ONYX DEV LABSTECH PRO MARKETING / REVIEW DRAFT
Client health and expansion
What we heard, and how automation could help.
Based on our September 14 conversation. Cassi, does this reflect the work your team does and the improvements you want? Please correct anything we misunderstood and tell us which areas matter most for the first project.
These are initial ideas for review. The questions below help us check what is possible and estimate the first project; approximate numbers are fine. We will verify access to the required information and tools before confirming scope and a firm price.
The six areas we discussed
CSM means customer success manager, the person on your team responsible for the client relationship. Client Pulse is your custom app built with Lovable. We can extend it with the fields, views, and actions needed for the agreed automations.
| Workflow area | What we heard | Initial automation thoughts |
|---|---|---|
| 01Onboarding & training | New clients are assigned a customer success manager from your team and an existing welcome email, then move through onboarding calls and a six-week boot camp. Client Pulse tracks onboarding progress. Attendance at the Tuesday and Thursday training sessions is not currently tracked; adding that visibility is part of this proposed automation. | Add attendance tracking for Tuesday and Thursday Zoom training sessions in Client Pulse, alongside onboarding progress. Let the assigned CSM know when a client needs follow-up or attends for the first observed time. |
| 02Website delivery | Website work is tracked in ClickUp, but the phase and expected launch date are not consistently updated in Client Pulse. That creates duplicate entry and makes delayed delivery harder to spot. | Copy agreed project updates from ClickUp into Pulse. Notify the project owner and CSM when delivery is approaching or overdue. |
| 03Client replies | The team aims to respond to clients within 24 hours. Messages are spread across GHL / MSP Sites, Gmail, and some remaining SPP accounts. Leadership currently relies partly on manually scanning conversations. | Track client messages that need a response and alert the responsible person when the agreed response time is missed. When the team replies to a flagged conversation, mark the alert resolved and let the people previously notified know, with a link to the conversation. |
| 04Account health | Lead results already help indicate account health, but you explained that clients can still be unhappy despite receiving leads. Disengagement, relationship concerns, slow replies, and delivery problems also matter. | Bring these signals together. Use AI to help identify concerns in approved conversations, then show the reasons an account needs attention and notify its CSM. |
| 05Expansion readiness | Some programs offer an upgrade path, but clients should first understand and engage with their existing services. Onboarding, boot camp completion, and training participation should inform the timing. | Check the agreed prerequisites and account health. Suggest suitable clients to the CSM, with a short explanation of why an upgrade conversation may make sense. |
| 06Leadership reporting | Weekly L10 and program meetings need a clearer account summary. You and Nate also discussed CSM workload, clients and revenue under management, gains and losses, and whether communication is captured through GHL. | Prepare a weekly summary by CSM and program. Highlight account concerns, overdue actions, engagement, and verified portfolio measures so leadership can decide what needs attention. |
These areas work together. Onboarding, delivery, and replies inform account health. Account health informs expansion readiness. Leadership reporting brings the results together. We propose connecting your existing tools and automating the agreed steps.
The CSM can see where each client is in onboarding and when to check in.
Tools involved: GHL / MSP Sites · Client Pulse · Zoom · Slack
What we heard
New clients are assigned a customer success manager from your team and an existing welcome email, then move through onboarding calls and a six-week boot camp. Client Pulse tracks onboarding progress. Attendance at the Tuesday and Thursday training sessions is not currently tracked; adding that visibility is part of this proposed automation.
Our initial idea
Add attendance tracking for Tuesday and Thursday Zoom training sessions in Client Pulse, alongside onboarding progress. Let the assigned CSM know when a client needs follow-up or attends for the first observed time.
Keep the current GHL welcome email. Older gaps in a checklist do not necessarily mean the client missed onboarding.
To help define the first version
- About how many clients start each month, and how many different onboarding or training programs need to be covered?
- For the new Tuesday and Thursday attendance tracking, roughly how many people attend each session? Should tracking start from launch, or should we also try to recover past attendance if Zoom records are available?
Project status stays consistent, and the team gets reminders before delivery dates as well as alerts for overdue work.
