We kept selling the same team a second time. The money was in the teams next door.
Most expansion motion re-sells the champion you already have. The real growth is the untapped teams inside the same company, and a score that finds them before a human notices.
The picture, before the words.
Expansion usually means going back to the team you already sold and asking for more seats. But the growth hiding in a customer is the teams next door: the departments using nothing, the seats being shared, the whitespace no one mapped.
The catch is you cannot cross-sell a new team while the team you sold is going dark, so a score that ignores the health of the beachhead just points reps at accounts that will churn the moment they expand.
Solve the seam, wire the stack, split the drag from the judgment.
The model weights untapped teams over raw seat count. A hundred users in one team you already own is not the opportunity; three teams using nothing is.
The load-bearing rule: if the team you already sold is Dormant or Ghost-Active, expansion caps out and the account goes Fix-First. You cannot cross-sell a new team off a dying one.
Active users routinely ran past licensed seats, 122 and 175 percent of the plan. That is not a health signal, it is money on the table and a true-up waiting to happen.
A blinded gate scored the book, then we compared it to the CSMs own calls. Where the score and the human diverged was the point, not the problem: each divergence was a real save or a real true-up nobody had flagged.
Where the expansion money actually is.
The score reads the whole account, not just the champion, and hands each one a verdict and a first move. Here is the book, ranked.
| Account | Score | Untapped | Beachhead | ARR |
|---|---|---|---|---|
| Globex | 91.0 | 93 people | Power | $125.7K |
| LendingHome | 86.1 | 42 people | Established | $53.3K |
| Initech | 80.8 | 27 people | Established | $408.6K |
| Vandelay Industries | 79.9 | 76 (1 of 3 teams) | Power | $53.6K |
| Globex Auctions | 77.0 | 35 (1 of 3 teams) | Power | $31.4K |
What was true after that was not true before.
The result, and the detail behind it.
Lead with what changed, then break it down.
A blinded read of seven customers surfaced seat saturation on nearly every one, active users at 122 and 175 percent of licensed seats, plus a set of untapped teams the CSMs had not mapped. The score did not replace the CSM; it caught the expansions and saves their gut had missed, and it gated out the accounts that would churn if you tried to grow them.
Expansion is not re-selling your champion. It is finding the untapped team next door, and refusing to cross-sell off a beachhead that is already going dark. Score the whitespace, gate on the health of what you sold, and check the score against your CSMs gut, because the divergences are where the money is.
The receipts, and what the field says.
From the people I built with.
“Heath crafted and executed a channel strategy that strengthened existing partnerships and forged new, strategic alliances across industry ICPs. Together we unlocked substantial GTM growth.”
“Heath is one of the rarest sales leaders I've learned from. He takes a holistic approach to go-to-market and understands every customer-facing department has a role in growth. I believe he's creating the blueprint for sales leaders to become holistic revenue leaders.”
Same method, on your workflow.
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