Custom B2B CRM Development Services

Parent company, subsidiary, and site hierarchy modelled as a first-class data structure -- not a workaround using custom fields or tags -- so an enterprise account with a global parent, three regional subsidiaries, and twelve site-level locations is represented accurately and navigable from a single consolidated account view. Each node in the hierarchy carries its own contract records, contact lists, deal history, and product usage data; the parent view rolls up totals (total contract value, total seats, aggregate support volume) while the site view shows the operational detail for that location. Relationship mapping between contacts within and across accounts: the system records who reports to whom (organisational hierarchy), who influences whom (political map), and the relationship type (economic buyer, technical evaluator, champion, blocker, executive sponsor, partner contact). This structured map survives staff turnover -- when a champion contact leaves, the account's stakeholder graph still shows the relationships, the replacement contact's onboarding notes are attached to the same role, and the account team sees immediately which relationships need rebuilding. Relationship strength scoring based on contact engagement recency and frequency: contacts who haven't been reached in 90 days are flagged as at-risk relationships regardless of historical deal history. Account ownership with primary owner, secondary owner, and customer success manager assignment so every account has named coverage with no gaps; handoff records track when coverage changed and why. Account segmentation by tier (Enterprise, Commercial, SMB), industry vertical, and strategic importance so service level expectations, outreach frequency, and expansion priority are differentiated by segment rather than applied uniformly to a portfolio of accounts with very different commercial profiles.

Contact role assignment per deal with a role taxonomy configurable to your sales methodology -- MEDDIC (Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, Champion), MEDDPICC, Challenger, or a custom framework defined during scoping. Each contact on a deal has one or more explicit roles (economic buyer, technical evaluator, legal review, champion, mobiliser, blocker, influencer, end user) with a relationship sentiment (positive, neutral, negative) and a coverage status (covered, uncovered) that tells the team where they are blind on the deal. Stakeholder engagement tracking pulls from email activity (sent and received), meeting records, and document views to produce a per-contact engagement score showing who is actively involved in the evaluation and who has gone quiet. A contact who was engaged in weeks 1 and 2 but hasn't opened an email or attended a call in 14 days triggers an alert -- the CRM surfaces this, not the rep's memory. Stakeholder map view: a visual diagram per deal showing each contact, their role, their relationship to other contacts, and their sentiment -- the view that replaces the whiteboard diagram sales leaders draw before key reviews. Deal risk flags triggered automatically by defined conditions: champion contact changes employer; no executive sponsor mapped on a deal above a configured value; no technical evaluator on a deal requiring security review; decision date approaching with fewer than two positive-sentiment contacts recorded. Gap analysis report per deal showing which roles are unmapped: a deal without an identified economic buyer is surfaced prominently in the pipeline review so the AE addresses the gap rather than progressing a deal that is blind on the decision-maker. Mutual success plan workflow for late-stage deals: the CRM generates a structured document (implementation timeline, success criteria, proof of concept scope, key milestones) shared with the prospect via a link -- engagement with the document is tracked and recorded in the deal's activity log.

Account health score built from a weighted combination of signals configured to your business: product usage (daily active users, feature adoption breadth, seat utilisation as a percentage of licensed seats), contract commercial signals (time since last expansion, discount history, days sales outstanding on invoices), support signals (open ticket count, days to resolution average, severity distribution), engagement signals (days since last touchpoint, executive business review held in last 180 days, NPS score if collected), and relationship signals (champion presence, executive sponsor mapped, contacts with known departure risk). Each signal category carries a configurable weight so a SaaS company where product usage predicts churn accurately weights that dimension more heavily than a professional services company where engagement and relationship signals dominate. The aggregate score produces a traffic-light status (green, amber, red) per account, and trend tracking shows whether the score improved or declined over rolling 30, 60, and 90-day periods -- a declining amber account is a different priority from an amber account that has been stable for six months. Alert triggers: when a health score crosses from green to amber, or from amber to red, a task is automatically created for the assigned customer success manager with a pre-populated outreach script tailored to which specific signals drove the score change. Product usage data pulled from Mixpanel, Amplitude, Segment, or a custom event store via API and aggregated at account level in near real time -- usage drops are reflected in the health score within 24 hours rather than appearing in the next monthly review. Peer comparison: the system benchmarks each account's health score against accounts of similar size (ARR band, seat count), industry vertical, and contract tier so a CSM can see whether an account's usage pattern is normal for its segment or is genuinely underperforming relative to comparable accounts.

