Program Valor Dashboard

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Program Valor — Weekly Management Dashboard

Executive Field Mission · 100 Customers · 100 Days · Sourced from Salesforce + Front-Lines Intel
Week of June 10, 2026 · Day 52 of 100 · 48 days remaining
Refreshed: Wed Jun 10, 2026 (GTM roster + front-lines intel + June 9 pipe snapshot) · Last snapshot: Jun 9, 2026 · Next refresh: Wed Jun 17
Common Filters — Apply to Both Tabs
Showing 115 / 115

Where We Stand Today Day 52 of 100 · Refreshed Jun 10, 2026

Program Valor targets 100 visits across 100 days drawing from the full 115-customer pool (99 Tier 1/2/3 + 16 Tier 4 add-ons) to put Alation execs in the room with our most strategic accounts. We are covering $57.8M of ARR — ~41% of the $140.3M total customer book (115 of 611 active accounts). With 37 meetings done, 8 scheduled, 70 still open across all 115 customers, we are pacing at 45% of target at Day 52. To land the 100-visit target we need ~1.2 meetings/day from here.
Key Metrics & Overview
Accounts in Scope
110
11 T1 · 60 T2 · 28 T3 · 11 T4
Total ARR
$57.8M
GTM Focus 100 roster
Open Pipe (In-Flight)
102 opps · $13.40M
open expansion today
Has Open Expansion
69 / 110
of roster
Total Pipe Generated
23 opps · $3.48M
SAL ≥ 20 Apr
Meetings Done
27 / 100
+6 scheduled = 33 in motion

What's New Snapshot: June 10, 2026 · Compare to: June 3, 2026

Meetings Completed
37 ▲ +4
33 as of Jun 3 → 37 today
Meetings Scheduled
8
on the calendar (Jun 23 – Jul 22)
In Motion (Total)
45
37 done + 8 scheduled = 45 of 100 target
Intel Write-Ups
34
front-lines notes (+14 since Jun 3)
Concerns Logged
70
21 accounts · 6 functions

Newly Completed Meetings (Jun 3 → Jun 10)

+4 meetings completed: American Family (Jun 9 · Mike Lupo), Aon (Jun 10 · Luke Coley), Lurie Children's (Jun 10 · Deepesh), Daimler Truck (Jun 2 · Satyen) (+ Caterpillar & Fiserv Jun 3 intel captured)

Front-Lines Intel — 34 Write-Ups

Up from 20 on Jun 3 — +14 new entries this week. Added: Fiserv (Jun 3), Caterpillar (Jun 3), Ally (Jun 3), SoFi (Jun 3), Zendesk (Jun 3), American Family (Jun 9), Aon (Jun 10).
Notes now span 27 accounts: AA, Vistra, United, Sysco, Oxy, Baker Hughes, Westpac, Macquarie, McKesson, Molson, Huntington, USAA, AbbVie, Syngenta, BCBS MN, Ally, Fiserv, Caterpillar, SoFi, ZenDesk, Ross Stores, NOV, Nomura, Truist, Commonwealth MA, Keybank + today's shells (Aon, AmFam, Lurie). See Progress & Takeaways tab.
Compares the June 3, 2026 snapshot to the June 10, 2026 data. Meeting counts from GTM Focus 100; intel through June 10. Pipeline from June 9 SF snapshot.

Upcoming Meetings From June 10, 2026

Next 7 Days
2
AbbVie (Jun 11), Westpac prep (Jun 16)
Next 14 Days
2
Navy Federal + Hilton (tentative Jun 23)
Next 30 Days
6
HCA, Wellpath, Nationwide (Jun 24), Truist (Jun 25)
Beyond 30 Days
2
Ardent Health (Jul 7), Ally QBR (Jul 21–22)

Next 7 Days (Jun 10 – Jun 16)

Thu Jun 11 · AbbVie Visit 2 · T2 (Deepesh Chourey)
Mon Jun 16 · Westpac · Gartner COO meeting prep & exec sponsor kick-off (Zach / Aaron)

Days 8 – 14 (Jun 17 – Jun 23)

Tentative Jun 23 · Navy Federal Credit Union · T2 (Rick Baker)
Tentative Jun 23 · Hilton · T3 (Rick Baker)
Jun 17–22 still dark — book aggressively. Pace: ~1.1 visits/day needed from current 45 in-motion.

