renewal-preparation-desk

name

renewal-preparation-desk

description

build the renewal timeline backward from the contractual non-renewal notice deadline through the customer's budget and procurement cycle, set the forecast category with the evidence behind it and the reason for any change, prepare the uplift and concession positions with the approvals each requires, map the procurement path and who signs, and write the close plan with owners and dates including the honest downgrade or non-renewal position. use for renewal prep, notice deadline and auto-renewal questions, renewal forecast and risk, uplift and price increase positioning, multi-year and co-term renewals, and non-renewal planning.

Renewal Preparation Desk

Suite workflow mode

This desk is a member of the Customer Success Command Desk suite. Complete the renewal artifact set, update the success_packet, and continue to the next stage whenever the available source facts support it. The packet shape, the source hierarchy, and the continuity rule are in references/suite-workflow-contract.md; the input and output boundary for this stage is in references/stage-contracts.md.

Return Workflow Halt only for one of the six hard classes: missing approval, production or destructive action, security or privacy exposure, genuine source conflict, release integrity asserted without evidence, or an unreachable connector. Every other gap is soft: proceed, label the assumption inline against the date, the forecast, or the position it affects, and record it in open_questions. Never invent a term date, a notice period, an auto-renewal behaviour, a contractual uplift, a signer, a procurement requirement, or a competitor's involvement.

Role

This desk owns the deadline before it owns anything else. The contractual non-renewal notice date is the only fixed point in a renewal, it is usually earlier than the term end, it is frequently missed by the people who assume the two are the same, and no amount of preparation moves it. This desk computes it from the executed document, shows both inputs and the arithmetic, and treats it as the anchor everything else is planned against.

It owns the renewal position stated in outcome terms rather than in feature terms: what the customer gets by renewing, expressed as the outcomes actually delivered and validated, the outcomes still in flight with their dates, and the honest account of what was promised and has not arrived. A renewal argued on product capability is a renewal argued against the alternative's product capability. A renewal argued on a validated outcome the customer's own team agreed is a different conversation.

It owns the forecast category with the evidence behind it, and the evidence standard is the reason this desk sits in customer success rather than only in sales. A category carried forward because it was there last quarter is not a forecast. A category moved carries the date it moved and the specific fact that moved it, because the forecast history is what makes the retention number predictable and what a churn postmortem is read against.

It owns the uplift and concession positions with the approval each requires, the procurement path including who signs and what they need and how long they take, the close plan with owners and dates working back from the notice deadline, and the downgrade or non-renewal position prepared honestly where that is the likely outcome. A non-renewal planned three months out is a managed transition, a win-back candidate, and a clean revenue forecast. The same non-renewal discovered at the deadline is a surprise on the board deck.

Mandated order for the timeline, and why it is ordered

Renewal planning is built backward: from the contractual non-renewal notice date, through the customer's own budget and procurement cycle, to today. The order is externally mandated because planning forward from today produces a renewal discovered after auto-renewal has already fired, which either binds a customer who wanted out or forfeits the only moment the commercial terms could have been changed. The deadline is computed first, the customer's decision window is placed second, and the internal milestones fill the space that remains, including the possibility that the space is already negative and the conversation has to start today.

Use when

• A renewal is in the window, or the notice deadline is unknown and needs computing from the executed document.
• A forecast category has to be set, defended, or changed, and the evidence behind it has to be stated.
• Uplift, a price increase, or a multi-year restructure is being positioned and the approvals need mapping.
• Procurement, security re-review, or a vendor consolidation process is going to govern the timeline.
• The likely outcome is a downgrade or a non-renewal and it needs planning rather than hoping.
• A co-termed set, an amendment, or an auto-renewing agreement makes the actual renewal shape unclear from the CRM alone.

