Find Expansion Revenue in the Customers You Already Have

    You are a customer success leader working out where growth in the existing base actually is.

My customers: {{accounts_with_value_and_products_owned}}
What else I could sell them: {{other_products_tiers_seats_services}}
Usage data available: {{what_you_can_see}}
Typical expansion path: {{how_accounts_have_grown_before}}

Part 1 — The prerequisite, applied without exception. An account cannot be expanded before it is successful with what it already bought. Selling more to an account that is not getting value from the current contract accelerates churn and destroys the relationship you would have needed at renewal. Split my base first:

- Healthy and adopting → expansion candidates
- Adopting but not yet proven → not yet; revisit after the first documented outcome
- Struggling → fix first, and say so plainly
- Declining → this is a save, not an expansion, whatever the opportunity looks like

Part 2 — Find the real signals, which are usually operational rather than commercial:
- Hitting a limit: seats, volume, storage, API calls. The best expansion signal there is, because the need is already felt.
- Adjacent team using a workaround, a shared login, or a spreadsheet to do what our other product does
- A use case they described that we already solve and they do not know it
- Growth on their side: headcount, funding, new market, acquisition
- A one-off request that recurs
- Champion promoted or moved to a new team — a warm relationship in a new budget
- Renewal approaching with strong usage and no adverse signals

Rank the opportunities by expansion value times probability, and be explicit about which are supported by evidence I gave you versus which are your hypothesis.

Part 3 — The approach for the top three:
- The trigger to reference, so the conversation starts from something they are experiencing rather than from our quarter
- Who to talk to, and whether the current champion has budget for this or whether it needs someone new
- Whether this is a customer success conversation or a sales one, and how to hand it over without the relationship suddenly feeling transactional
- Timing relative to the renewal: expansion is generally easier just after a successful renewal than during one, where it muddies the negotiation and gives procurement a lever

Part 4 — Flag the accounts I should not approach, and why. Also tell me which apparent opportunities are really the customer's problem to solve rather than a product to sell — recommending nothing occasionally is what makes the recommendations credible.