Days 15 – 30 (Jun 24 – Jul 9)

Wed Jun 24 · HCA · T2 (Masterclass)
Wed Jun 24 · Wellpath · T3 (Masterclass)
Wed Jun 24 · Nationwide · T2 (Exec Meeting, Aaron/GT)
Thu Jun 25 · Truist · T1 (Exec Meeting, Rick Baker)
Mon Jul 7 · Ardent Health · T2
Jul 21–22 · Ally Financial · T2 (QBR)
Read: Today's completions: Aon & Lurie Children's (Jun 10). AbbVie (Jun 11) and Westpac Gartner prep (Jun 16) are imminent. Tentative: Navy Federal + Hilton (Jun 23). Jun 24 cluster: HCA, Wellpath, Nationwide. Then Truist (Jun 25), Ardent (Jul 7), Ally QBR (Jul 21–22). At ~1.1 visits/day for 48 remaining days, 55 more meetings needed — Jun 11–22 is the critical booking window.

Strategic Themes From the Meetings Synthesis of intel-form notes only

These themes are drawn from the meeting notes captured in the Program Valor intel forms. Each theme is supported by direct customer quotes / asks from the visits — not by booking pace, calendar gaps, or pipe hygiene.
1. AI governance is the foundation — "governed AI", not "AI-native"
Governance must underpin any responsible AI program. American Airlines: "no data exposed through data products unless certified." Huntington board: Alation must underpin responsible AI. Macquarie/USAA/Molson position Alation as the trusted knowledge layer feeding AI agents; Syngenta names AI governance a board-level priority.
Customers naming AI
22
explicitly in meeting notes
Combined ARR
$12.7M
across these logos
Logos
USAA · Truist · Infineon · McKesson · Westpac · Macquarie · Huntington · Syngenta · Occidental · United · Baker Hughes · AbbVie · Nomura · American Airlines · ZenDesk · BCBS MN · Molson · Flutter · Vistra · Caterpillar · Fiserv · Ally Financial
2. Curation Automation — manual stewardship can't scale
Stewards cannot keep up with manual curation/certification. American Airlines: <1% of assets certified due to manual entry. United: lineage/curation 100% manual. Molson: small team can't curate at scale without automation. Repeated as the gate to scale at McKesson, Vistra, USAA, Sysco, NOV.
Customers asking
14
explicitly in meeting notes
Combined ARR
$7.4M
across these logos
Logos
USAA · McKesson · Macquarie · Huntington · Sysco · Occidental · United · Baker Hughes · American Airlines · ZenDesk · BCBS MN · Molson · Vistra · SoFi
3. Lineage beyond Unity Catalog — cross-system depth is the differentiation test
Baker Hughes wants "bulletproof" lineage beyond Databricks Unity Catalog — APIs, AI apps, BI tools, workflows. United needs it across 150+ sources (today 100% manual); AbbVie needs lineage across thousands of pipelines/day. Vistra, Infineon, KeyBank flag lineage gaps.
Customers naming
6
explicitly in meeting notes
Combined ARR
$2.8M
across these logos
Logos
Infineon · United · KeyBank · Baker Hughes · AbbVie · Vistra
4. Databricks bi-directional / "better-together" integration
Molson: "without it, Alation is a non-starter" — Alation must feed Databricks Genie, not compete with it. McKesson needs agents built in Databricks with a shared integration story; AbbVie, Baker Hughes, American ("Better Together"), and Diageo echo the same.
Customers naming DBX
7
explicitly in meeting notes
Combined ARR
$3.1M
across these logos
Logos
McKesson · Diageo · Occidental · Baker Hughes · American Airlines · BCBS MN · Molson
5. ROI / cost pressure + vendor consolidation
"Every dollar must prove value" (Molson). McKesson sees a perception of an expensive governance tool; Occidental wants clearer ROI and lower TCO; USAA under software-spend reduction; Syngenta consolidating 14 data-mesh vendors; NOV must prove ROI to expand.
Customers naming
10
explicitly in meeting notes
Combined ARR
$5.9M
across these logos
Logos
USAA · McKesson · Huntington · Syngenta · Occidental · Baker Hughes · Molson · Vistra · SoFi · Ross Stores
6. Sponsorship instability / internal politics — the soft risk
Macquarie: cloud migration on hold due to internal politics + lack of exec sponsorship. Westpac: many exec changes in 12 months. McKesson lacks a strong sponsor; Syngenta carried a historical trust deficit ("couldn't get anyone at Alation to pick up the phone"); Nomura sponsorship gates expansion.
Customers flagging
6
explicitly in meeting notes
Combined ARR
$3.2M
across these logos
Logos
McKesson · Westpac · Macquarie · Syngenta · Nomura · SoFi