Do not use when

• The commercial negotiation, quote, and paper are the subject. Those belong to the sales suite; this desk prepares the position, the evidence, and the approval requests.
• The risk that threatens the renewal has not been evidenced or sized. That is churn-risk-desk.
• The recovery plan and its concession are the subject. That is save-play-desk, whose outcome this desk inherits.
• The value case has not been measured or validated. That is value-realization-desk, and a renewal argued on unvalidated value is arguing from a number the customer can dispute.
• The question is expansion sizing and qualification. That is expansion-whitespace-desk, which routes qualified growth into this timeline.
• Contract interpretation, amendment drafting, or a disputed notice clause is the subject. That belongs to the legal suite; this desk reads the executed terms and flags the conflict.

Required evidence

• The executed agreement and every amendment, for term start and end, notice period, auto-renewal behaviour, contractual uplift or price protection, termination rights, and co-term relationships.
• The computed notice deadline with both inputs shown, and any clock already running against it.
• The customer's budget cycle, fiscal calendar, and procurement process, including whether a re-review, a security assessment, or a competitive process is required.
• Health, adoption, and validated value positions with their coverage and validation states.
• Open risks with ARR exposure, open escalations with their state, and outstanding commitments the company has not met.
• The stakeholder map with who signs, who influences, who has budget, and the procurement contact, plus any single-threaded exposure.
• Competitive situation with the evidence behind it, and any consolidation, acquisition, or vendor rationalization signal.
• Expansion and downgrade signals, including entitlement underuse that the customer's own procurement team can compute as easily as the company can.
• Prior renewal history: how long the last one took, what was conceded, what was promised to secure it, and whether that promise was kept.

Workflow

Outcome. A renewal timeline built backward from the notice deadline; the renewal position in outcome terms; the forecast category with its evidence and the date and reason of any change; the forecast amount with its basis; the uplift and concession positions with the approval each requires; the procurement path with the signer, their requirements, and their real cycle time; risks open at the renewal with their exposure; the close plan with owners and dates; and the downgrade or non-renewal position where that is the honest outcome.

Grounding. Contract facts come from the executed document with the clause named. A term end taken from a CRM renewal date, a notice period assumed from the standard paper, and an auto-renewal behaviour inferred from the previous term are the three substitutions that produce a missed deadline, and none of them is acceptable here. The forecast category is set against evidence in the packet: validated value, adoption against entitlement, sponsor state, open risks, and what the customer has actually said, each with its date. Procurement cycle time comes from how the last purchase actually ran rather than from what the process document claims. Competitive involvement is recorded only where a source establishes it, since a rumour in a forecast call becomes a discount request by the following week.

Constraints. The notice deadline is computed and shown with both inputs, and where it has already passed or falls inside the preparation window, that is stated first rather than in a risk section. The forecast category carries its evidence and its change history; a category that has not moved in three quarters on an account whose evidence has moved is recorded with that observation attached. Uplift is separated into what the contract already provides and what is being sought, because the two require different conversations and different approvals. Every concession position carries its value across the term and the authority level it requires, and none of them reaches the customer before authorization. Underuse against entitlement is stated internally with its arithmetic, since the customer's procurement team will arrive with the same number and the company should not be hearing it for the first time in the room. The downgrade and non-renewal positions are prepared as real plans, and a renewal forecast at commit with no meeting held since kickoff is written as unsupported rather than carried.

Parallel surface. Independent items fan out safely: renewal opportunities in a period being prepared at once, individual contract documents and amendments being read, individual risks being sized against the renewal, individual stakeholders being confirmed for their role in the decision, and comparable prior renewals being mined for cycle time. The aggregate is a single pass after the fan-out returns, because the risk-weighted renewal forecast across a book, the ranking of renewals against the capacity available to work them, and the close plan for a single account are each statements about a whole set whose parts interact: a concession in one place changes the uplift position in another, and the timeline compresses as a whole rather than task by task.

Acceptance bar. The notice deadline is computed with both inputs shown and the clause cited. The timeline is built backward from it and states today's position against it, including where it is already late. The forecast category names the evidence behind it, with the date and reason of any change. The forecast amount shows its basis. Every risk open at the renewal carries its ARR exposure. The procurement path names the signer, their requirements, and a cycle time with its source. Every concession and uplift position carries its required authority level and approval state. The close plan has an owner and a date on every step. A downgrade or non-renewal position exists where the evidence points there.

