Live SF · 2026-07-07Sheet · through May '26Gong · through Jul '26
Overview · 2026-07-15
The company at a glance.
MRR · SFDC live Health · 2026-06 close Win/Loss · TTM
MRR · SF live
$550.4K
−$446 (−0.1%) vs Jun '26 close
ARR
$6.61M
annualized · live
Active accounts
366
3 in-flight carveouts · 369 in MRR
ARR booked · TTM
$523K
30 wins · $18.7K avg
Win rate · TTM
18.2%
30 W · 135 L
Accounts at risk
156
at-risk + escalated · $226K MRR
As of last month-end · Jun 30 '26 (CFO close)
MRR · Jun '26
$550,890
CFO-aligned · with in-flight carveouts
Churn · Jun '26
−$11,284
8 accounts churned
Customer count · Jun '26
368
371 → 368 · +3 new · −8 churn · +2 carveout kept in MRR
Since period start · MTD & QTD (through Jul 13)
MRR change
MTD
−$446
QTD
−$446
$550,890 → $550,444 · −0.1% since Jun 30 · MTD = QTD in month 1 of Q3
Churn
MTD
−$2,090
QTD
−$2,090
1 account: Insurance Corp of Barbados (CFO carveout at Jun-30, excluded by mechanical rule at Jul-13) · finance close 8/1
Accounts in MRR
MTD
+1
QTD
+1
368 → 369 · 15 days into Q3 '26 · 0 active base · +2 new carveouts (Office of Utilities Regulation, Arcturus) · −1 carveout (InsCorp Barbados)
MRR movement · New · Expansion · Downgrade · Churn
Monthly MRR movement · Jun '25 – Jun '26
USD · stacked · net movement line
Positive: New (mint) + Expansion (indigo). Negative: Churn (red) + Downgrade (amber). Net line shows the sum. Jun '26 uses CFO close numbers; earlier months from the business-metrics sheet.
New MRRExpansion (Upgrade)DowngradeChurnNet movement
TTM contraction bottomed at −8.2% (Jun '25); flat since Mar '26
MRR · Apr '25 – May '26 sheet · Jun '26 CFO close
Net install movement
last 6 mo
New + upgrade − downgrade − churn · USD
Quarterly view · QoQ growth
Total revenue · Q3 '24 – Q2 '26
QoQ % above each bar · YoY % under quarter label · Q2 '26 uses Jun MRR as revenue proxy (finance close 8/1)
Q3 '24
$1.827M
QoQ−1.5%
YoY−22.2%
MRR$1.797M
Q4 '24
$1.849M
QoQ+1.2%
YoY−10.6%
MRR$1.774M
Q1 '25
$1.740M
QoQ−5.9%
YoY−5.9%
MRR$1.698M
Q2 '25
$1.727M
QoQ−0.7%
YoY−6.9%
MRR$1.676M
Q3 '25
$1.664M
QoQ−3.6%
YoY−8.9%
MRR$1.656M
Q4 '25
$1.694M
QoQ+1.8%
YoY−8.4%
MRR$1.673M
Q1 '26
$1.693M
QoQ−0.1%
YoY−2.7%
MRR$1.693M
Q2 '26Jun MRR proxy
$1.675M
QoQ−1.0%
YoY−3.0%
MRR$1.675M
Customers · Sales · Voice
Customer health
by lifecycle
373 active accounts scored · 2026-06 close
Healthy178
Watch17
At-risk116
Escalated40
Unscored20
Churned2
Renewals · next 90 days · 93 accounts · $137K MRR · 16 past due
Top pains heard
115 disco/demo
% of opps where the pain surfaced
Excel can't scale
53%
Data uploads are manual
37%
Complex revenue modeling
30%
No reporting drill-down
30%
Reporting is manual
26%
Win rate · industry
TTM · ≥ 5 opps
Won vs lost count · sorted by win rate
Insurance
33%
Non-Profit
27%
Manufacturing
27%
Healthcare
23%
Tech / SaaS
20%
Utilities
20%
Financial Svcs
0%
Sales pipeline
Open pipeline
Type = New Biz · ARR > 0
18 open opps totaling $484K ARR · 12 closing in the next 30 days
Open
18
$484K ARR
≤ 30 days
12
$289K ARR
MRR at play
$40.3K
avg $2.2K / deal
Last 30d WR
22%
2 won · 7 lost
By stage · ARR
Demo
$264K
Commercial & Onb.
$121K
Negotiation
$58K
10 opps sit in Demo — the biggest concentration; only 3 are in Negotiation, so the shape of the quarter depends on Demo→Neg conversion in July.
Closing this month · top by ARR
closing 2026-07-31
12 opps due · sorted by ARR · prob-weighted
Account
Stage
ARR
Prob
Traton Financial Svcs
Demo
$44.8K
15%
HopeHealth
Demo
$36.0K
22%
Goodwill of N. Georgia
Commercial
$30.0K
40%
National WW2 Museum
Negotiation
$25.0K
60%
St Lucia Tourism
Negotiation
$24.0K
55%
Choice New York
Demo
$24.0K
25%
DSG Designs
Commercial
$24.0K
12%
Only 3 of 12 deals closing this month are prob ≥ 40%. If nothing else converts, the month books ≤ $79K ARR from probable wins.
Product adoption
Feature adoption · TTM 90d
≥1 visit · 372 SF-active
Modeler tops at 79% · Dashboards floors at 1% · median 40%
Modeler Area
295
79.3%
Reports Area
277
74.5%
Operating Expenses Wksht
273
73.4%
Revenue Wksht
234
62.9%
Personnel Wksht
219
58.9%
Drivers Wksht
196
52.7%
Version Management Area
147
39.5%
Adjustments Wksht
118
31.7%
Long tail · gaps
5 low · 4 unmeasured
Where activation is thin or invisible
Maestro AI Helpbot Area
91
24.5%
Audit Log Area
90
24.2%
Forecasting Module Area
81
21.8%
Workflow Module Area
40
10.8%
Dashboards Area
4
1.1%
Instrumentation gaps · 4
Centage Analytics (Excel add-on, outside Pendo web SDK), ERP / GL Integrations, Payroll Integrations, and What-if Scenarios — all unmeasured. Engineering to tag connector and scenario flows.
