New CMS Client


[Account Name] is one of the world’s leading manufacturers of [product] and [solutions] for [target market]

Quick facts [Account Name]

  • Founded in 1972 in Schwenningen am Neckar,
  • 3,500 patents and utility models, making [Account Name] a leader in the development of …
  • €1,700 billion revenue in 2020
    10,433 employees (5,961 .de, 2,023 EMEA, 1,456 Asia-Pacific, 993 Americas)
  • Committed to the UN Sustainability Goals
  • For more details, refer to the Annual Report 2020

Quick facts [Account Name] &

  • Client since 2022
  • Services
  • Technology: AEM
  • Current team size 20 FTE

Please find the projects info here [Link Confluence, Jira, …..]

Account Status

Financial Status

Account Health

Stakeholder Map (from CRM or similar)

Development Plan

Development Touchpoints

Mission & Objectives

We want to be [account name]’s single supplier of CX, Frontend, CMS and Commerce solutions by end of 2023 and consult them on their way


  1. Maintaining a high client satisfaction through excellent project quality
  2. Winning the Digital Consulting Account
  3. Pitching BD Initiatives for Commerce & Process Mining Tools

Action Plan with Measurements to reach objectives

Team Set Up & Governance

Team Set-Up

Regarding the setup of the team, I would seldom guess a setup without knowledge of the working method, the skills and the actual people at your agency. Knowledge of the actual project would be helpful too.

What I would do if I had to replace someone on this client to set up the team would be:

  1. Review the scope with the team leads of the needed disciplines to define a team & working model
  2. Challenge this set-up with other AM working on comparable projects
  3. Align then with the actual team then on the setup and working model

Governance (?)

I believe in self organization of intelligent teams and custom setups for individual clients. But with the following guiding principles, I usually came up with something working:

  1. Work in integrated client/agency teams on an operative level if possible, at least with embedded decision makers
  2. Use collaborative formats (review, retro) and collaboration tools (teams, InVision, confluence, Trello) instead of PPTs in „Status“ Meetings
  3. Form a client lead team, consisting of organizational and technical leads from the project teams.
  4. Let this team assess and discuss weekly/bi-weekly the current client status and develop strategies for business development as a committed team.
  5. In case of both problems or opportunities, let this team solve witch/ pitch to the client together.
  6. As usual: have a monthly 1:1 or 2:2 with the main client together with the PO to built and maintain trust
  7. Formally measure the client satisfaction on a project and account level. Sometimes people directly involved miss some details…

How would I present it to the client?

In the way, I just did. Every variation of double diamonds, design sprints, charts with feedback loops and committees were already presented to clients in a myriad of ways. Clients buy people, not processes. Instead, I would just tell it to them, (maybe slower), and then write it down in a simple document.

If needed, you can and should give the client your TISAX/ISO certificates and your trademarked model, but this is an add-on for their compliance team.

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