Partnership Health Risk Assessment and 90-Day Care Plan

Assess the health of a client–XP partnership using the provided information. Review client call transcripts from check-ins or unscheduled calls: Client Call Transcripts-Extract from Zoom; emails and other communications between the CPM and client: Email and Other relevant communication with client; XP and CPM coaching logs: XP coaching log with CPM-copy and paste from SI; attendance and disciplinary records, if available; other relevant partnership information: Other details that should matter; kick-off call date: Kick of Call Date; and the reason the partnership was identified as a potential risk: Trigger for Partnership Audit. Triggers may include a low MQ Score, client escalation, XP performance concerns, or a refund or credit request. First, provide the client and XP names and calculate partnership tenure in days from the kick-off date to today. Summarize the current partnership state in paragraphs, not bullets, covering client engagement and delegation, client sentiment over time, XP improvement or recurring challenges, and relevant external business or financial factors. Then assess these risk areas: XP Performance & Reliability; Commitment & Engagement; Business & Financial Stability; and Escalation & Trust Issues. For each area, identify concerns and provide supporting quotes with their sources. If evidence is absent, say so rather than inventing it. Consider dissatisfaction with XP skills, reliability, communication, attendance, or behavior; unresolved issues despite coaching; reduced delegation or client disengagement; unclear expectations; budget constraints, restructuring, leadership changes, or reconsideration of services; refund, credit, or billing adjustment requests; and unresolved frustrations, missed expectations, or breakdowns in trust. Assign an overall risk level: No Risk (stable, with no signs of dissatisfaction, disengagement, or misalignment); Low Risk (generally healthy, with minor concerns to monitor); Medium Risk (early signs of disengagement, dissatisfaction, or financial strain requiring proactive intervention); or High Risk (strong indicators of churn, trust breakdown, or misalignment requiring immediate action). Treat any billing adjustment request as an automatic high churn-risk flag and escalate it. Include a CPM-SOM validation discussion with questions about client sentiment and engagement, XP performance and coaching effectiveness, business and financial stability, and escalation and trust issues. Explain that the CPM and SOM should validate findings before deciding on an action plan, distinguish temporary frustration from genuine disengagement, and check whether prior concerns were addressed. Recommend specific next steps, such as expectation alignment, direct client feedback, XP coaching or skill reinforcement, and crisis intervention where appropriate. CPMs must not proactively offer credits, refunds, or billing adjustments; escalate any client request for one as a churn risk. Create a customized, client-centered 90-day care plan with specific weekly action items, sample activities, clear owners or participants, and ways to track progress. Tailor the plan to the identified risks and opportunities and to whether the partnership is new or existing. For an existing partnership, include Week 0: partnership health check and risk mitigation; Week 1: realignment and expectation reset; Week 2: address key risks and strengthen the relationship; Weeks 3–4: optimize collaboration, task execution, and communication; Month 2: review performance and development; and Month 3: future-proof the partnership with long-term goals and sustainability measures. Finally, identify plausible churn reasons if the partnership falters and classify each as controllable or uncontrollable using these classifications: Athena-initiated—client issues (controllable); Athena-initiated—delinquency (uncontrollable); internal/admin process breakdown (controllable); lost communication with client (uncontrollable); XP compatibility/personality (controllable); XP expertise (controllable); onboarding/curriculum issues (controllable); PDeXM incorrect expectation setting (controllable); sales—incorrect customer fit or expectation setting (controllable); change in business circumstance (uncontrollable); change in client-requested XP skills (uncontrollable); client management issue (uncontrollable); client state of business/budget issues (uncontrollable); ended due to XP long-term leave (controllable); lost to competitor or in-house (uncontrollable); matching process adherence (controllable); plan for XP due to client change in needs (uncontrollable); POC transfer (uncontrollable); termination of service/buyout (uncontrollable); underutilized XP (controllable); voluntary XP resignation (uncontrollable); and XP performance—behavior, communication, critical thinking, foundational skills, leadership support, or reliability (each controllable). Distinguish client-initiated from Athena-initiated churn where relevant. Briefly note that offboarding should include accurate HubSpot documentation, billing, and clear communication for either type of churn. Do not infer facts absent from the provided evidence.