Accounts to watch
Past due or renewing <30 days · at-risk or escalated
16 past due · 8 shown by MRR + severity
Company
Industry
MRR
Health
Renewal
Jordan Health
Healthcare
$2,275
At-risk · 59
2026-06-29 past due
Insurance Corp. of Barbados
Insurance
$2,090
Escalated · 38
2026-06-29 past due
Emu Health
Healthcare
$1,971
Escalated · 23
2026-06-30 past due
Safeway Electric
Construction
$1,750
Escalated · 25
2026-06-29 past due
Roadpost
Transportation
$1,415
At-risk · 69
2026-07-13 <30d
Rogerson Communities
Nonprofit
$1,375
At-risk · 38
2026-06-12 past due
Grenada Electricity Services
Utilities
$1,330
Escalated · 31
2026-06-29 past due
Mobile Medical Response
Healthcare
$1,125
Escalated · 55
2026-07-01 past due
Finance
Revenue & MRR
Trailing 15 months of MRR, revenue, and install-base movement. Sheet closes through May '26; Jun '26 uses the CFO-close SF snapshot ($550,890 MRR). Jul '26 is 15 days in.
Healthcare has the biggest book but sits mid-pack on ARPU. Education and Financial Services pay the most per account at scale.
Avg tenure · by industry
months since first close
Government
120 mon=1
Services
118 mon=1
Prof. Services
102 mon=25
Technology
96 mon=35
Financial Services
95 mon=19
Env. & Advocacy
93 mon=7
Manufacturing
91 mon=41
Real Estate & Constr.
91 mon=10
Transportation
90 mon=19
Arts & Faith
87 mon=12
Healthcare
87 mon=68
Energy & Utilities
84 mon=17
Avg LTV · by industry
MRR × months, accts with both
Government
$261Kn=1
Financial Services
$171Kn=19
Healthcare
$147Kn=68
Energy & Utilities
$144Kn=17
Transportation
$130Kn=19
Technology
$130Kn=34
Education
$117Kn=24
Arts & Faith
$116Kn=12
Real Estate & Constr.
$115Kn=10
Manufacturing
$112Kn=40
Prof. Services
$110Kn=25
Nonprofit
$88Kn=59
Customer Success
Health & renewals
Lifecycle composition of the active book plus the accounts that need attention in the next 90 days. Scores are 2026-06 close; live overlays coming from the health-portfolio workflow.
% of industry book scored at-risk or escalated · sorted by exposure
Industry
Accts
At-risk %
Avg score
At-risk MRR
Healthcare
68
48.5%
46
$54,345
Nonprofit
60
35.0%
47
$28,012
Manufacturing
41
43.9%
50
$22,911
Technology
36
50.0%
43
$21,869
Financial Services
19
52.6%
45
$18,999
Education
24
37.5%
33
$18,618
Prof. Services
25
48.0%
44
$14,376
Transportation
19
47.4%
48
$12,710
Energy & Utilities
17
41.2%
42
$10,387
Retail & Dist.
24
29.2%
44
$9,794
Financial Services and Technology are the sharpest exposures — over half of each industry's book is at-risk. Healthcare has the largest dollar exposure ($54K MRR at risk) simply because it's the biggest cohort.
Health · by revenue tier
where risk clusters by account size
Small and very-large tiers behave differently · sorted canonical
Revenue tier
Accts
At-risk %
MRR
At-risk MRR
< $1M
4
75.0%
$6,383
$4,866
$1M – $10M
77
42.9%
$92,886
$43,457
$10M – $50M
150
42.7%
$213,711
$87,189
$50M – $200M
80
41.2%
$139,876
$56,583
$200M – $1B
28
50.0%
$47,621
$22,644
> $1B
6
16.7%
$11,907
$1,333
Unknown
28
28.6%
$43,190
$9,956
The sweet spot ($10M–$200M, ~62% of the book) is uniformly ~42% at-risk. Only > $1B accounts hold up well — but there are only 6 of them.
Past due or renewing ≤90 days · at-risk or escalated
104 accounts total · showing highest-MRR 12 by imminence
Company
Industry
MRR
Health
Renewal
Jordan Health
Healthcare
$2,275
At-risk · 59
2026-06-29 past due
Insurance Corp. of Barbados
Insurance
$2,090
Escalated · 38
2026-06-29 past due
Emu Health
Healthcare
$1,971
Escalated · 23
2026-06-30 past due
Safeway Electric
Construction
$1,750
Escalated · 25
2026-06-29 past due
Pentastar Aviation
Transportation
$1,500
Escalated · 25
2026-06-29 past due
Roadpost
Transportation
$1,415
At-risk · 69
2026-07-13 <30d
Rogerson Communities
Nonprofit
$1,375
At-risk · 38
2026-06-12 past due
AWC Inc.
Manufacturing
$1,375
At-risk · 64
2026-06-30 past due
Grenada Electricity Services
Utilities
$1,330
Escalated · 31
2026-06-29 past due
Goodwill Industries of NM
Nonprofit
$1,193
Escalated · 37
2026-06-30 past due
Mobile Medical Response
Healthcare
$1,125
Escalated · 55
2026-07-01 past due
Experitec
Manufacturing
$1,062
Escalated · 51
2026-06-29 past due
Sales
Win / loss analysis
TTM new-business — every closed opp between 2025-07-06 and 2026-07-05. ARR-basis, not TCV. Reasons synthesized from Gong + SFDC picklist.
Weekly cash-flow forecast, runway to zero, and burn multiple. Will wire up once the Brex + Ramp connectors land in the MRR snapshot pipeline.
◨
Budget vs actuals
Departmental budget vs actuals with variance flags. Wire this up after 2026 plan is loaded into the FP&A sheet.
↓
Churn analysis
Gross vs net churn, cohort survival curves, and the reason breakdown from cancellation-call notes. Waiting on the churn-reason picklist getting populated on the 12 closed-lost renewals this quarter.
Sales · Pipeline
New-business pipeline
Every open new-biz opp (Type = New Business, ARR > 0, created ≤ 180 days). ARR-basis. Refreshed every Monday 09:30 by the weekly pipeline-review skill.
Unknown — SFDC Description is empty and there are 0 Gong calls. The 3 activities are only meeting-invite emails ('Tentative: Traton FS Demo with Centage', 'Accepted: Centage Demo', empty '[Gong] Centage Meeting' task) with no discovery content.
Outcome sought
Unknown from bundle — the buyer (Ricardo Díaz) has accepted a demo invite from Jeff Greening but no discovery call is recorded yet. Source='Referral' is the only positive signal.