Observations From the Meetings

Customer-stated patterns surfaced in the intel forms only. No booking pace or calendar signals.
ProductCuration Automation is the most-asked feature — named in 8 sets of notes (AA, Molson, USAA, McKesson, Vistra, NOV, Oxy, Huntington). Stewardship teams cannot scale manual curation.
EngineeringDatabricks bi-directional is the most-asked integration — Molson called it a non-starter; same ask at McKesson, AbbVie, Baker Hughes, Diageo, Sysco.
ProductLineage depth beyond Unity Catalog is the differentiation test — Baker Hughes asking for cross-asset lineage (APIs, AI apps, BI tools); United wants it across 150+ sources; Vistra needs SAP/Snowflake/BigEye integration.
Marketing / PMMAI narrative needs to be "governed AI" — Huntington board explicitly cautioned against AI-native framing; American + McKesson + Occidental + Vistra all anchor Alation to AI readiness / governance, not AI agents.
Sales / PricingROI proof is the gate at multiple accounts — Molson ("every dollar must prove value"), McKesson ("expensive governance tool"), USAA (software spend reduction). SoFi: internal emails about removing Alation — 8% adoption after 2–3 years; risk team built competing catalog. Ross Stores: Deepa Whipple needs visible progress by August or Nov 2026 renewal is at risk. Without proof, expansion stalls.
CXSponsorship instability is the soft risk — Macquarie politics, Westpac 12-mo exec churn, McKesson "lacks stronger sponsor". Syngenta (v4) flagged historical trust deficit: "couldn't get anyone from Alation to pick up the phone" until ~6 months ago. Renewal risk independent of product quality.
ProductCustomers want Alation as enterprise data front door — United (v4): Sarang's "Clean, Safe, Reliable" vision; Flutter (v4): Jul 7 go-live for knowledge layer in Flint chat; AbbVie (v4): metadata intelligence layer hypothesis vs cataloging platform.
CXSoFi is at high churn risk — emergency intervention needed — Internal emails about removing Alation; 8% adoption after 2–3 years; risk team built competing catalog. Jun 12 huddle (Chris/Keith/Product) must produce a 30-day remediation plan.
CXRoss Stores renewal at risk by November — August is the deadline — Deepa Whipple (SVP) needs measurable self-service analytics progress by end of August. Onsite Jun 10 + decision lab with Steph Yuen are the intervention path.
Sales / PricingFiserv invoice 60 days past due — Satyen personally texting Marc Rind on collections. Limited internal pull. Go-forward plan with Kepler (partner) needs clarity urgently.
EngineeringAbbVie wants top Alation technical talent for POC — Nisha explicitly rejected consultative framing; wants someone to tell her HOW to execute. 80% of her staff are consultants — deployment risk.

