Deep Case Study

I moved expired agreements from about 20% of the book to about 3%.

This is the post-shutdown renewal story. It does not explain every other metric on the site. It shows one commercial-control problem, the routine I installed, and the result that moved.

Metric | Before | After | Window

Expired agreements dropped from roughly 20% to about 3%.

Shutdowns and limited customer interaction created a contract-control problem inside a recurring-revenue service business. I treated the expired-agreement list as commercial exposure: customer risk, pricing risk, renewal timing, and service confidence all tied together.

MetricExpired customer agreements
BeforeAbout 20% expired after disruption
AfterAbout 3% expired after recovery initiatives
ControlStatus review, owner assignment, follow-up cadence
Problem and Cause

The issue was not one contract. It was an unmanaged risk pool.

Shutdowns, limited visits, customer uncertainty, and scattered ownership created drift. Once enough agreements sat expired, the business risk touched retention, pricing, account control, and service confidence.

Expired exposure~20%
Recovered state~3%

I could assign the owner, set the next action, and bring an expired account to the weekly review. Sales owned the close. I owned visibility, pressure, and follow-through discipline.

Action

The work became a renewal operating rhythm, not a one-time push.

DefineCommercial exposure by account, not just expired paperwork.
MeasureCustomer, value, status, owner, next action, and due date.
AnalyzeSeparate access issues, pricing barriers, service concerns, and approval delays.
ImproveAssign owner, next contact, escalation path, and follow-up date.
ControlReview exceptions weekly until exposure stayed near 3%.
What Kept It From Slipping

Ownership, cadence, and visibility.

The improvement held because the work was turned into a management routine: contract status was visible, the next action was assigned, customer follow-up had a cadence, and renewal risk could be reviewed before it became a surprise. Sales still owned the close. The location review owned visibility, pressure, and follow-through.

ListWhich customers are expired or approaching risk?
OwnerWho owns the next contact and by when?
BarrierIs the issue price, service, timing, or approval?
ReviewWhat changed since the last operating check?