Question · Acme Corp
As Acme moves from selling equipment to running outcomes for our customers, what is the one change that would most help us serve them better and grow faster?
Greenlit
Every enterprise customer has one accountable owner and one shared view of their account by the end of Q2.
The idea people ranked
Give every enterprise customer one accountable owner and one shared view of their equipment, contracts and open issues, so no customer has to repeat their story to three different Acme teams.
Where it came from
Added September 7, 2026, by Priya Raman, Service Operations.
How people made it better
- Start with the 120 largest accounts. Each gets a named owner and a one-page account plan before we build any new tools. (Sales)
- The shared view must show open service tickets, contract renewal dates and unpaid invoices on one screen. (Technology)
- Owners need authority to approve credits up to $25,000 and to pull in a specialist from any team within one working day. (Finance)
- Contract terms differ by country. Legal should publish one checklist of what an owner may promise in each region. (Legal)
- Plants need a named contact for each large customer so quality issues reach the owner within hours. (Manufacturing)
- Risk: owners could become a bottleneck. Cap each owner at 15 accounts and review the load every quarter. (Operations)
- Measure repeat contacts per issue before and after, so we know whether it works. (People)
- Tell customers who their owner is, in writing, with a direct number. It is the first thing they will notice. (Customer service)
Problem and opportunity
Problem Large customers deal with three or more Acme teams about a single issue, and are asked to repeat their story each time.
Opportunity One owner and one view cut repeat contacts and make renewals easier to win.
Impact
| Measure | Now | Target | Value |
|---|---|---|---|
| Enterprise customers with a named owner | 34% | 100% | Fewer hand-offs |
| Customers contacting us 3+ times about one issue | 27% | 10% | About 9,000 service hours a year |
| Net revenue retention | 104% | 108% | About $38M a year |
Guardrail Customer satisfaction stays at or above 8.2 during the change.
Owner and next steps
Owner Marcus Bell, SVP Customer Success
Executive sponsor Priya Nair, Chief Operating Officer
First 30 days Name owners for the 120 largest accounts and agree what each owner can decide alone.
Days 31 to 60 Launch the shared account view for Sales, Service and Finance in North America.
Days 61 to 90 Extend to EMEA and Asia Pacific and report first results to the executive team.
Decision needed Agree that owners can approve credits up to $25,000.
Next step Name owners for the 120 largest accounts