Expand existing accounts
Connect proven delivery to new priorities, develop relationships across the next buying centre and help informed supporters carry your case through the decision.
More of the account. Stronger relationships. Additional business.
Scope and investmentBeyond the first engagement
Winning an engagement gives you a position. Expanding it means earning trust from people who may never have worked with you.
Another division has different priorities. Another country has an established provider. Finance needs a business case. A programme sponsor needs evidence that you can deliver beyond the work you hold.
Good work in one part of an account needs people who can explain its relevance elsewhere.
Account Graph → Deal Graph
The account view shows where attention may belong. The deal view turns one selected opportunity into specific people, evidence, dependencies and actions.
Holds the wider customer context.
Shows what one particular win requires.
What is learned in each deal updates the Account Graph. The wider account context sharpens every Deal Graph.
The expansion programme
Six connected responsibilities take an account from an attractive gap to a pursuit with relationships, evidence and accountable next actions.
Start with current projects, delivery results, client feedback and the relationships already earned. Investigate adjacent programmes, divisions, countries, capabilities and executive priorities.
Understand what matters to new stakeholders. Contribute through relevant research, a thoughtful comment, a useful answer, an introduction or approved delivery evidence connected to their own problem.
Connect sponsors, finance leaders, technical evaluators and procurement owners to their different concerns. Identify the missing relationships and prepare the contribution each conversation needs.
Investigate where a platform, adviser or implementation partner could create a route to the work, and where an incumbent leaves a specific need unmet.
Coordinate relevant meetings, capture authorised notes, track questions and follow through as the buyer moves through assessments, references, business cases and approvals.
Preserve expectations, commitments and relationship history when work is won. Record what changed when a pursuit is lost or deferred. Feed every result back into the account picture.
Small assignments. Major programmes.
A smaller assignment can establish proof for a wider role. A major transformation can involve several buying groups, countries, partners and approval paths.
Both need an explicit objective and a relationship plan. Their demands on people, time and expertise will differ.
Deal opportunities, each with its own currency, contract scope, term and total contract value.
This is not a client result, minimum engagement or promised growth trajectory.A large pipeline is useful only when its opportunities can withstand scrutiny.
One method, applied to expansion
The same five phases and 20 steps support Break In, Expand and Protect. In an established account, relationships continue from their current position and several opportunities can run at once.
Explore all 20 stepsInvestigate delivery, white space and deal hypotheses. Recommend where to invest.
Set growth priorities, explain capabilities and agree the pursuits.
Build account and deal views. Identify authority, relationship gaps and decision requirements.
Add history, specialist judgement, introductions and internal context.
Develop useful engagement and coordinate contributions around stakeholder priorities.
Supply expertise, approved evidence and direction on sensitive situations.
Prepare and coordinate relevant conversations. Record questions, decisions and actions.
Lead meetings, shape the solution and make commitments.
Follow through, update the graphs and maintain continuity through decisions and delivery.
Resolve issues, negotiate, deliver and direct further investment.
Agree the account baseline, priority buying centres, initial pursuits, ownership and capacity. Existing relationships continue from their current position. Each new relationship receives at least 90 days of useful contribution before we initiate a commercial ask. An explicit buyer request can be answered sooner.
Client experience · A regulatory services business
A continuing engagement that grew across divisions, countries and commercial priorities.
One division. One country.
The mandate widened around three months later.
Further divisions, markets and relationships followed.
Nearly seven years on, 30+ StepUp.One professionals support the business across divisions and countries.
This shows how our own client partnership expanded. Client identity withheld.
Progress and investment
A meeting or accepted connection is evidence of activity. Additional business contracted and revenue recognised are commercial results.
Scope and investment
Scope reflects the buying centres, countries, relevant stakeholders, decision complexity and professional capacity receiving active support.
Your proposal sets out responsibilities, work, fees, review arrangements and terms before the programme begins. A new major pursuit may require an agreed change in scope.
Bring one accountPractical questions
Yes. We start with the buyer process, relationships and evidence already available, then identify the important gaps. Existing familiarity carries forward. A deadline cannot guarantee access, trust or a buying decision.
Attention follows the agreed pursuit and its strategic value. A smaller assignment may create essential proof or access for future business. We agree what it merits alongside the account’s other opportunities and available capacity.
No. They own the account strategy, solution and commercial response. StepUp.One supports research, relationship development, coordination and follow-through. Your authorised leaders make commitments.
Yes. Existing business needs continuity while new opportunities develop. Both use the shared account understanding. Retention and additional business remain separate outcomes with agreed ownership.
No. Customer need, funding, buying process, competition, your offer and delivery capability determine the result. The service makes the work around those decisions accountable and reviewable.
A conversation about the work ahead
Bring the position you hold, the delivery you can build on and the opportunity you want to pursue. We will discuss the white spaces, buying decisions and relationships your team needs to develop next.
Bring one account