- Explain whitespace mapping and NRR as the growth frame.
- Use LAER (Land-Adopt-Expand-Renew) for a services motion.
- Make delivery the expansion radar.
Most value creation comes from expanding existing relationships, not new logos — McKinsey's point. So I grow accounts as a designed motion: whitespace-map our services against each client's business units, treat the un-penetrated cells as the pipeline, and run the LAER cycle — Land, Adopt, Expand, Renew. In a consultancy the delivery team is the radar because they have far more client contact than sales; account leadership orchestrates the close. The north star is net revenue retention.
Whitespace
Grid of our services × their buying centres/BUs; red cells are the expansion pipeline.
NRR
Net revenue retention = (start + expansion − contraction − churn) / start; the compounding growth metric.
LAER
Land → Adopt → Expand → Renew (TSIA); expansion is the third stage, after value is proven.
Delivery as radar
Delivery surfaces signals (5-15x more client contact); account leadership qualifies and closes.
- Expansion close rates beat new-logo win rates and cost far less.
- NRR is the executive proxy for relationship strength.
This is the engine of the role; everything else (cadence, AI, playbooks) serves it.
Orium's growth is land-and-expand off composable builds; managed services is the 'Renew' that recurs.
McDonald's 10% annual growth on a renewed $5M retainer is land-and-expand in practice at scale.
How do you actually grow an account?
Whitespace-map our services against their business units, make delivery the radar for signals, qualify and orchestrate the close at the account-leadership level, and manage to NRR. I grew McDonald's 10% a year on a renewed $5M retainer doing exactly this.
“I'd build strong relationships and look for chances to sell more services.”
Expansion is a designed motion: whitespace-map our services against their buying centres, run LAER, make delivery the radar and account leadership the closer, and manage to NRR — the cheapest growth there is. I've grown a $5M retained account 10% a year this way.
Situation: A healthy delivery account has flat revenue and no surfaced opportunities.
Move: Run a whitespace/architecture review, define the delivery→account-leadership handoff, target the top two gaps.
Outcome: Flat account becomes a forecastable expansion pipeline.
Drill me on whitespace mapping and NRR, and make me connect McDonald's growth to the LAER motion.
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