Customer Health

Quota utilization, adoption risk, expansion signals and upcoming renewals across the Enterprise book of business.

CSM
All CSMs
Company size
All sizes
Est. ARR
All ARR
Active filters

CSM books

Health segments

Based on quota pace. Click a bar to filter, click again to clear.

Quota pace distribution

Customers with a finite quota, by projected end-of-term utilization.

Segment mix by

Share of customers in each health segment.

Renewals, next 12 months

Customers by renewal month, colored by health segment.

Engagement vs. utilization

Enabled users (log scale) against quota pace. Top-left = many users, low usage.

Product version adoption

Older versions signal upgrade and enablement conversations.

Accounts

Legacy pricing: estimated price points

Legacy customers grouped by workflow quota. Each group is matched to the execution-based tier that covers its median annual run rate, stepping up at least one tier per group so bigger quotas cost more.

Assumptions

What this dashboard assumes about the data, and how each number is derived. Estimates are for sizing the book, not actual contract values.

The data

  • Customer types. Execution-based = pricing_plan "Enterprise (executions-based)". Legacy pricing = pricing_plan "Enterprise", the core plan with a workflow quota.
  • Cumulative total executions are lifetime executions for the customer. They are not used for pricing.
  • Cumulative billable executions cover the current billing period, which is the contract year, and reset at each anniversary. This fits the data: pct_quota_used equals billable executions divided by the annual quota for every execution-based customer, and billable executions shrink as a share of total the older the contract is.
  • A quota of -1 means unlimited. A blank quota is treated the same way.
  • Renewal date is the next anniversary of Contract_Start_Date after each row's As of Date. Contracts are assumed to be annual and to auto-renew on that date.

Usage and health

  • Utilization is the pct_quota_used column: active workflows vs. workflow quota for legacy pricing, billable executions vs. annual execution quota for execution-based.
  • Annual run rate = billable executions divided by the share of the contract year elapsed. It assumes usage is spread evenly across the year. Contracts less than 30 days into their year use billable executions as-is.
  • Quota pace projects utilization to the end of the contract year the same way. Legacy customers use current utilization, because active workflows are a point-in-time count, not a running total.
  • Health segments by quota pace: At risk under 5%, Low adoption 5 to 30%, Healthy 30 to 80%, Expansion 80 to 100%, Over quota 100% or more. Unlimited customers have no quota to measure against.

Pricing and ARR

  • List price only. All ARR uses the price list tab. Discounts, multi-year deals and add-ons are unknown and not reflected.
  • Execution-based (contracted). Each annual execution quota is priced from the list. Quotas between list tiers are interpolated between the two closest tiers, and quotas under 600K are prorated from the $20,000 entry price.
  • Execution-based with unlimited quota (estimated). Priced at the smallest tier that covers the customer's annual run rate. This applies to 3 customers (#254, #550, #682), about $422K in total. It does not include any premium customers may pay for having no cap. Pricing them one tier higher would add about $68K.
  • Legacy pricing (estimated). Legacy customers are grouped by workflow quota: up to 10, 11 to 20, 21 to 50, and 51+ or unlimited. Each group is priced at the smallest execution tier that covers the group's median annual run rate, stepping up at least one tier per group. That gives $20,000, $26,085, $32,170 and $38,650. Every customer in a group gets the group's price.
  • Beyond the top tier (108M executions), prices are extrapolated at the top tier's per-execution rate.
  • ARR filter groups. $20K is its own group because most customers pay exactly the entry price. Smaller groups (under $5K and so on) are left out because no customer prices below about $12K.

Data quality flags

  • Possible duplicate: customers #27 and #28 have identical usage figures.
  • Possible related accounts: #550 and #682 are both 10,000+ employee Business Services companies on unlimited plans with the same start date. They may be one parent company.
  • Two rows show more billable executions than total executions, and 23 rows have no billable figure.
  • 165 customers have no industry, shown as "Unspecified". 16 rows have an As of Date earlier than January 12, 2026.
  • Early-term projections are less reliable. Customers only weeks into their contract can show very high run rates (for example #27, #28 and #254), which can inflate pace and estimated ARR.

Account distribution assumptions

How accounts were assigned to the five CSMs. This is a starting point for a real book-of-business plan, not a final assignment.

Coverage model

  • 5 CSMs (CSM1 to CSM5), up to 80 accounts each. That gives 400 accounts a named CSM.
  • Every account above the $20K entry tier gets a named CSM. All $20K to $40K, $40K to $100K and $100K+ accounts are included first. The remaining slots go to the highest-need accounts at or below $20K.
  • David (CS leader) personally owns the 3 highest-value at-risk accounts. They are picked by estimated ARR among accounts under 5% quota pace, and set aside before the CSM assignment runs. That gives executive coverage where the most revenue is exposed, and leaves the five CSM books balanced on everything else.
  • The other accounts are pooled. They are assumed to get scaled or digital coverage (onboarding emails, webinars, office hours, a shared inbox) until their need score rises.
  • Need is recalculated from the data, so if usage, renewal timing or ARR changes, the ranking and the assignment change with it.
  • No account history is used. Existing CSM relationships, time zones, languages and industry expertise are not in the data. In practice these should override the model where it matters.

Need score (0 to 100)

  • Value, up to 40: $100K+ = 40, $40K to $100K = 30, $20K to $40K = 15, $20K entry tier = 5, under $20K = 3. Uses estimated ARR, including legacy and unlimited estimates.
  • Health, up to 30: At risk = 30, Low adoption = 20, Over quota = 15, Expansion = 12, Unlimited = 10, Healthy = 0. Over quota and expansion score because they need a commercial conversation.
  • New account, up to 20: contract started in the last 90 days = 20, 91 to 180 days = 10. New customers need more hands-on onboarding.
  • Renewal timing, up to 10: renews within 90 days = 10, within 180 days = 5.
  • Ties are broken by higher ARR, then by customer ID.

How accounts were assigned

  • Highest need first. The 400 selected accounts are assigned in order of need score, so the most demanding accounts are spread out before the rest fill in.
  • Each account goes to the CSM whose book stays most balanced. The model checks five things for every CSM with room: number of accounts, total est. ARR, high-value accounts, at-risk accounts and new accounts. It adds the account where those stay closest to an even split.
  • Extra weight on the hard ones. High-value accounts count double, and at-risk and new accounts count one and a half times, so no CSM ends up with a cluster of them.
  • Definitions: high value = est. ARR of $40K or more. New = contract start within 90 days of the data date. At risk = under 5% quota pace.

Watch-outs

  • David's accounts are all brand new. #43, #406 and #78 started 11 to 31 days before the data date, so their 0% usage may be a slow onboarding rather than churn risk. #160 ($245K, 161 days in, 2.3% pace, renews August 2026) is the strongest true-risk alternative if you want a mix.
  • Many new accounts are at risk. Low usage in the first 90 days is often normal onboarding, not churn risk, so these accounts score high on two counts. Check them before treating them as saves.
  • Estimated ARR drives value. Legacy and unlimited accounts use estimated prices, so their value score is approximate.
  • Possible duplicates and related accounts (#27 and #28, #550 and #682, and possibly #160 and #456) should go to the same CSM. The model does not do that automatically.
  • Balance is checked across the whole book. Use the CSM filter with the other filters (for example Legacy pricing) to check that a book is balanced within a segment too.