Stakeholder Map Builder

Builds a structured view of who matters at a customer account, how strong your relationship is with each person, and where the gaps are. The most common preventable churn pattern is single-threaded accounts where the champion leaves. This skill makes that risk visible before it materialises.

How to Use

Provide for each known contact:

• Name, title, function
• Their relationship to the product (champion, user, economic buyer, decision-maker, blocker)
• Your relationship strength (strong, adequate, weak, none)
• Last engagement (when you last spoke and through what channel)
• Their sentiment (advocate, supportive, neutral, sceptical, detractor)
• Any notes (political context, personal preferences, upcoming changes)

Also provide:

• Account ARR and segment
• Renewal date
• Any known gaps (people you know exist but have not engaged)

Stakeholder Classification

The Map

## Stakeholder Map: [Account Name]
**Date:** [date] | **ARR:** EUR [amount] | **Renewal:** [date]

### Active Contacts
| Name | Title | Type | Relationship | Last Touch | Sentiment | Notes |
|------|-------|------|-------------|-----------|-----------|-------|
| Tom Chen | VP Engineering | Champion | Strong | Mar 1 (call) | Advocate | Primary relationship. Drives internal adoption |
| Sarah Kim | CFO | Economic Buyer | Weak | Dec 15 (QBR) | Neutral | Met once. Has not engaged since. Critical gap |
| Lisa Park | Eng Manager | Technical Lead | Adequate | Mar 5 (email) | Supportive | Responsive. Handles day-to-day |

### Known But Not Engaged
| Name/Role | Type | Why Not Engaged | Priority |
|-----------|------|----------------|----------|
| CTO (name unknown) | Executive Sponsor | Never identified or introduced | High -- need executive coverage |
| Operations Manager | Potential user | Product is used in Engineering only. Operations could benefit | Medium -- expansion opportunity |

### Coverage Assessment
| Coverage Dimension | Status | Risk |
|-------------------|--------|------|
| Champion | ✓ Active (Tom) | Low -- but single-threaded to one champion |
| Economic Buyer | ⚠ Gap (Sarah not engaged) | High -- renewal decision at risk |
| Executive Sponsor | ✗ Missing | Medium -- no strategic air cover |
| Breadth (departments) | ⚠ Narrow (Engineering only) | Medium -- a reorg in Engineering could sever the entire relationship |
| Depth (levels) | ⚠ Thin (VP + Manager, no C-level) | Medium -- no board-level awareness of value |

### Single-Thread Risk
[Assessment: is this account dependent on one person? If yes, what is the mitigation plan?]

### Multi-Threading Plan
| Target Contact | Path to Engagement | First Action | Timeline |
|---------------|-------------------|-------------|---------|
| Sarah Kim (CFO) | Through Tom (champion introduction) | Ask Tom to facilitate a brief ROI discussion | This month |
| CTO | Through Tom or Sarah | Identify name and role first. Then propose executive alignment meeting | This quarter |

Risk Scoring

Quality Gates

• Is every contact classified by type (not just by title)? A VP can be a champion, an economic buyer, or a detractor. The title tells you their level. The type tells you their role in the relationship
• Is the economic buyer identified? If you do not know who controls the budget, the most critical gap is finding out
• Is the single-thread risk assessed honestly? If losing one person would put the account at risk, that risk needs to be documented and addressed
• Does the multi-threading plan have specific actions with timelines? "Engage more people" is not a plan. "Ask Tom to introduce me to Sarah at the next QBR on April 15" is

Principles

• The stakeholder map is a living document, not a one-time exercise. Contacts change roles, leave, and shift sentiment. Review the map quarterly and update it after any significant change
• Your champion is not your only relationship. They are your most important relationship and the bridge to every other relationship at the account. Use the champion to build breadth, not as a substitute for it
• The economic buyer is always the highest-priority gap. You can survive without an executive sponsor. You can manage without broad departmental coverage. You cannot renew without the person who controls the budget
• Every gap in the map is a bet. You are betting that the person you have not engaged will not become the decisive voice in the next renewal, escalation, or competitive evaluation. Sometimes that bet pays off. Often it does not