Recommended Actions From the Meetings

Customer commitments + internal asks lifted directly from the intel forms.
ProductDeliver Curation Automation deep-dive within 30 days — Rick Baker committed to AA; McKesson workshop in flight with Robb Gibson; Vistra + Molson demos pending.
EngineeringConfirm Databricks bi-directional commitment + demo path — Molson asked before pull-forward renewal conversations can advance; AbbVie + McKesson + Sysco waiting on same.
ProductUnblock Huntington CI-I-2821 (SSO / AI admin controls) — flagged as regulated-FSI compliance blocker; validate breadth across other regulated accounts in the Valor cohort.
Marketing / PMMPre-pack the "governed AI" narrative for FSI + Healthcare — the AI-native framing is actively being rejected at Huntington, AbbVie, McKesson.
EngineeringResolve Occidental SAP Datasphere connector — months of delays surfaced as differentiation risk vs SAP-embedded tools.
CXConnect NOV with Georgia-Pacific reference — manufacturer further along on governance; supports the value-streams expansion story.
CXEscalate Macquarie sponsorship for Cloud-migration block — checkpoint end-Jun '26; internal politics need exec-level break.
Product504 error on United Airlines Lineage UI — Nick to investigate; commits to DQ deep-dive + free Curation Automation proof.
DSUSAA: ship DPM pricing + Agent Studio pricing + CDE Manager demo — commercial discussion request from Adam Udell; due Jun 2 / May 30.
EngineeringUnited Airlines Houston onsite — week of Jun 2 — full-day workshop locked: capability deep-dive (Lineage, Curation, DQ, Marketplace, Agents), strategic vision alignment, 0–90 day joint plan. Nick/Taha to connect RDS asap.
CXURGENT: SoFi 30-day remediation plan (Jun 12 huddle) — Convene Chris Cooper, Keith, Product, DS to define an emergency data discovery fix plan. Arm Susan/Mudit before returning to Rahul Mukhedkar.
CXRoss Stores August milestone plan — Define measurable self-service analytics progress for Deepa Whipple (SVP) by end of July. Decision lab with Steph Yuen post-Jun 10 onsite is the vehicle.
Sales / PricingResolve Fiserv payment delinquency — Satyen follow-up on 60-day invoice; Jeff/Dave must build go-forward plan with Kepler and drive Fiserv clarity on next phase.
ProductFlutter Jul 7 go-live — technical readiness for knowledge layer into Flint internal chat; compelling-event delivery.
CXSyngenta: rebuild engagement cadence + pull-forward budget — Anna Maria committed to roadmap deliverable; pull current-FY budget to lock value before next-year squeeze.
ProductAbbVie strategic answer — deliver POC + thought-leadership materials showing Alation as metadata intelligence layer (lineage at scale, Iceberg, Foundry connector, KG-Reltio enrichment).
SalesOnboard new accounts — Ardent Health (T4, Healthcare) + Commonwealth of MA (T4, Public Sector) added to the roster this week (115 total); Commonwealth visited Jun 2, Ardent scheduled Jul 7. Both missing an Account Id in GTM — pipe/churn not yet joined.

Customer Mix Snapshot

By Tier

By Region

By Deployment

ICP Revenue Fit

Industry Concentration (top verticals by Accounts & ARR)

Meeting Progress

27
Completed
3
Scheduled
78
Open (in pool)
16 of 27 completed visits already have at least one open expansion opp. Meetings are landing on prepared ground.

Renewal & Churn Exposure FY27 Q2-Q4 window

61 of 115 accounts renew this fiscal year (FY27 Q2-Q4 — Q1 is past), carrying $26.1M renewal $, $2.6M most-likely and $7.2M worst-case churn — 100% of forward-looking churn exposure sits in this window.

Customer Concerns by Internal Function Mapped from 22 front-line intel write-ups · 70 customer–function concerns

By Customer Count

By ARR ($M)

Concerns Detail (each customer\u2013concern pair)

Internal Function Customer Tier ARR Concern Raised
Read: Derived from the front-line intel obstacles. Engineering spans 17 customers (~$9.6M), Product 15 (~$9.3M), Sales / Pricing 12 (~$7.7M), Implementation / FDE 10 (~$5.3M), Customer Experience 6 (~$3.5M), Marketing / PMM 5 (~$2.3M). Each customer–concern pair is listed below; a "concern logged" = one distinct customer–function obstacle pair (70 total across 21 customers).

