The challenge

As the business looked to strengthen growth across priority markets, it needed a more disciplined approach to account planning and prioritisation. There was a need for greater visibility across account health, clearer strategic focus within existing accounts, and a more structured way to identify and pursue new-logo opportunities. Alongside broader sales excellence activity, account growth required a repeatable governance model that could support quarterly reviews, improve prioritisation, and create stronger alignment between account strategy and commercial execution.

This was particularly important in Europe, where key accounts and growth opportunities needed to be managed more consistently. The business wanted a practical framework that would help teams assess account health, focus on the most relevant opportunities, and translate account strategy into a clearer growth agenda.

The approach

The project introduced a more structured account growth framework built around quarterly review routines, standardised planning tools, and clearer portfolio oversight. Guidance was established for the quarterly account review process, supported by an Account Planning Workbook designed to help account teams review progress, update plans, and prepare for account review meetings in a more consistent way.

Alongside this, an Account Portfolio Summary was introduced as a one-page view of account health, combining RAG status, current opportunity lists, and summarised account strategy. A tiered new-logo prospect framework was also developed to help teams focus effort on the highest-fit prospects and drive more proactive pipeline creation. Together, these tools gave the business a more practical and scalable way to manage both account development and new-logo growth.

The framework was then applied across priority accounts in two European markets, creating a stronger base for more disciplined review cycles and clearer commercial prioritisation.

The results

The outcome were now an established, consistent and actionable account planning model across key markets. Teams had clearer visibility of account health, a more structured basis for quarterly review discussions, and a stronger framework for prioritising both existing-account growth and new-logo development. Rather than treating account strategy as a one-off planning exercise, the business created a more repeatable governance routine linked to execution.

Just as importantly, the work laid the foundation for stronger account growth discipline going forward. With structured templates, portfolio summaries, and prospect targeting tools in place, the business was better positioned to focus commercial effort where it mattered most, track progress more consistently, and strengthen the link between account strategy, pipeline development, and growth execution.