The CEO sees that retention threatens the growth outcome, which functions are involved, and the decision date—without receiving an operational work queue.
Where the company needs leadership.
A whole-company view of performance against the plan, the functions behind it, and the few decisions that require chief-executive attention.
The company has two retention answers. Neither can guide the plan yet.
CRM shows 91.8%; the contract-and-billing standard shows 84.6%. Four functions are involved, but the CEO sees one enterprise consequence: the Durable Client Growth commitment cannot be judged.
A glimpse across the business
Profitable growth
- FY26 forecast $48.2m
- Delivery margin 26.8%
Margin is 2.2 points below plan
Durable client growth
- Pipeline coverage 3.2×
- CAC payback 14.2 months
Retention weakness concentrated in two segments
Reliable delivery
- On-time delivery 92.1%
- 3 of 4 commitments on course
Client intervention requires 420 hours
Client value and retention
- Retention 84.6% candidate
- $3.4m renewal value at risk
18 accounts require an intervention
Commercial control
- Forecast accuracy 91%
- 20 source exceptions
CRM and billing do not reconcile
Scalable operations
- 86 employees
- 99.96% critical-system uptime
Two integration roles remain open
2 decisions or risks
Two defensible definitions produce 91.8% and 84.6%. The financial basis, business rule, and acquired-account exception need resolution.
Before Aug 14Finance and Operations propose a $420k Q4 capacity shift.
Decision Aug 18