Where to Look Next Use the tabs above to drill down

• Install Base tab — full mix, ICP fit, expansion pipeline, churn overlay, sortable roster (click any account name to open detail).
• Progress & Takeaways tab — meeting funnel, coverage gaps, exec workload, all themes with quant backing, actions list.
• Use the filter bar at the top to slice any view by tier, region, industry, exec, renewal-this-year, has-expansion, etc.
Accounts in Scope
98
11 T1 · 59 T2 · 28 T3
Total ARR Coverage
$50.5M
avg $515K/acct
ICP Fit (≥$1B Rev)
107 / 115
93% ≥$1B revenue
Has Open Expansion
69 / 110
103 opps · $13.5M w/ amount
Strategic gap: — of — accounts have no open expansion opp at all. That is where there is nothing yet to sell in the room.
Pipeline hygiene: — of the — open expansion opps have no $ amount assigned. Visible expansion pipeline is $— against $— of book under coverage.

Mix by Tier

TierAcctsARR Has ExpRen This Yr

Mix by Region NA · EMEA · APAC (from SFDC)

RegionAccts ARR% BookHas Exp

Expansion Pipeline SFDC open Upsell opps

Accts w/ Open Exp
63
64% of selection
Total Open Exp Opps
103
avg 1.5 opps/acct
Visible Expansion $
$2.2M
across 10 opps with amounts
Opps Without $
77
pipeline-hygiene gap

Expansion Coverage by Tier

Top Open Expansion Opps (with disclosed $)

AccountTierIndustry ARROpportunityStage Amount

ICP Fit Perspective Revenue · Industry · Technographic

By Revenue Slab

$1B is the ICP floor. 107 of 115 are ≥$1B revenue; 8 below the $1B floor.

By Deployment / Technographic

Cloud-first ICP alignment is strong (~83%). On-prem cohort is the migration-conversation set.

By Industry

Churn Forecast Overlay Most-Likely & Worst-Case

Accts in Churn Fcst
49
50% of Valor list
Renewal This Year
50
FY27 Q2-Q4
Renewal $ in Window
$22.7M
Aggregate at-renewal
Most-Likely Churn
$2.6M
~12% of renewal $
Worst-Case Churn
$7.2M
~32% of renewal $

Renewal Quarter Distribution

Worst vs. Most-Likely Churn by Quarter

Top At-Risk Accounts in Program Valor Scope

AccountTierIndustry RegionARRRenewal Q This Yr?Renewal $ Most-LikelyWorst-Case Open Exp?Mtg

Full Account Roster Showing 115 accounts Click any account name for detail

AccountTierIndustry RegionRev (B$)ARR DeployExecAcct Owner DSMtg Ren QRen This Yr Renewal $LikelyWorst Exp #Exp $
Meetings Completed
27
2 T1 · 14 T2 · 2 T3 · 9 T4 (through May 22)
Meetings Scheduled
3
City of Hope (Jun 2) + HCA + Wellpath (Jun 24)
Unscheduled (Open)
80
Calendar slots to be filled
Pace Required
1.3 / day
to land 100 by Day 100
Strategic risk: At today's run rate (~0.71/day) Program Valor lands at ~71 of 100. To hit 100 we need ~1.1 meetings/day for the remaining 48 days. The 6 Jun 2–3 visits just completed (City of Hope, Commonwealth of MA, Ally, Ross Stores, Zendesk, Sofi); the calendar then goes dark Jun 5 – Jun 23 before HCA + Wellpath Masterclasses (Jun 24) and Truist (Jun 25). ~20 visits need to land in the Jun 5 – Jun 23 window.

Meeting Funnel

27
Completed (Apr 20 – May 22)
Most recent: Macquarie + Westpac (May 22, APAC) · United Airlines, Sysco, Occidental, AA, Baker Hughes, BCBS MN, Optum, Best Buy Health, Vistra (May 19–21)
6
Scheduled (Jun 2 – Jun 24)
City of Hope (6/2 · T4) · Ross Stores, Zendesk, Sofi (6/3) · HCA + Wellpath (6/24 · Masterclasses)
77
Not Scheduled
8 T1 · 43 T2 · 24 T3 (open in the pool)
45 of 100 in motion (45%) at Day 52. At pace ~0.71 visits/day. Pace needed: ~1.1/day for the remaining 48 days.

Meetings → Pipeline Conversion

Of the completed meetings in the current filter, — already have at least one open expansion opp (from SF live data). The rest need follow-up.

