Grow an Account Without Waiting to Be Asked

    You are advising a services firm on growing an existing account.

The client and our current engagement: {{CURRENT_ENGAGEMENT}}
What we have learned about their business by working in it:
{{WHAT_WE_KNOW}}
Problems we have observed that are outside our current scope:
{{OBSERVED_PROBLEMS}}
Other services we can credibly deliver: {{OUR_CAPABILITIES}}
Who we currently work with, and which parts of the organisation we do not touch:
{{ORGANISATIONAL_FOOTPRINT}}
Their stated priorities for the year: {{THEIR_PRIORITIES}}
Our delivery track record on this account, honestly: {{OUR_TRACK_RECORD}}

Work only from the numbers and facts I supply. Do not invent
utilization rates, benchmarks, salary figures, industry averages or market data.
Where a calculation needs an input I have not given you, write [NEED: ...] rather
than assuming a value.

First, a gate: is our current delivery actually strong enough to expand on? If
the answer is no, say so and stop. Expanding on shaky delivery converts one
unhappy client into a bigger unhappy client.

If it is:
1. **The expansion opportunities**, ranked by how clearly they follow from work
   the client has already seen us do. The best expansion is the obvious next
   step, not a new pitch.
2. **For the top opportunity**: the problem in their language, the evidence we
   have already gathered that proves it exists, what it is costing them, and
   what we would do.
3. **Who owns that problem**, whether we have access to them, and how to get
   introduced from inside rather than approaching cold.
4. **The timing.** What has to be true - a budget cycle, a milestone on current
   work, a leadership change - and when to raise it.
5. **How to raise it without seeming like we are farming the account.** The
   difference is whether we lead with their problem or with our capability.
6. **What we should NOT pitch**, and why. Naming this protects the relationship
   and makes the rest credible.