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Get Started Free →cbrock84/customer-onboarding-and-implementation
Takes a new customer from signature to working — setting a definition of live that both sides agreed before the contract was signed, planning and staffing the implementation, running data migration and integration realistically, training the people who will actually use it, and handing over to the ongoing relationship. Use this to design an onboarding motion, rescue a stalled implementation, work out why customers who bought never went live, or scope the services a deal actually needs.
Passed 21 of 22 test cases with the skill, and 12 of 22 without it.
and 12 more in the full report
9 fixed12 passed either way1 still failing0 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 9 test cases the skill fixed. Same model, same prompt, with and without the skill.
Our deployment engineer has completed all custom field mapping, SSO integration, and UAT sign-off. Can we mark the implementation project complete and close the deployment phase?
| Checked | Without skill | With skill |
|---|---|---|
| Prohibits closing implementation based solely on configuration completeness. | Passed | Passed |
| Requires verifying actual user adoption before closing implementation. | Missed | Passed |
The instructions your model reads when the skill loads.
The period between signature and first real use is where the largest share of preventable churn is created, and where a customer's opinion of the product is formed permanently.
The most common implementation failure happens in the sales cycle: nobody wrote down what success would look like, so the project has no finish line and every party quietly holds a different one.
Define the go-live criteria concretely — which teams, doing what, with what data in place — along with the date, who does what on each side, and what the customer must supply. Put it in the contract or an agreed plan before the deal closes, not after.
Sales commitments become implementation scope. If a deal was won on something the product does not do yet, the implementation team inherits it. Route that decision back to whoever can make it rather than absorbing it silently.
Nothing predicts implementation failure like the absence of a named, empowered owner on the customer side. They need authority to make decisions and time genuinely allocated. If the customer cannot name that person, the project is at risk before it starts, and saying so early is a service.
Set a cadence from the beginning and hold it — a stalled implementation almost never announces itself; the calls quietly stop being attended.
Get one team doing one useful thing quickly, then widen. A phased approach produces a customer who has seen the product work, which changes every subsequent conversation.
The alternative — configure everything, migrate everything, launch to everyone — pushes all the value past a long window during which nothing works and the sponsor is defending the purchase.
Both are routinely under-scoped because both depend on the customer's environment rather than
yours. Profile their data early; expect it to be worse than described. For the mechanics of moving
it, technology:data-migration covers the discipline.
test cases passed, vs 12 / 22 without
More skills from the same source and nearby in the registry, with their headline benchmark lift.