Win-probability rationale Sparse
Stage=Demo with SFDC Probability=5% and only meeting-invite activity — no completed discovery, no articulated pain, no attachments. Uplifted slightly above SFDC's 5% because Source=Referral tends to convert higher than cold web-form, but there is no evidence of qualification yet.
Top 3 recs → Closed Won
Run a proper discovery call before the demo; capture pain, current tools, timeline, and budget in the opp Description or a Gong call.Bundle shows scheduling emails only — no discovery has been done, so the demo will be generic and likely miss the buyer's compelling event.
Get the name of the referrer on record and ask them for a warm intro to the economic buyer at Traton FS.Source=Referral is the only positive signal in the bundle; multithreading via the referrer is the highest-leverage move.
Add ARR ($44,750) commit gate: qualify Traton FS's employee count and annual revenue against ICP before investing more SE time.Industry and firmographics are blank in SFDC; without ICP confirmation this could burn Demo cycles on a poor-fit account.
HopeHealth wants to 'eliminate spreadsheets by the next fiscal year' and is buried in complex multi-provider payroll allocations and site/department/grant Excel budgets, plus manual financial-statement generation off Blackbaud (Gong 2026-06-11: 'primary pain points are the desire to eliminate spreadsheets by the next fiscal year, complex multi-provider payroll allocations, and the burden of managing numerous budgets').
Outcome sought
Replace Excel with Centage integrated to Blackbaud (nightly actuals), automate provider-level allocations, and enable non-finance users to work with granular security — with a CFO-approval demo as the next milestone.
Win-probability rationale Gong-heavy
Stage 'Demo' with SFDC Probability 5% and Close 2026-07-31 (25 days out) — one strong 46-min discovery+demo with champion Heather on 2026-06-11, but the CFO has still not been booked; three follow-up emails from Jeff (6/22, 6/29, 7/1) with OOO auto-reply and no confirmed CFO meeting. Real pain and a champion, but pricing and CFO validation are both unstarted.
Top 3 recs → Closed Won
Escalate CFO outreach off email — have Paul or Sameer send a direct calendar-link note to Heather + CFO (cc'd) framed around the 'eliminate Excel by next fiscal year' deadline.Three sequential Jeff-only email nudges (6/22, 6/29, 7/1) have hit an OOO wall; a peer-level touch and an explicit deadline anchor break the stall.
Send the Boston Children's case study Jeff promised on 6/11 (still 'will send' per next-steps) plus a payroll-allocation-specific proof point.Committed follow-up materials from the 6/11 demo have not been delivered per activities log — closing that loop rebuilds momentum and gives Heather ammunition for the CFO.
Pre-package pricing tied to a July 31 signature (matching the SFDC Close date) contingent on CFO meeting this week; explicitly link to the FY-transition urgency.Close date is 25 days out; without a compelling event ('go-live before next fiscal year'), the deal will slip past 7/31 and lose the FY window that is the actual buying trigger.
Goodwill of North Georgia is running a formal RFP to select a budgeting tool; David DiCaprio (Director, Sourcing & Procurement) is coordinating the review and finalist selection.
Outcome sought
Replace/adopt a budgeting solution via the RFP process, with award notification targeted for 6 July per DiCaprio's 2026-06-18 email ('RFP Review Period: 18 - 24 June; Presentation Period: 29 June - 2 July; Notification of Award: 6 July').
Win-probability rationale Activity-heavy
Stage='Commercial & Onboarding Review' with 20 activities including a live RFP timeline and Jeff Greening's 2026-06-30 note that 'two Goodwill regions renewed with us for three-year agreements' — strong reference leverage, but the buyer's 2026-06-24 reply 'we should be good for now. We are still in the process of reviewing' shows Centage is one of several finalists, not selected.
Top 3 recs → Closed Won
Immediately confirm the 6 July award result with David DiCaprio and, if not selected, request a debrief before the decision is finalized.DiCaprio's own timeline ('Notification of Award: 6 July') is at or past today (2026-07-07) — silence past this date is decision-adjacent.
Package the two peer-Goodwill 3-year renewals into a one-page reference asset (logos, quote if permissioned, use-case parallels) and send to DiCaprio.Jeff already surfaced these renewals verbally on 2026-06-30; a formal artifact lets Procurement forward it up the chain during committee review.
Offer a same-week executive walkthrough with Paul Lynch (CEO) to any Goodwill exec sponsor beyond DiCaprio.The 20 activities all thread through a single Procurement contact; there is no visible finance/exec champion, which is a common RFP-loss pattern for us.
Managing 285 budgets across 40 contributors in Excel with GL string concatenation is painful; per Commercial Review Gong 2026-06-04, Stephen (AVP Finance) confirmed 'pain points like managing 285 budgets, 40 contributors, GL string concatenation'. Wants Blackbaud FE NXT + Paylocity integration and AI-driven GL mapping.
Outcome sought
A budgeting/FP&A platform live before calendar year-end (2026-12-31) to allow user training ahead of the March-April FY-end budget cycle; solution must integrate with Blackbaud and Paylocity and handle 285 budgets/40 contributors.
Win-probability rationale Gong-heavy
Stage 'Negotiation' at 50% SFDC; per 2026-06-26 Gong call Stephen said they are 'in the home stretch' with a decision 'within one to two weeks, two weeks maximum' and Centage is 'a strong contender'. Competition (Competition__c) = Una Software, but per Gong the live rivals are Martus and Limelight (Unibudget Pro dropped) — Paul characterized Limelight as 'good' and Martus as 'basic'. Waived install offered. 60% reflects real momentum tempered by 4-way bake-off risk and a July 4th holiday week reducing decision-maker availability.
Top 3 recs → Closed Won
Send Stephen a battle card comparing Centage vs Martus and Limelight on the exact pains he named (285 budgets, 40 contributors, GL concatenation, Blackbaud+Paylocity native integration) by end of week.Per 2026-06-26 Gong, Martus + Limelight are the finalists and Stephen expects a decision within 2 weeks — the head-to-head material needs to be in his hands before he sits with the internal decision team.
Lock in a 30-min close-plan call with Stephen and any co-decider (CFO or board finance chair) before 2026-07-18 with the 4-6 week 'Centron' implementation timeline and calendar-year-end go-live as the agenda.The 2026-06-04 Gong showed the 4-6 week vs 4-6 month implementation gap is Centage's clearest differentiator, and Stephen's stated implementation goal is 'before calendar year-end' — pull that constraint forward to force the decision.