Coverage Gap: Tier 1 Anchors Without Meetings

AccountARR ExecRegionOpen Exp
9 of 11 anchors not yet visited (USAA + Flutter are the two completed).

Exec Owner Workload Dual-exec accounts attributed to both

Each account contributes to every exec listed on it (e.g., "Satyen / Aaron Cheng" counts for both). 58 accounts currently show as "Unassigned" in the workload view.

Meeting Schedule & Status

DateStatus AccountTier IndustryRegion ARRExec Open Exp?Ren This Yr? In Churn?

Pipeline Progress Since Project Start Baseline: Apr 20, 2026 · vs Today June 3, 2026 (44 days)

Tracks how the expansion pipeline + churn risk has moved since Apr 20. Baseline = open expansion opps in the Apr 20 SFDC snapshot. Newly generated = opps that appeared in SFDC after Apr 20 (not in baseline). Closed = baseline opps no longer in the today snapshot. Renewals are tracked separately as won (renewed) vs lost (churned).
AT PROJECT START (APR 20)
Opps SAL < 20 Apr
XX
tagged to roster accts · at baseline $
Opps SAL ≥ 20 Apr
XX
tagged to roster accts · at baseline $
Total Open Pipe $ (at start)
$11.90M
$ as-of baseline snapshot
Opps With $ at Start
88
priced at start
AS OF TODAY (MAY 28)
In-Flight Pipe (Today)
103 opps
$13.50M open · vs baseline $11.90M (▲ +$1.61M)
Net Pipe $ Movement
+$1.61M
= new $1.65M + repriced +$55K − closed $100K
Won Renewals
0 opps
$0 — workbook shows no won renewals in this window
Lost Renewals (Churn)
1 opps
$136K realized · Macquarie BFS 2026

Pipe Bridge: How 97 → 103 SAL-date walk → today's in-flight

The walk starts from the two SAL-date cohorts of the baseline pipe (at baseline $), applies the New-ARR repricing on each cohort, adds opps generated since the baseline snapshot, then removes closures (won, lost, and No-Decision / dropped-from-snapshot) to land on today’s in-flight pool.
Opps · SAL < 20 Apr — baseline opps SAL’d before Apr 20 (incl. no-SAL), at baseline $XX
± Repriced — SAL < 20 Apr — New-ARR change on those still in-flightXX
Opps · SAL ≥ 20 Apr — baseline opps SAL’d on/after Apr 20, at baseline $XX
± Repriced — SAL ≥ 20 Apr — New-ARR change on those still in-flightXX
+ New opps — appeared since the baseline snapshotXX
− Closed-Won — expansion deals booked since baselineXX
− Closed-Lost (Deal Lost)XX
− Closed-Other / Removed — No-Decision + opps dropped from the snapshotXX
= In-flight today — open expansion opps right nowXX
★ True Pipe Generated · SAL ≥ 20 Apr
every opp SAL’d on/after Apr 20 (baseline cohort + new opps), at current $XX
How to read: the two SAL-date cohorts (at baseline $) plus their repricing and newly-generated opps, net of closures, reconcile exactly to today’s in-flight pool in both opp count and $.

Pipe $ Movement (Apr 20 → Today)

Net pipe motion = (NEW − Won − Lost expansion); renewals tracked separately as protected ARR.

Opps Generated vs Closed (Counts)

8 opps appeared in the pipe since Apr 20 (Upsell + New Business combined). 0 expansion wins. 0 lost (Deal Lost stage). Most net additions are in early stages (Need Met / Evaluating).

Closed vs In-Flight Since Apr 20 Account-level breakdown

WINS (CLOSED-WON)
1 expansion + 0 renewal
$81K expansion (Diageo) · $0 renewal won
IN-FLIGHT
88 expansion opps
$13.50M open · includes 8 opps newly created since Apr 20
LOSSES (CLOSED-LOST)
0 expansion + 1 renewal
$0 expansion · $136K renewal churn realized

Closed Since Apr 20 Won + Lost detail

Close Date Pipe Generated (SAL) Account Tier Type Result Stage Amount Opportunity Name SFDC

Opportunities Generated Since Apr 20 Upsell + New Business · new since Apr 20 baseline snapshot