Contract record linked to the account and the deal that created it: contract value (total contract value and annual recurring revenue), start date, end date, renewal date, notice period (the date by which the customer must provide notice to cancel, which is often 90 days before the contract end date and is frequently the trigger that gets missed), auto-renewal flag, and key commercial terms including price increase provisions and termination conditions. Product and service entitlement tracking per contract: what the account is licensed to use (products, feature tiers, seat counts, usage limits), what they are actually using (pulled from product usage data), and the gap between entitlement and usage -- underutilised entitlement is both a churn risk indicator and an expansion conversation. Contract renewal pipeline with 180, 90, 60, and 30-day views: accounts sorted by renewal date with health score, ARR at stake, and notice period deadline displayed together so the customer success team prioritises its attention by both urgency and commercial significance. Notice period management is a specific workflow: the CRM calculates the notice deadline (renewal date minus notice period) and creates a task 30 days before that deadline for the assigned CSM to confirm renewal intent -- because letting the notice period pass without action on an auto-renewal contract commits the customer to another term. Amendment tracking for mid-term contract changes: each amendment is recorded with its effective date, the fields changed, the approver who signed off, and the commercial impact. Multi-year deal structure: for three-year or five-year contracts, the payment schedule (annual invoicing, quarterly invoicing) is recorded with the committed amount per period; finance and sales see the same commercial record, eliminating the scenario where finance invoices based on a different understanding of the deal terms. Contract document storage with version control: signed contracts, amendments, and order forms stored as attachments on the contract record with version labelling so the active contract is always identifiable from the history.

Executive sponsor and executive contact mapping per account recorded as a distinct layer from the operational contact list: your VP of Customer Success or CRO sponsors a strategic account at the C-suite level; that relationship is tracked separately from the day-to-day CSM-to-contact activity. Each executive relationship record shows the counterpart contact (CEO, CFO, CTO, VP-level), the internal executive who owns the relationship, the last senior touchpoint date, and the next planned interaction. Executive engagement log: meetings, calls, and events at the leadership level are recorded against the executive relationship layer, not buried in the general activity log where they become invisible relative to the volume of operational activity. This separation is the data that enables your CRO to arrive at an executive business review knowing the last time a peer-level conversation happened was four months ago -- and planning the meeting accordingly rather than discovering it in the room. Executive relationship health scored separately from the operational account health score: an account where the day-to-day relationship is strong but the executive layer is dark (no senior touchpoint in 180 days) shows as operationally healthy but executively at-risk -- a common pattern for accounts that become vulnerable during contract renewal because the vendor has no senior relationship to draw on when the procurement team pushes back on price. EBR (executive business review) preparation workflow: the CRM compiles the account summary for the EBR from the live record -- ARR, renewal date, health score, open support issues, usage data, expansion opportunities, and relationship notes -- into a structured briefing document rather than requiring an account manager to spend half a day pulling data from five different places before the meeting. Action items from EBRs recorded in the CRM against the executive relationship record with owner and due date, and followed up automatically via task management to prevent the post-EBR commitments from being forgotten before the next quarterly review.

Revenue analytics at account, segment, and portfolio level: ARR by account tier, industry, and geographic region with period-over-period trend; new ARR, expansion ARR, contraction ARR (downgrades), and churned ARR broken out separately so the business has net revenue retention (NRR) and gross revenue retention (GRR) as distinct metrics rather than a single revenue number that masks the composition. NRR target is typically 100-120% for B2B SaaS -- the CRM shows which accounts are driving expansion above 100 and which churned or contracted accounts are pulling the cohort below that benchmark. Expansion revenue tracking per account: upsell (same product, more capacity or higher tier), cross-sell (additional product lines), and new site additions tracked as separate expansion types with the AE or CSM credited appropriately; expansion pipeline maintained as a separate pipeline stage from new business so expansion win rates and cycle times are measured independently. At-risk revenue report: accounts in the renewal window (next 90 days) with a red or amber health score, sorted by ARR at stake -- the report that tells leadership how much revenue is genuinely at risk in the next quarter and who owns each account's recovery plan. Churn analysis: for accounts that churn, root cause is recorded (lost to competitor, budget cut, product gap, champion departed, service dissatisfaction, acquisition) and aggregated into a churn reason breakdown that feeds product and commercial decisions. Top account dashboard for the leadership team: the top 20 or top 50 accounts by ARR with health score, CSM assignment, renewal date, and last executive touchpoint -- the weekly health check that leadership reviews without asking the CS team to pull data manually. Account manager book of business view: each CSM sees their assigned accounts sorted by renewal proximity and health score, the ARR weighted health of their portfolio, and their personal NRR contribution to the team target.