Re-send the DocuSign with the waived-install offer + the 3-year $21,000 option so the pricing anchor is in-hand when he reconvenes internally.Per 2026-06-04 Gong, Jeff offered '30% nonprofit discount, one-year $25,000, three-year $21,000 with implementation waived' — Stephen has verbal, but not yet a signable form; also update Competition__c from 'Una Software' to reflect Martus/Limelight.
Excel-based budgeting across 9 distinct markets is unscalable, error-prone and lacks version control — Anya explicitly says the current process 'consolidating numerous spreadsheets from department heads into a master budget' causes 'anxiety about maintenance, version control, and scalability' (2026-05-28 discovery call).
Outcome sought
A cloud FP&A tool that gives granular multi-dimensional budgeting (market, GL, spend type, project code), automated reporting to a government-body board, multi-currency handling, and role-based access for department heads — with a decision before end of month for board sign-off (2026-06-08 demo next steps).
Win-probability rationale Gong-heavy
Stage=Negotiation with SFDC Probability=50%, 3 Gong calls covering discovery → tailored demo → proposal request, and buyer has explicitly asked Paul to 'not delay' on the proposal + T&Cs for board approval. Uplift over SFDC because compelling event is real (board decision this month) and champion Anya is engaged; discount because the buyer must clear a finance committee + board and Sage 300 integration is 'some manual effort'.
Top 3 recs → Closed Won
Deliver the formal proposal AND T&Cs this week; block time with Anya for a commercial review call before her board meeting.Anya asked Paul on the 2026-06-08 call to 'not delay in providing the proposal' and to be open to a commercial-review call before the board — the ask is on the table and delay is the biggest risk.
Multithread beyond Anya into the finance committee and CFO/board sponsor before proposal delivery.Anya is presenting to the committee and board; single-threaded deals in Negotiation without exec sponsor engagement stall on unanswered board questions.
Send the Sage 300 → Centage integration reference (or an advisor call) proactively.The 2026-05-28 discovery flagged Sage 300 on-prem integration requires 'some manual effort' and a planned cloud-ERP migration by April 2027 — de-risking this now removes a likely board objection.
DSG Designs is stuck on Excel-based revenue forecasting with heavy government-contract dependency and QuickBooks Online actuals; wants driver-based revenue modeling, cash flow, and personnel planning (Gong 2026-03-19).
Outcome sought
Move off Excel onto Centage with QuickBooks integration and a 4-seat Strategic plan; implementation before July was originally floated.
Win-probability rationale Activity-heavy
Stage 'Commercial & Onboarding Review' with SFDC Probability 25% but the deal has been effectively cold since 2026-03-27 when Dan wrote 'we are holding off on any additional purchases until Q3 of this year'; account was reassigned from Adam Leslie to Jeff Greening (2026-07-01 email 'Your account has been transferred to me. We had a note indicating you were pausing FP&A system search'), and there is no confirmed re-engagement — Close 2026-07-31 is unrealistic without a response.
Top 3 recs → Closed Won
Push Close date to Q3 2026 (Sept 30) and forecast off pipeline until Dan replies to the 2026-07-01 re-engagement email.Dan's own words on 2026-03-27 were 'holding off on any additional purchases until Q3'; keeping Close at 2026-07-31 pollutes the forecast.
Ask Dan for a specific Q3 evaluation window and get the CEO's name/introduced by email — the CEO was the actual decision-maker Dan referenced but has never appeared in the thread.Champion Dan defers to CEO for the buying decision; without CEO direct engagement, Q3 will slip the same way Q2 did.
When re-engaging, lead with what changed since March (new dashboards Adam referenced 4/15, pricing flexibility) rather than a generic 'transferred to me' note.The 7/1 handoff email does not give Dan a reason to re-open the eval; a concrete new-since-March hook is more likely to break the freeze.
Choice New York uses Excel for budgeting across 30-40 users with 'inconsistent, error-prone Excel budgets… difficulty pulling data from Yardi, and a lack of structure/transparency' (Gong call 2026-06-04, Shaun Lue confirmation).
Outcome sought
Replace Excel with a cloud FP&A tool that integrates to Yardi via Centron, restricts non-finance access, and supports rental-revenue driver-based budgeting for their property-management portfolio.
Win-probability rationale Gong-heavy
Stage='Demo' with 3 Gong calls of genuine depth (Yardi integration, expense allocation, rental revenue) and bespoke pricing delivered post-2nd demo (2026-06-23), but the last 3 outbound emails (2026-06-29, 2026-06-30) are Jeff chasing Shaun with EOQ pricing pressure and receiving no reply — engagement is cooling right after the proposal.
Top 3 recs → Closed Won
Break the silence by asking Shaun for a decision timeline in writing, not another meeting — 'if not now, what does September look like?'Two unanswered 'hey Shaun' emails within 24 hours (2026-06-29, 2026-06-30) show discount-push is not landing; only a calibrated timeline question typically re-opens the thread.
Multi-thread to Estera Xhuglini and Melody Chen (Portfolio Controller) — both are on the demo-recap thread but never addressed directly.The Gong-2 call next step was 'S will run the demonstration by executives internally, Estera, and Melody' — they are the internal reviewers whose objections we cannot see.
Send a Yardi + Choice-NY-templated mini-mock built from the redacted templates Melody shared 2026-06-23, tied to a specific pilot property.Shaun's 2026-06-23 reply asked to reschedule 'to ensure a productive demonstration' with their real templates — we already have the artifact, we should proactively deliver against it.
Per 2026-06-08 Gong (Spanish): Grupo Mayoreo (Venezuela + Costa Rica + Colombia, 5 commercial + 1-2 service entities) suffers from an Excel/Google-Sheets budget process that is 'engorroso y lento' — blocks semiannual reviews and their goal of monthly rolling forecasts across 15 commercial and 6-7 finance contributors.
Outcome sought
A multi-entity/multi-currency (consolidated USD) FP&A tool integrating with Softnet (ERP) and Streamline (demand forecasting) to enable monthly budget control and scenario planning at a target annual budget of ~$20,000.
