Customer Success Foundation

Produce a first complete and usable asset for Customer Success Foundation. The objective is to remove ambiguity around onboarding, health scores, support, renewal and expansion, give the founder a decision-ready output, and make it clear whether the venture should progress, repeat the task with stronger evidence, escalate to expert support, or move into a linked stage.

Bertie or a programme manager assigns Customer Success Foundation when the venture needs a decision-ready output for this group. Typical triggers include group-gate reviews, evidence gaps identified by the co-pilot or founder request.

ICP hypothesis; product/MVP status; customer evidence; pricing assumptions; early traction or pipeline data; draft inputs or template to complete; specific context for onboarding, health scores, support, renewal and expansion.

1. 1Audit Existing Customer Success Assets and Frameworksexpand_more

   Audit all current customer success materials, onboarding documentation, support logs, and account expansion notes across the venture. Map these baseline inputs against the standard Customer Success Foundation template to identify structural gaps and existing operational data.

   Objective

   Completing this action establishes a clear baseline of existing customer success collateral and identifies missing operational mechanisms. It ensures the venture builds upon real operational learnings rather than starting from scratch, saving time and highlighting immediate procedural risks.

   What's expected

   The founder must present an audited inventory of current customer success materials mapped directly into the Customer Success Foundation template structure. This includes tagged current processes, raw support records, and explicit notes on structural gaps across onboarding, retention, and expansion.

   Consultant stress-test · 5 questions

   1. 1.What specific operational data from your initial customer cohort was used to benchmark this baseline template?
   2. 2.How did you differentiate between documented customer success processes and informal, ad-hoc founder interventions?
   3. 3.Where are the critical disconnects between your current support documentation and actual customer friction points?
   4. 4.Why have you chosen to adapt existing materials rather than replacing obsolete onboarding steps entirely?
   5. 5.How does this baseline asset reflect the actual resources available to manage customer accounts today?

   Open action arrow_forward
2. 2Map Customer Lifecycle Across Core Pillarsexpand_more
3. 3Populate Core Sections with Empirical Operational Dataexpand_more
4. 4Align Customer Success Strategy with Venture Thesisexpand_more
5. 5Stress-Test Framework to Expose Operational Gapsexpand_more
6. 6Finalise and Package Asset for Data Room Deploymentexpand_more

• A data-room asset titled Customer Success Foundation
• A completed working asset, template, framework or decision-ready document that can be stored in the data room
• It should update the venture DNA with specific evidence or decisions about onboarding, health scores, support, renewal and expansion, create a visible milestone in the founder journey, and generate one or more recommended next tasks

A mentor or evaluator can review the output at the group gate. Programme managers can require an advisor checkpoint before Bertie moves the venture forward.

Draft your output and let Bertie review it