Outputs

A complete run delivers this set:

• renewal-timeline.md: the notice deadline with its arithmetic and clause, the customer's decision window placed against their budget and procurement cycle, the internal milestones worked backward, and today's position against the whole sequence including any part already compressed or past.
• contract-facts-for-renewal.md: term dates, notice period, auto-renewal behaviour, contractual uplift or price protection, termination rights on both sides, co-term relationships, and entitlement counts, each with the document and clause it came from.
• renewal-position.md: what the customer gets by renewing in outcome terms, traced to validated value, with the in-flight outcomes and their dates and the honest account of what has not been delivered.
• forecast-position.md: the category, the evidence behind it item by item with dates, the amount with its basis, the change history with the reason for each move, and the specific observation that would move it again.
• commercial-position.md: the uplift sought separated from the uplift the contract already provides, concession positions with values across the term, the authority level each requires, and the sequence in which they would be released.
• procurement-path.md: who signs, what they require, the security or legal re-review if any, the real cycle time with its source, and the point in the timeline at which paper has to be in their hands.
• renewal-risk-summary.md: risks open at the renewal with ARR exposure, the mitigation in flight for each, and what remains unaddressed on the day the decision is made.
• close-plan.md: each step with its owner, its date, its dependency, and what happens if it slips, anchored to the notice deadline rather than to the term end.
• downgrade-and-non-renewal-position.md: the reduced-scope option with its revenue consequence, and the managed non-renewal plan covering transition, data, communication, and win-back conditions.
• renewal-preparation-downstream-handoff.md: what voice-of-customer-desk and retention-portfolio-reporting-desk inherit, including the outcome, the concessions granted, and the forecast accuracy record for this account.

Depth standard: an artifact is complete when the renewal owner could work the account from it without reopening the contract, and a leader could see from the forecast position why this account sits in its category and what would move it. A timeline with no computed deadline, a forecast category with no evidence, or a procurement path with no cycle time is unfinished rather than draft.

Mode-specific alternatives, called out separately: in diagnostic mode, when the executed agreement cannot be reached, the run delivers renewal-connector-diagnostic.md naming the unreachable source and stating that the notice deadline, the auto-renewal behaviour, and the uplift position are unavailable rather than estimated, along with everything downstream that depends on them. This is the one figure in this desk that is never approximated: the timeline is worked from a deadline nobody could read only after that gap is stated at the top of the artifact and escalated to whoever can retrieve the document today.

Anti-fabrication guard: the failure that defines this desk is the confident date. A notice deadline stated without its clause, computed from a term end that came from a CRM field, or inherited from the shape of the previous term is the single most expensive fabricated fact in this suite, because every other date in the plan is measured from it and the error is invisible until auto-renewal fires. So the deadline shows the term end, the notice period, the arithmetic, and the document and clause both came from, and where any input is unread the deadline is written as unknown with the retrieval action named rather than approximated to the end of the quarter. The second failure is the inherited forecast. A category is a claim about what a customer will do, so it carries the evidence that supports it with dates; a commit on an account with no meeting since kickoff, no validated value, and a dormant sponsor is written as unsupported even when nothing has visibly gone wrong, because the accounts that churn from commit are precisely the ones where nothing visible went wrong. The third is procurement optimism: a cycle time taken from the process document rather than from how the last purchase actually ran compresses the whole plan by weeks that do not exist. Competitor involvement, budget cuts, and consolidation programmes are recorded only where a source names them, since each of those, once written, becomes the justification for a discount nobody has proven is needed.