Win-probability rationale Gong-heavy
Stage 'Demo' with SFDC Probability 5%. Two Gong calls in early June show good discovery and a follow-up demo, BUT the most recent activity (2026-06-15 email from Paola Rodríguez) explicitly asks to SUSPEND the follow-up meeting ('quisiéramos solicitar la suspensión de la reunión'), and there are no touches after 2026-06-15. Softnet integration is uncharted (Jandir committed to it verbally but no proof point). 15% reflects real fit + budget signal offset by the buyer-initiated pause.
Top 3 recs → Closed Won
Have Jandir (Spanish-speaking) send Paola a specific 20-minute re-engagement note by 2026-07-11 acknowledging the suspension and proposing a slot that fits her rescheduling constraints; do not push volume outreach.The 2026-06-15 Spanish email requested suspension of the demo — a rapid English follow-up would misread the situation; the account went silent for 3+ weeks and needs the original Spanish-speaking rep to reopen respectfully.
Before the next demo, build a Softnet-integration proof point (API sample or file spec) tailored to Grupo Mayoreo's Venezuela/Costa Rica/Colombia entity structure.Per 2026-06-10 Gong, Softnet + Streamline integration is a hard requirement and Centage has committed verbally — a concrete integration spec would remove the biggest silent risk factor now that the buyer has paused.
Confirm the $20,000 ARR anchor holds against 7-entity, 3-country multi-currency scope; either package it under a lower tier or expand scope so pricing matches actual value.Per 2026-06-08 Gong, Frank explicitly stated the $20K annual budget — the current $20K ARR matches, but the multi-entity/multi-currency need is at the upper end of Centage's core package; misalignment here will surface at Commercial Review.
Ten linked Excel spreadsheets generating 'error formulas, broken links, and inaccurate budget reporting'; poor cash-basis forecasting for annual dues, spend-down, and investment timing; heavy manual reconciliation across a for-profit and non-profit arm (Tina Cota, 2026-06-15 discovery).
Outcome sought
A cloud platform to automate reconciliations, consolidate two entities, deliver dynamic P&L / cash-flow reports, and give department heads/other users self-serve access — with pricing landing in the 18–35K annual + 5–10K implementation range (2026-06-18 demo next steps).
Win-probability rationale Gong-heavy
Stage=Demo with SFDC Probability=5%, but 2 Gong calls show a real compelling event (CFO Tina personally on discovery) and Paul has committed to a written pricing PDF + follow-up demo with 'other users/department heads'. Uplifted above SFDC 5% because a written pricing range is on the table and a next demo is queued; capped at 30% because ChampionTina has not yet convened the broader user group and no timeline / budget-approval path is captured.
Top 3 recs → Closed Won
Send the promised deck + pricing email (18–35K annual, 5–10K implementation) immediately and lock the follow-up demo date with Tina's user group.The 2026-06-18 next-step commitment was 'Paul will send the deck and email with loose numbers to ChatFin in the morning' — delay past that stated cadence signals to the buyer we're not urgent.
Ask Tina to name the CEO/EVP or board sponsor who signs off on FP&A software before the second demo.CBA is a trade association with board governance; the 2026-06-15 call surfaced 'three entities' and a strict investment policy — a non-technical buyer needs an exec sponsor to sign at 20K ARR.
Pre-load the follow-up demo with cash-basis forecasting + non-profit grant/scholarship accounting scenarios.Tina flagged cash-basis operations, strict investment policy, and a third scholarship entity in discovery — hitting these directly beats a generic P&L demo.
Dirxion CFO Russell has two revenue streams (lumpy project-based catalog builds + recurring hosting) that will not model cleanly in Excel; cannot translate Salesforce pipeline into production-hours capacity planning; manual re-keying between Salesforce and Excel; profitability by revenue-stream/client is buried in QuickBooks; heavy key-person risk (Gong 2026-06-23).
Outcome sought
Replace Excel with Centage integrated to QuickBooks, ADP, and Salesforce for automated cash-flow, capacity, and profitability views.
Win-probability rationale Gong-heavy
Stage 'Demo' with SFDC Probability 5% and Close 2026-07-31 — strong 20-min discovery on 2026-06-23 established real multi-dimensional pain, but the two follow-on 'Demo' calls (2026-06-29 12min, 2026-07-01 17min) appear to be internal Centage prep sessions (Zak/Jeff/Paul only, no Russell attended per Gong briefs); Russell rescheduled and then went dark despite Jeff's 4 follow-ups (6/29 x3, 7/1). Champion identified but not yet re-engaged.
Top 3 recs → Closed Won
Get Russell on an actual demo tailored to the Salesforce-to-capacity-planning workflow (his stated #1 pain) before pushing pricing.The 6/23 discovery surfaced Salesforce-to-production-hours capacity planning as the top pain; no demo has actually shown that workflow to Russell because the 6/29 and 7/1 sessions did not include him.
Multithread — Russell is CFO of a family business and the sole holder of the Excel model ('key-person risk' per Gong 6/23). Ask for a second stakeholder (owner/family principal or accounting lead) on the next call.Family-business + key-person-risk pattern typically stalls when only the CFO is engaged; a second name protects against Russell's calendar.
Push Close date to Q3 (August or September) and re-forecast — 2026-07-31 is 25 days away with no live demo yet delivered and no pricing shared.Timeline is not credible; keeping it on 7/31 hurts forecast accuracy.
Daiichi Sankyo Colombia has no local ERP, outsources finance to PwC, and runs 'manual, Excel-based budgeting with extensive reporting needs for Japan' (Gong 2026-03-04). They previously evaluated Anaplan ('too costly') and Abacum.
Outcome sought
Replicate the setup Centage delivered for the Mexico affiliate — a single tool for budget input, tracking, end-user reporting, and Power BI consumption — sized for a smaller Colombia entity, with contract flexibility around deployment timing.
Win-probability rationale Activity-heavy
Stage='Commercial & Onboarding Review' with only 1 Gong call (2026-03-04) and 11 activities; buyer Natalia Benavides on 2026-05-05 said 'we have not made a decision yet. We will inform you once we have an update' and there is no logged reply since. LastModified 2026-05-22 with a 2026-07-31 close date = a stale, closer-silent deal; owner Adam Leslie has since left Centage per Montana Instruments thread.
Top 3 recs → Closed Won
Assign a live owner (post-Adam) and have them intro themselves with the Mexico affiliate's live results — MRR/usage/time-savings — to Luis and Natalia this week.The one Gong call anchored the pitch to 'Mexico's adoption'; nothing has been sent to update that story in 2+ months and the original owner has departed.