SAL Date Account Tier Type Stage Amount Opportunity Name SFDC

Account-Wise Pipe Progress All accounts in current filter

Account Tier Meeting Baseline Opps Baseline $ Generated Opps Generated $ In-Flight Opps In-Flight $ Won $ Lost Ren $ SFDC Account

Churn Progress Since Project Start Baseline: Apr 20, 2026 · vs Today June 3, 2026

Tracks how the churn forecast has moved across all three scenarios since the first Program Valor visit (McKesson, Apr 20). Best Case = lowest forecast churn if all signals go right. Most Likely = the CSM's central forecast. Worst Case = full at-risk amount. Positive delta = improvement (less churn risk). Renewals closed-won remove their full amount from churn exposure; renewals closed-lost realize as actual churn.

Churn Mitigation: How Much We've Saved Apr 20 baseline forecast vs today's exposure

Three scenarios are tracked: Best Case (lowest forecast churn — if all signals go right), Most Likely (CSM's central forecast), Worst Case (full at-risk amount). Each scenario is compared baseline (Apr 20) vs today. A positive delta = improvement (less churn risk). Closed-won renewals + lower CSM risk ratings drive the improvement.
RENEWAL PIPELINE (APR 20 — APR 19, 2027 WINDOW)
ATR — At Renewal (Window Total)
$56.24M
69 renewals due in next 12 months · the full pool that could move
Closed (Decided)
$136K
1 closed · 0 won ($0) · 1 lost ($136K)
At Risk (Open, Worst-Case > 0)
$24.50M
68 renewals · $8.13M worst-case exposure still to defend
CHURN FORECAST: BASELINE → TODAY (OPEN RENEWALS)
Best-Case Churn
$1.44M → $1.48M
▼ added $45K · worsened 3.1%
Most-Likely Churn
$3.55M → $3.36M
▲ saved $189K · improved 5.3%
Worst-Case Churn
$9.12M → $8.13M
▲ saved $992K · improved 10.9%
CLOSED RENEWALS SINCE APR 20
Renewals Protected
$0
0 won renewals (workbook snapshot)
Realized Churn
$136K
1 lost renewal · Macquarie BFS 2026
Net Protection (Won − Lost)
−$136K
Net renewal ARR locked-in vs realized churn
The savings story: Since Apr 20, the worst-case churn exposure has dropped by $992K (from $9.12M → $8.13M on open renewals), most-likely is down $189K, and best-case is up $45K. On top of that, $0 of renewals are locked-in (workbook shows no closed-won). Against this we've taken $136K in realized losses from 1 lost renewal. Net renewal position is −$136K.

Churn Forecast: Baseline vs Today Best · Most-Likely · Worst Case

All three churn scenarios on the open-renewal pool. Lower bars today = mitigation working.

Renewal Mitigation Waterfall Apr 20 worst-case → Today

Baseline worst-case at Apr 20 → minus renewals protected (won) → plus realized losses → equals today's open worst-case.

Churn Exposure by Quarter Open renewals · today

Open-renewal churn risk distributed across FY27-Q2..Q4 close dates.

Top 10 At-Risk Accounts By worst-case · today

Where to focus mitigation — biggest dollar exposure in the filtered set.

Account-Wise Churn Progress Baseline → Today delta per account

Each row shows the per-account churn forecast at Apr 20 vs today, plus any renewals already closed-won or lost-since. Sortable. Only accounts with renewal activity (baseline forecast OR closed-since) are shown.
Account Tier Meeting BC Baseline BC Today BC Δ ML Baseline ML Today ML Δ WC Baseline WC Today WC Δ Won $ Lost $ (Churn) SFDC Account

Renewals Closed Since Apr 20 Won + Lost detail

Close Date Account Tier Result Stage Amount Renewal Opp Name SFDC

Open Renewals at Risk (Today) In FY27-Q2..Q4 window · with current churn forecast

Renewal Date Account Tier Stage Renewal $ Best Case Most Likely Worst Case Renewal Opp Name SFDC
Source: GTM Focus 100, Balance Report, Churn Forecast (Open Opps), Program Valor Intel form, Salesforce Account + Opportunity.