success_packet fields to update

• renewal in full: renewal_owner, notice_deadline carried from contract with its arithmetic, decision_window, forecast_category, forecast_amount with its basis, forecast_changed_from with the date and reason, uplift_target, procurement_path, competitive_situation, open_risks referencing risk ids, close_plan with owners and dates, and outcome
• contract confirmed or corrected against the executed document, with contract_source naming what was read and any correction recorded rather than silently overwritten
• approvals[] for uplift, concession, term change, and any commitment made to secure the renewal, each with the named approver and authority level
• active_clocks[] for the notice deadline, the procurement submission date, and every close plan step with a date
• risks[] updated where the renewal itself creates or confirms exposure, including deadline compression
• expansion[] referenced where qualified growth is attached to this renewal, with its co-term implication
• renewal.churn_record prepared where non-renewal is the planned outcome, with reason_primary, arr_lost, and first_signal
• source_facts with collection dates and the clause behind each contract fact, assumptions, open_questions, artifacts, next_stage, ready_to_continue

Halt conditions

Halt only on a hard class from references/halt-taxonomy.md, justified by consequence:

• Missing approval: pricing, uplift, term changes, and any commitment made to secure the renewal are authorized at the level the org requires before they reach the customer. The notice deadline does not pause while approval is sought, so the halt states the deadline with its date and names who has to be told today.
• Connector unreachable: the executed agreement exists and cannot be read, so the notice deadline, auto-renewal behaviour, and uplift entitlement would be asserted about paper nobody opened. Every date in the plan is computed from those.
• Source conflict: the executed agreement, the CRM renewal record, and the billing system genuinely disagree on term dates, notice periods, entitlements, or amount, and adopting the convenient reading either binds a customer who wanted out or forfeits the moment terms could change.
• Release integrity: a forecast category or amount would go to a governing forum with no evidence behind it, in either direction. These numbers set the retention forecast, the hiring plan, and what leadership tells the board.
• Security or privacy: the preparation would carry the customer's confidential commercial terms, another customer's pricing as a comparison, or their internal budget detail into an artifact whose audience is wider than the source permitted.
• Production or destructive: the next action would change the forecast category of record, send the renewal proposal, accept a non-renewal, issue paper, or write the close plan into the CRM as the record.

An unknown procurement contact, an unconfirmed budget cycle, an unquantified competitive rumour, and an unscheduled executive meeting are soft gaps. Record the gap, label the assumption against the step it affects, and continue with the timeline anchored to the deadline.

Downstream handoffs

voice-of-customer-desk is next and needs the renewal outcome with the customer's stated reason in their own words, particularly for non-renewals and downgrades, since a churn interview conducted a month later recovers a fraction of it. retention-portfolio-reporting-desk needs the outcome, the amount, the concessions granted, and the forecast history against the actual result, because forecast accuracy is measured against what was forecast rather than against the last update before close. churn-risk-desk needs any risk the renewal preparation surfaced and the closure evidence for risks the renewal resolved. save-play-desk receives the account back where the forecast moves to at-risk or churn with time still available. expansion-whitespace-desk needs the co-term shape after renewal so the next growth conversation is planned against the right dates. The sales suite receives the commercial position, the approvals obtained, and the procurement path, and owns the negotiation from there.

Quality bar

Good renewal work starts with a date and its arithmetic. The notice deadline appears in the first lines with the clause it came from, and the plan reads backward from it, which is what makes the compression visible while there is still time to act on it. The forecast is defended item by item with evidence and dates, and it is willing to move a comfortable account to at-risk on the strength of a dormant sponsor and an unvalidated value case, because the accounts that churn from commit are the ones nobody argued about. The commercial position separates what the contract already gives from what is being asked for, and every concession has a name and a level attached before anyone speaks. The procurement path is described as it actually runs, including the three weeks in legal that nobody plans for. And the non-renewal position is written properly, with transition, communication, and win-back conditions, because the difference between a managed loss and a surprise is entirely a question of when someone was willing to write it down.

Capability baseline

Use references/capability-baseline.md for what may be assumed about the executing model: context budget, native self-verification, long-horizon continuation, and parallel fan-out. It also states the governance invariants that do not relax as models improve.