Escalate through the Mexico affiliate contacts (Jandir/Victor/Janet named in the emails) to get an internal push from the sister entity.Colombia is a referral from within Daiichi Sankyo; a sibling-entity champion is the fastest unlock, and Jandir was already positioned as the implementation lead.
Force a go/no-go: request a 15-minute call to lock scope + start date, or agree to park the opp until Q4 with a Sept restart date.Closer-side-only chasing since 2026-03-20 hits diminishing returns; Adam's own 2026-05-05 note said 'I need to update my leadership on the project'.
Per 2026-06-02 Gong: UBS (global non-profit with distributed finance teams in Latin America, Africa, Europe) needs to replace an Excel cash-flow forecasting workbook that is not user-friendly for smaller national offices, has version-control problems, weak security, and error risk when non-finance staff edit. Previously used Centage's older Budget Maestro (~2008-2009).
Outcome sought
Simple, easy-to-use cash-flow forecasting tool with multi-currency (local currency in + USD consolidation), each national society sees only their own data, HQ sees consolidated view — starting with a 5-user stair-step tier at $750/mo and scaling up.
Win-probability rationale Gong-heavy
Stage 'Negotiation' at 50% SFDC. Stair-step pricing already drafted (per 2026-06-05 Gong), Centage's CEO Paul offered to waive implementation fee entirely on 2026-06-30 ('waive the implementation fee entirely if you can move forward today'), and Ralph confirmed on 2026-07-02 that he'll follow up with Claire 'early next week'. Positive signal, but 3 Centage-initiated follow-ups (6/26, 6/29, 6/30) with only one Ralph response after 4+ days suggests one-threaded risk — Ralph is not the sole approver and Claire hasn't been engaged directly.
Top 3 recs → Closed Won
Ask Ralph for a direct calendar hold with Claire (and Moise, per 2026-06-23 Gong next-steps) by 2026-07-15 — not through Ralph as intermediary.Per 2026-06-23 Gong, Ralph committed to a meeting with Claire and Moise 'over the next day or two' — that has slipped 2 weeks. The 2026-07-02 email indicates Ralph is still the single thread; direct exposure to Claire is the highest-leverage move.
Send Ralph a 1-page 'why now' summary tied to the CEO's implementation-fee waiver so it lives outside the DocuSign inbox for his internal share with Claire.The 2026-06-30 CEO-authorized waiver is a strong close asset but is currently buried in a Docusign resend email; a lightweight one-pager Claire can read in 2 minutes de-risks the internal meeting.
Propose a starter 5-user, 3-month pilot at $750/mo with a documented ramp to 10+ users tied to observable milestones (first national society live).Per 2026-06-05 Gong, Ralph specifically asked whether they'd be 'forced to upgrade licenses even if not fully utilized' — anchor the deal on the 5-user tier they're comfortable with and remove the perceived commitment risk.
Three separate PDI instances producing inconsistent, manual multi-entity financial reports; P&L / balance sheet updates and monthly close are manual; no ability to serve non-finance stakeholders with ad-hoc reporting or transactional drill-down (2026-05-11 demo key points).
Outcome sought
A reporting/analytics layer on top of consolidated PDI (planned company-4 rollup by 2027) that provides role-based access by entity/site/account, flexible hierarchies, transactional drill-down (AP, payroll), and an Excel add-on for external partners — with SAML 2.0 compliance (2026-05-11 next steps).
Win-probability rationale Gong-heavy
Stage=Demo with SFDC Probability=5%, 2 Gong calls and 33 activities show sustained engagement, but the third demo (2026-05-29) was canceled ('Centage PDI Demo with Terribles - Meeting Canceled') and the customer's own timeline is 'cutting over to the new system by 2027'. Uplifted above 5% because the champion is active and pricing is being scoped; capped at 25% because Owner Adam Leslie has since left Centage (confirmed in VirgoCX/CPCA bundles) and the buyer's stated compelling event is 2027, not this quarter.
Top 3 recs → Closed Won
Reassign owner immediately and warm-handoff the account with a specific proof: PDI-customer reference call.The 2026-06-04 next step 'Paul will look into providing references of Centage customers who are currently using PDI' is still open and Adam's exit (per VirgoCX/CPCA emails) leaves the champion without a point of contact.
Offer a phased Year-1 scope (single PDI instance now → full consolidation post-2027 cutover) with corresponding pricing tiers.Terribles' own timeline is 'some level of consolidated financial information this year and cutting over to the new system by 2027' — a phased contract matches their reality and pulls revenue forward.
Close the SAML 2.0 compliance question in writing before the next commercial conversation.Jandir's open item from 2026-05-11 ('check with the engineering team regarding SAML 2.0 compliance') is a security-review blocker for a multi-entity retail/hospitality group.
Midwest Tape's FP&A lead Stephanie is unhappy with Planful — contract expiring, workforce planning forced into Excel because Planful cannot handle healthcare-specific calcs (401K/FMLA/tax thresholds), inaccurate data pulls, no drill-down to transaction detail, data siloed across systems (Gong 2026-06-11 and 2026-06-23).
Outcome sought
Displace Planful with Centage running direct SAP + ADP integration, granular role-based security for VP budget owners, no-code interface, and implementation under 4 weeks.
Win-probability rationale Gong-heavy
Stage 'Demo' with SFDC Probability 5%, Close 2026-08-31 — Stephanie's 2026-06-25 email explicitly states 'we are still in the very early stages of evaluating our options, so we are not ready to discuss pricing' and asks for another demo with 'team members and leadership before moving forward with pricing.' Named competitor (Planful) with a real compelling event (contract expiration) and a champion, but multithreading and pricing are both deferred by weeks.
Top 3 recs → Closed Won
Lock the 'additional demo with team members and leadership' Stephanie requested — get names, roles, and a firm date on the calendar this week.Stephanie's 6/25 email offers a concrete next step: 'if your platform remains under consideration, I would like to schedule an additional demo with team members and leadership.' Not booking it is the single largest risk factor.
Get Planful's contract-expiration date from Stephanie and anchor Centage's implementation-under-4-weeks promise against it.Contract expiration is the buying event per 6/11 Gong ('actively seeking a better tool as their contract expires soon'); without that date, urgency is theoretical and pricing conversations will keep slipping.
Bring a healthcare-workforce-planning-specific proof point (Boston Children's or similar) to the leadership demo, since that is Planful's stated failure mode.6/23 Gong: 'workforce planning, including complex healthcare calculations, entirely in Excel due to Planful's inability' — a matched proof point at the multithreaded demo is the highest-leverage differentiator.
