Val's work: a value review after the sale
Nine months in: what was promised, what the customer confirms, what is slipping
A value review Val produced for an analytics vendor's regional health system account, measured against the business case the customer bought on. This is the document that opens the renewal conversation.
Sample output from a demo account. The companies and people are fictional and the figures are illustrative. The structure and the standard for every number are what Val applies to a real account.
Summary, period January to September
Three quarterly readings · all figures client-reported, labeled as suchThe customer reports both legacy tools retired, $410,000 a year, the full run-rate the case promised. The monthly board pack is reported at 6 to 7 business days against a target of 5, and 78% of regulated data sources are under central policy against a target of 90%.
Sign-off. The first two quarters' readings are confirmed by the customer's analytics director. Of the latest quarter, one reading is confirmed; the others are not yet confirmed and are not shown as confirmed anywhere.
Lever by lever: promised against measured
The contrast a renewal is decided on| Lever | Promised in the case | Measured, by quarter | Source | Confirmed | Status |
|---|---|---|---|---|---|
| Faster report and close cycles | 14 to 5 business days per monthly board pack | 9 · 7 · 6 days | Customer, from the quality office calendar | yes · yes · not yet | On track |
| Analyst time back from data prep | 15 to 9 hours a week | 12 · 11 · 10 and 11.5 hours | Customer, self-estimate survey; a second finance estimate for the latest quarter | yes · yes · not yet | At risk |
| Regulated data under central policy | 35% to 90% of sources | 58% · 71% · 78% | Customer compliance inventory | yes · yes · yes | On track |
| Legacy tool consolidation | $410,000 a year retired from year 2 | $150,000 · $410,000 · $410,000 a year | Customer IT and finance, retired invoices | yes · yes · not yet | On track |
| Certified executive dashboards | 20% to 85% | No measurement | Unmeasured |
What Val flagged, and who owns it
Said early, before the renewal finds outThe discrepancy
For analyst prep time in the latest quarter, the analytics team's survey says 10 hours a week and the finance team's own estimate says 11.5. Both are estimates, neither is confirmed, and they may cover different populations: the finance figure may include 38 revenue cycle analysts who were not in the original baseline. Val kept both rows, averaged nothing, and escalated before either figure could appear in a customer-facing summary. The fix that ends the argument is the timesheet pull the original case used.
The lever nobody is watching
Certified executive dashboards has no reading in any quarter because the customer has no list of which dashboards count as executive-facing. Val labels it unmeasured, not zero and not on track, and assigns the first count to the customer success manager and the analytics director with a date.
| What | Who | By when |
|---|---|---|
| Confirm the latest quarter's readings for the board pack and the tool consolidation | Customer analytics director, requested by the CSM | 3 weeks |
| Settle the analyst prep figure: agree the population, re-run the timesheet pull | Analytics director with customer finance | 7 weeks |
| Agree the executive dashboard list and take a first count | Analytics director with the CSM | 6 weeks |
| Next reading, 30-day cadence | CSM | 4 weeks |
What to notice
- Promised, confirmed and reported are three different columns. A number the customer has not confirmed is never shown as confirmed.
- An unmeasured lever is called unmeasured. It is not quietly dropped and not quietly counted as fine.
- Two figures that disagree are both kept and escalated. Val does not average a disagreement away.
- Every open item has an owner and a date. The review is a plan, not a scorecard.
Start at the beginning
This review measures against a business case built the same way. See the business case Val built for another account.