Deliverable
an approved account brief and approach
Current priorities / Deal wins
Bring the right people into the next commercial decision.
Turn relevant executive relationships into substantive account conversations, and build the missing relationships that a credible opportunity needs.
How the outcome takes shape
Existing relationshipCustomer sponsorShared history · current priorities
The customer decisionA defined operating problem
A mutually useful discovery commitment
Missing relationshipsBusiness · Technical · CommercialThe people who evaluate and decide
Relationship access → opportunity fit → agreed evaluation
Define the decision worth advancing
Start with a named account, a material customer problem and a contribution your organisation can support. Agree what would make a first conversation useful to the customer, who owns the commercial mandate and which claims have evidence. A worthwhile opening might be: “Your operating model is changing. Would comparing our experience with your integration priorities help clarify where outside support could contribute?”
Existing people may include a customer executive, former sponsor, operating peer or partner with genuine shared history. Missing people might include the business owner, technical evaluator, financial approver or procurement lead. An old contact list does not establish those relationships.
Conversion / Existing relationships
Convert relevant relationships into a live opportunity
Start with people who recognise the shared context or have had a genuine prior exchange with you.
The executive provides judgement and participates in substantive conversations. StepUp provides research, preparation, coordination and agreed follow-through alongside the executive office and account owner.
Formal commercial evaluation belongs at C4 once there is mutual fit. The sales team owns its opportunity and required approvals. An executive introduction does not bypass technical assurance, procurement or the customer's decision rights.
C1Prioritise existing relationships
Confirm the customer relationships, history, influence and permission to approach; produce an account relationship brief.
C2Open the right conversation
Prepare a reason to reconnect around the customer's current decision; agree a useful discussion agenda.
C3Establish mutual fit
Test the problem, contribution, timing, constraints and buying route together; record a qualified opportunity or a reason to stop.
C4Progress the opportunity
Coordinate the agreed discovery, evaluation, procurement and contracting steps with named owners; record completed customer commitments.
C5Sustain the relationship
Honour follow-through, delivery handoffs and appropriate continuity after a win, loss or pause; maintain an agreed relationship plan.
Building / Missing relationships
Build the relationships the account is missing
Build the missing relationships through a relevant contribution, a legitimate introduction or an appropriate direct approach.
A new person introduced by an existing contact starts in Building. The relationship with the introducer remains in Conversion.
B1Map missing relationships
Identify relevant business, technical and decision stakeholders without an established relationship; explain each person's role.
B2Prepare a credible route
Find an authorised introduction, useful operating insight or relevant direct approach; prepare approved context.
B3Open contact
Make the introduction or approach through the agreed channel; record the response accurately.
B4Establish a two-way relationship
Develop a substantive exchange about their priorities and agree how to continue; record reciprocal engagement.
Continue from the evidence you have
A customer sponsor's introduction can satisfy B2 and B3 together. If the first substantive meeting also establishes an opportunity's mutual fit, B4 and C3 can be evidenced in that exchange. Otherwise continue at the first unmet Conversion step: C2 to open the outcome-specific conversation, C3 to test a particular opportunity, or C5 for welcomed continuity without one. A current agreed record and a live outcome-specific exchange can satisfy C1 and C2. No posting quota or waiting period substitutes for evidence.
B4 establishes a two-way relationship. C3 tests a particular opportunity. Continue at the first unmet Conversion step with one relationship owner; there is no repeated onboarding.
Progress / Evidence
Know what has actually moved
Reciprocal progress
the customer confirms a problem and commits an owner to discovery
Final result
an executed commercial agreement, with realised revenue or delivery results tracked separately. A prepared proposal is not a deal win.
One coordinated programme
Coordinate the mandate
Corporate account work uses corporate approvals and reporting. Any personal board or career objective has separate permissions. One owner coordinates contact with each person across authorised objectives so the account receives one coherent approach.
You
Set the priorities. Bring your judgement to the conversations and decisions that need your involvement.
Your office
Your chief of staff or nominated owner validates context, coordinates existing teams and exercises delegated approvals.
StepUp.One
Research, drafting, conversation preparation, coordination and agreed reporting around the relationships in scope.
Review one priority account
Bring the customer problem, current relationships and next decision. We will identify missing people, examine the first useful conversation and agree one authorised next commitment with an owner. Scope and service terms remain subject to agreement.
- The customer problem and next commercial decision
- Existing sponsors and missing decision participants
- Evidence behind the contribution
- One authorised conversation, its owner and next commitment
Arrange an executive briefingFor you or your chief of staff.