HammerTech is scaling toward ~$50M AUD ARR and Peter Kwon identified three specific pains on the 2026-06-30 Gong call: 'stronger headcount planning, better file sharing/collaboration/version control, and more dynamic scenario analysis' — with 80% of costs being headcount-related.
Outcome sought
Stand up an FP&A platform aligned to their September NetSuite go-live (compelling event), with Zone-Payroll-via-NetSuite integration, 2 admin + ~10 viewer users, and unlimited scenario versions.
Win-probability rationale Gong-heavy
Stage='Demo' and only 1 Gong call so far (17 min intro on 2026-06-30) — very early — but the buyer named clear pains, a compelling event (NetSuite go-live in September), and confirmed a demo booked for 2026-07-13; SFDC Probability 5% understates the qualification quality captured in-call.
Top 3 recs → Closed Won
Build the 2026-07-13 demo around exactly the three pains Peter named (headcount planning, version control, dynamic scenario analysis) and one NetSuite/Zone-Payroll integration screen — nothing else.Peter's own next-steps list ('Jeff will ensure the demo covers headcount planning, rolling forecast, and modeling, as requested by Peter') is the buying criteria; drift widens the sales cycle.
Anchor pricing and timeline to the NetSuite go-live so a signed contract precedes the September cut-over.The buyer stated 'they are going live with Netsuite in September… want to proactively set up for future success' — this is the compelling event to close against.
Multi-thread beyond Peter into whoever owns NetSuite implementation and the CFO/head of finance.Only Peter is on the thread today; a headcount-heavy SaaS company will have finance + systems approvers and the deal will stall without them by the proposal stage.
Per 2026-06-10 Gong: JFS of Colorado (90 departments, 100+ grants, ~250 employees) needs granular budgeting for payroll and employee allocations across programs; current tool Zobrio does not integrate with Blackbaud Financial Edge NXT (causing manual entry and 'penny transactions'), and Zobrio does not support month-to-month budgeting required for school-based programs. Zobrio contract ends fiscal year-end (2026-06-30).
Outcome sought
A budgeting platform that (a) integrates natively with Blackbaud Financial Edge NXT and Paylocity, (b) supports month-to-month grant/department budgeting with detailed personnel allocations, (c) can be implemented in under 4 weeks via Centage's 'Centron' AI setup.
Win-probability rationale Activity-heavy
Stage 'Demo' at 5% SFDC. Only 1 Gong call (2026-06-10 discovery) — the scheduled 2026-06-15 personalized demo shows in activities as '(empty)' with no follow-up Gong recording. Post-demo recap sent 2026-06-15 (Paul Lynch CC'd for CFO intro), then silence through 2026-07-01 last modified. Buyer's contract-end (2026-06-30) has passed with no traction. 25% reflects strong ICP fit and named pain, offset by the missed timing anchor and no visible progression after the demo.
Top 3 recs → Closed Won
Have Paul Lynch (CEO) directly outreach JFS's CFO (per 2026-06-15 email, Paul was 'cc'd to connect') this week with a specific 20-min agenda: Zobrio bridge/transition plan.The Zobrio contract ended 2026-06-30 — JFS is now in a no-budget-tool gap. This is the highest-urgency window; Paul was pre-teed up on 2026-06-15 but no evidence that call has happened. Move it from CC to a scheduled meeting.
Send Tala a Blackbaud FE NXT integration proof (marketplace listing screenshot + 2-3 nonprofit reference customers on FE NXT).Per 2026-06-10 Gong, FE NXT integration was the top-cited differentiator vs Zobrio — reinforcing this with third-party validation counters her internal 'is this real?' question that likely surfaced after the demo.
Log a Centage-hosted follow-up demo focused specifically on the 90-department / 100-grant hierarchy scale, not a generic recap.Per 2026-06-10 Gong, JFS's scale (90 departments, 100+ grants, 250 employees) is the specific fit test; a scale-focused demo shifts the conversation from 'features' to 'can we do OUR complexity'.
Manual personnel planning with limited financial reporting for salary/benefits and budget activity across grants/programs/departments — Ken called this out on the 2026-06-26 Gong demo as his significant pain point.
Outcome sought
Automated personnel planning integrated with Blackbaud Financial Edge NXT and ADP, granular cost allocation to grants/programs/departments, security-based access for department managers, and role-restricted views for non-finance users (2026-06-26 demo key points).
Win-probability rationale Gong-heavy
Stage=Commercial & Onboarding Review with SFDC Probability=25%, 1 Gong call with a former Centage user (Ken 'last used Centage about 10 years ago'), but the buyer explicitly deferred pricing to 'late August after his audit' with January implementation. Discounted below the advanced stage because there is no active commercial motion for 6+ weeks — this is a parked deal, not a closing one.
Top 3 recs → Closed Won
Book the late-August pricing call now with a hard date on Ken's calendar; do not wait for him to 'touch base'.Buyer's exact language on 2026-06-26 was 'Ken will touch base with Jeff in late August' — passive commitments from a former user with an audit in front of him have a high slip risk.
Use the audit window to multithread into Kohl's Children Museum's Executive Director or CFO / board finance chair.Ken is a single champion at a $24K ARR non-profit; audit committees often surface at year-end and can either accelerate or veto a January start.
Pre-scope the Blackbaud Financial Edge NXT + ADP integration and put a fixed statement-of-work in front of Ken before the August call.The 2026-06-26 next steps left implementation abstract ('start in January'); a fixed SOW converts audit-timeline stalling into a signed contract.
Complete Genomics needs a user-friendly, self-service budgeting tool that centralizes reporting, integrates Oracle EBS + Power BI, and offers role-based security for budget owners; heavy dependence on Excel-style copy-paste for budget input (Gong 2026-06-05).
Outcome sought
Deploy Centage on Oracle EBS with Analytics Maestro Excel plugin and role-based security, plus the promised copy-paste feature by 'second week of July' 2026.
Win-probability rationale Gong-heavy
Stage 'Commercial & Onboarding Review' with SFDC Probability 25%, Close 2026-08-31 — but Tanishq's 2026-06-18 email explicitly puts the eval on hold: 'given the acquisition, our current focus is towards ERP and other system migration priorities, so we are not moving forward with a decision right now.' A hard external freeze (acquisition + ERP migration) trumps everything else.