Tools involved: ClickUp · Client Pulse · Slack
What we heard
Website work is tracked in ClickUp, but the phase and expected launch date are not consistently updated in Client Pulse. That creates duplicate entry and makes delayed delivery harder to spot.
Our initial idea
Copy agreed project updates from ClickUp into Pulse. Notify the project owner and CSM when delivery is approaching or overdue.
Pulse can be customized to support this workflow. The initial proposal keeps ClickUp as the source for project tracking; replacing it would be a separate decision.
To help define the first version
- About how many active website projects are there, and do they follow one standard process or several different processes?
- Should the first version show project status, dates, upcoming reminders, and overdue alerts in Pulse, or does the team also need new screens or actions there?
Unanswered client messages become visible without someone checking every conversation.
Tools involved: GHL / MSP Sites · Gmail · SPP · Client Pulse · Notification destination to confirm
What we heard
The team aims to respond to clients within 24 hours. Messages are spread across GHL / MSP Sites, Gmail, and some remaining SPP accounts. Leadership currently relies partly on manually scanning conversations.
Our initial idea
Track client messages that need a response and alert the responsible person when the agreed response time is missed. When the team replies to a flagged conversation, mark the alert resolved and let the people previously notified know, with a link to the conversation.
The 24-hour target needs a definition: business hours or elapsed hours. Automatic replies should not count as a team response. Record the status in Pulse; confirm where reminders and resolution updates should reach the team. Resolution updates apply to flagged conversations, not every reply.
To help define the first version
- Which message channels must be included first, and roughly how many client conversations does the team handle each week?
- Where does your team want to receive reminders and resolution updates? Does monitoring need to cover nights and weekends?
The team sees both results and relationship concerns, with evidence for each follow-up.
Tools involved: Client Pulse · Lead Dashboard · Fathom · Client messages · Slack
What we heard
Lead results already help indicate account health, but you explained that clients can still be unhappy despite receiving leads. Disengagement, relationship concerns, slow replies, and delivery problems also matter.
Our initial idea
Bring these signals together. Use AI to help identify concerns in approved conversations, then show the reasons an account needs attention and notify its CSM.
Good lead results do not automatically mean a happy client. Missing or old information should be visible for review.
To help define the first version
- Which information is essential for the first health review: lead results, attendance, delivery, messages, or meeting notes? Is it already saved consistently for each client?
- About how many accounts need monitoring, and would a summary of concerns for the CSM be enough initially, or is an automatic health rating essential?
Upgrade suggestions arrive with context, while the CSM keeps the decision about outreach.
Tools involved: GHL / MSP Sites · Client Pulse · Slack
What we heard
Some programs offer an upgrade path, but clients should first understand and engage with their existing services. Onboarding, boot camp completion, and training participation should inform the timing.
Our initial idea
Check the agreed prerequisites and account health. Suggest suitable clients to the CSM, with a short explanation of why an upgrade conversation may make sense.
An eligible program alone is not enough. Unresolved service issues or an existing opportunity may mean the suggestion should wait.
To help define the first version
- How many upgrade paths should be included first, and are the readiness requirements already written down or mostly decided case by case?
- Is a list of suggested clients and reasons enough for the first version, or should it also create and track sales opportunities?
Leadership starts the meeting with an organized review instead of opening each account individually.
Tools involved: Client Pulse · GHL / MSP Sites · Approved message records · Slack
What we heard
Weekly L10 and program meetings need a clearer account summary. You and Nate also discussed CSM workload, clients and revenue under management, gains and losses, and whether communication is captured through GHL.
Our initial idea
Prepare a weekly summary by CSM and program. Highlight account concerns, overdue actions, engagement, and verified portfolio measures so leadership can decide what needs attention.
Report definitions and data coverage need confirmation. Simple Gmail totals cannot reliably prove where client messages were sent.
To help define the first version
- Is there a report you use today that you can share with us, so we can check how to reproduce it with the automations?
- Would one weekly leadership summary cover the first version, or are separate reports needed by CSM or program, or more frequently?