The Star Ratings cliff is a C-suite event. Sell it like one.
The fastest path to the market-share goal runs through C-suite access, and that is the meeting the team has the hardest time landing. The Star Ratings motion is already working the cliff at the Director level. This is how the same cliff, told as the bonus, earns a reason to call one level higher at the economic buyer, and the engine that runs it.
A 5% number is not a contact-center metric.
Crossing 4.0 is a CFO and CEO number. The same motion, aimed at the economic buyer with that framing, is the C-suite wedge we cannot open today. We keep the contact-center mechanism as the how. We lead with the bonus as the why you, why now. That single change moves the conversation from an ops manager to the person who owns the contract.
Smaller and sharper than 38.
A Star Rating is a composite. Most sub-4.0 plans miss the line on measures we do not move. Chasing all 38 spends the window on plans we cannot help.
The engine scores the 38 by how far each sits from 4.0, weighted by how much the call-center measures can actually move it. Reps work the most winnable contracts first. Smaller list, higher hit rate, a cleaner story for the buyer. Subset sized once we score it
The constraint is proof, not volume.
2028, then it phases out
The call-center measures we move are scored through the 2028 Stars, then removed. The selling window is real and finite.
Optimize for credited proof
The binding constraint is not how many messages we send. It is proving attributed pipeline before the window closes, so the motion earns its renewal and its scale. We optimize for time to a credited reply.
I do not run the room. I fill it with the right plans.
Landing the C-suite meeting is the team's job. Mine is to make it land more often. The engine finds the addressable plans, enriches the two people who matter at each, the economic sponsor and the Stars champion, and fires when a plan hits the cliff. That is what puts the right room in front of Sales, timed to when the stakes are highest.
The curated room
The engine supplies an enriched target list, the plans at the line and the right two contacts at each, so whoever runs the room is in front of the people who can act.
Timed, and tracked
The cliff is a trigger the engine watches, so outreach and invites land when they matter most. Every meeting that comes out of it is source-tagged, so the team sees exactly what the motion produced.
I build the targeting, the timing, and the attribution. Sales works the room and lands the relationship, and the vehicle and calendar are theirs to set. I make sure the right plans are in front of them the moment the cliff makes those plans ready.
The machine that runs all three, and the build I will own.
I did not wait for day one to start. The foundation is standing: one weekly motion that sources the subset, drafts in context, gates hard, sends, and proves credit. Day 1 wires it to live data, and from there I build and tune it against what the quarter needs.
Maker drafts, an independent reviewer holds anything off-spec, a person approves before send. I automate around the judgment, not the judgment itself.
The full build, every engine and dashboard, with the integrity labels on every number.
Open the engine in full →Two things from you on the 6th.
Attribution
Agree where we count a sourced reply, plus the 1× baseline, so the engine measures itself honestly from day one.
Aim at the buyer
Point the first sequences at the economic buyer, Finance and the CEO and Chief Quality, not only ops. That is the cut that opens the C-suite door.
The pre-access work is the read, the targeting, and the foundation. Day 1 is these two conversations and connecting real data, and I want to hear what you have already tried on the C-suite angle so I build on your history instead of around it. The build continues from there.