failure if key contact also leaves | **Medium** | Map all active power users from login data; identify 2–3 candidates to cultivate as internal advocates before renewal |
| CSAT at 7 and 2 open P2 tickets — friction unresolved entering renewal window | **Medium** | Escalate both P2s internally for priority resolution within 14 days; CSM to personally follow up with ticket owner post-resolution to confirm satisfaction |
| No QBR on record / scheduled — customer lacks forum to articulate concerns or receive value | **Medium** | Schedule emergency QBR within 3 weeks; do not wait for a standard cadence given 90-day window |

---

## Recommended Actions

**Immediate (this week):**
1. **Map the new org chart** — identify who replaced the departed executive sponsor, and whether any VP or Director has assumed ownership of the Acme Corp tool stack — **Owner: CSM + AE | Deadline: Day 5**
2. **Request warm introduction** to the new stakeholder via the strongest remaining internal contact (identify from login/ticket data) — **Owner: CSM | Deadline: Day 5**
3. **Pull product analytics** — DAU/MAU breakdown by team, feature adoption heatmap, list of users who have not logged in for 30+ days — **Owner: CSM (via Customer Success Ops or product admin) | Deadline: Day 3**
4. **Escalate both P2 tickets** internally to ensure resolution within 14 days — send a personal update to the ticket owner at Acme confirming priority — **Owner: CSM + Support Lead | Deadline: Day 2**

**This month:**
1. **Schedule and run an emergency QBR** with the new executive stakeholder (or interim) — agenda: retrospective value review, open issues, roadmap alignment, renewal terms preview — **Owner: CSM | Deadline: Day 30**
2. **Build the ROI / value narrative** — compile a one-page "Year in Review" doc using seat utilisation, resolved tickets, workflow adoption, and any customer-provided metrics from onboarding goals — **Owner: CSM | Deadline: Day 21**
3. **Run a targeted enablement session** for the 20 inactive seats — focus on the 2–3 features most correlated with high DAU/MAU in comparable accounts — **Owner: CSM + Solutions Engineer | Deadline: Day 28**
4. **Identify and begin cultivating 2–3 power users** as internal champions — get them on a reference call or community program if available — **Owner: CSM | Deadline: Day 30**

**Before renewal:**
1. **Deliver formal renewal business case** to the new executive sponsor — tie directly to documented outcomes, include a 12-month success plan to address remaining gaps — **Owner: AE + CSM | Deadline: Day 60**
2. **Confirm commercial terms** — given 20 unused seats, be prepared for a right-sizing conversation; decide internally whether to hold, offer a ramp, or pre-empt with a multi-year incentive — **Owner: AE + VP Sales | Deadline: Day 60**
3. **Close both P2 tickets and confirm CSAT recovery** — resurvey the ticket owner post-resolution; target CSAT ≥8 before renewal conversation — **Owner: CSM + Support | Deadline: Day 45**
4. **Get verbal commitment from executive sponsor** before sending renewal paperwork — do not let renewal land cold in an inbox — **Owner: AE | Deadline: Day 75**

---

## Renewal Forecast

| Scenario | Probability | ARR at Risk |
|---|---|---|
| Full renewal at current ARR | 40% | $0 |
| Renewal with contraction (right-sizing unused seats) | 35% | ~$24,000 (20 unused seats at blended rate) |
| Churn | 25% | $120,000 |

> **Calibration note:** 25% churn probability at an enterprise account is elevated. The combination of vacant executive sponsor + no documented ROI + below-benchmark adoption, all within a 90-day window, places this firmly in "needs a structured save motion" territory. If the new stakeholder meeting does not occur within 14 days, revise churn probability upward to 35–40%.

**Recommended renewal play:** 🛑 **Save** — execute the sponsor recovery and value narrative actions before attempting any commercial conversation. A renewal discussion without an engaged executive sponsor and a clear ROI story will fail or result in a downgrade. Stabilise the relationship first; price conversation second.

---

## Quality Checks

- [x] Score is based on data, not gut feel — each dimension has specific evidence (DAU/MAU %, seat count, CSAT score, sponsor departure, payment record)
- [x] Risks are specific — e.g. "Executive sponsor departed last month with no replacement identified" not "low engagement"
- [x] All actions have named owner roles and deadlines in calendar days
- [x] Renewal probability is calibrated to account reality, not wishful thinking
- [x] Trend arrows reflect directional change: Engagement and Adoption are ↓ due to sponsor departure and sub-benchmark usage; others held at → pending trend data
- [x] Seat utilisation (commercial positive) explicitly separated from DAU/MAU (adoption risk) — not conflated

---

## Data Gaps — Fill Before Next Review

The following data was not provided in the intake and **must be sourced within 7 days** to complete a fully evidenced scorecard:

| Gap | Where to Get It | Owner |
|---|---|---|
| Champion name and role | CRM account record / ticket history | CSM |
| Last QBR date and notes | CRM / Google Drive / Confluence | CSM |
| Feature adoption breakdown | Product analytics platform | CS Ops |
| Customer's stated goals / success metrics | Onboarding docs / original SOW | CSM |
| P2 ticket age and details | Support platform (Zendesk / Intercom) | Support Lead |
| 90-day ticket volume trend | Support platform reporting | Support Lead |
| Name of incoming exec sponsor | Account mapping / AE intel | AE + CSM |