Top 3 recs → Closed Won
Move Close date to Q4 2026 or later and reforecast to Pipeline low-confidence until the ERP migration completes.Tanishq's 6/18 email names an acquisition + ERP migration as the reason for the hold — this is an external, multi-month blocker, not a sales objection.
Set a light-touch quarterly check-in cadence (not weekly) and use the copy-paste feature GA (promised second week of July) as a legitimate re-engagement hook.Copy-paste was Tanishq's stated must-have and the release date is imminent — a single 'the feature you asked for is live' note is a lower-friction reason to reopen than generic follow-up.
Identify who owns FP&A tooling on the post-acquisition entity — the buying committee may reorganize.Acquisitions typically change decision authority; keeping Tanishq as the sole contact risks losing the eval to whichever finance leader emerges from the combined org.
Ages in amber indicate opps older than 90 days. Evidence pool: gong-heavy = discovery/demo calls transcribed, activity-heavy = SFDC-recorded touches only, sparse = little of either.
MassBio was on Excel for budgeting with an August budget cycle deadline, needing budget-owner submission workflows, Sage Intacct integration, board-package reporting, and dashboarding — Mary Creamer was a returning Centage user from MassTech (Gong 2026-06-05).
Outcome
Deploy Centage with Sage Intacct integration in time for the August 2026 budget cycle, with a phased approach so budget owners could start in Centage the week of 2026-07-13.
Why we won Gong-heavy
Systematize 'returning user' as a stated ICP signal and route repeat-champion inbounds to a fast-track process.The cycle was 11 days (Created 2026-06-08 → Closed Won 2026-06-19) — Mary's prior MassTech experience and comfort with pricing shape ('$1400-$1700 range per month') collapsed the discovery burden. This pattern likely recurs and should be templated.
Pre-brief CS + Integration (Shannon, Debi, Victor) before contract signature on non-profit / short-cycle wins so the go-live commitment is realistic on day one.The 2026-06-29 'aggressive timeframe' request from Mary and Shannon's 2026-07-01 'working to meet that timeline' response show CSM inheriting an ambitious August-15 go-live target; a pre-signature check-in prevents post-sale timeline renegotiation.
Per 2026-05-19 Gong: Bluebonnet's current 'Budget with a Y' (Budgie) budgeting tool has poor UX preventing adoption by non-finance program managers (social workers), forcing them back to 100+ disconnected Excel files across 100-110 budget areas; ERP is Munis by Tyler Technologies (legacy government system); need to empower 30-35 non-finance budget users for the FY starting 2026-09-01.
Outcome
User-friendly cloud FP&A platform with granular personnel planning (overtime, FICA, health insurance) and dimension-level security, implemented ahead of FY26-27 budget cycle so budget-to-actuals view is live by October for September actuals.
Why we won Gong-heavy
Codify the 3-week close cycle (2026-05-19 discovery → 2026-06-08 closed-won) as a template for mid-market nonprofit deals with a broken-incumbent trigger.This deal closed in ~21 days with a compressed sequence (discovery 5/19 → demo 5/29 → proposal 6/2 → close 6/8). The trigger was a broken incumbent ('Budgie') that had already been abandoned — capture the qualification signals that predict this speed.
Expansion play: Bluebonnet closed at $18K/$1.5K MRR for 10 users, but Brian (CFO) told Adam on 2026-05-19 they anticipated '5 administrators and 30-35 budget users' — book a 60-day expansion review to convert the additional 25 seats.The 2026-05-19 Gong captured the true seat need (30-35) against a 10-user close. That's a 2-3x expansion sitting in the CS handoff — Shannon (CSM) should be briefed to surface it during Q3 quarterly review, not left as latent.
Excel reliance, no structured forecasting, poor cross-team collaboration — Adam recaps and Edmond confirms these on the 2026-05-21 Gong proposal-review call.
Outcome
A 25-license 'Performance' FP&A platform at $25,200 ARR with a 3-year lock-in, waived $10K implementation, 90-day satisfaction guarantee, and 60-day 'Sac Guarantee' legal escape — designed to sign by month-end (2026-05-21 pricing offer).
What we should have done Gong-heavy
Multithread to the economic buyer (Julian Wang, CFO) before proposal, not after.Closed_Lost_Reason__c='Lost Interest/Bad Timing', Lost_Reason_Details__c='7.1 - Ghosting for the last month'. On 2026-05-28 Julian wrote 'Edmond is away this week, and I was not involved closely in the discussions… I cannot make a decision by tomorrow based on the current information I have' — the CFO was under-engaged the entire cycle.
Never let an AE offboarding coincide with a hot deal without a scripted, personal handoff call — Jeff's 'Adam is no longer with Centage' email on 2026-06-10 was cold and asked to re-do discovery.The Adam-to-Jeff handoff email is the last touch before the 'ghosting for a month' Closed_Lost_Reason detail; the buyer effectively had to restart trust after the primary relationship left.
Kriss Law Atlantic (VP Finance Craig, 140 emp, 9 entities) needed to eliminate manual intercompany consolidation in Excel, add real-time reporting and dashboards, and stand up a first-time budgeting/forecasting process (Gong 2026-05-15 and 2026-05-20).
Outcome
A budgeting+consolidation tool priced tightly enough to justify to a cost-conscious CEO — annual $15K-$35K range floated on 2026-05-15.
What we should have done Gong-heavy
Do not let AE churn happen mid-cycle without a warm intro — Adam Leslie left during Craig's active evaluation and Jeff had to open his 2026-06-17 note with 'Adam, who you had been working with, is no longer with the company.'Closed_Lost_Reason__c 'Lost to Competition' + Lost_Reason_Details__c 'Lost to Intuit Enterprise - We were too robust for their needs at this time'; Craig's 2026-06-15 decision email came ~2 weeks after learning his AE was gone, without ever meeting Jeff live. The relationship reset during the decision window is the killer.
When 'we were too robust for their needs' is the loss reason, either qualify harder up front or lead with a right-sized starter package — Craig's Gong 2026-05-15 signal ('CEO is cost-conscious, requiring an airtight business case, potentially Sage Intacct or Netsuite would be overkill') was already there.Discovery flagged the overkill risk 5+ weeks before close and the response was still to demo the full-feature platform on 5/20; a scoped SKU or phase-1 offer aligned to Intuit-tier price would have kept Centage in the fight.
Montana Instruments had manual Excel budgeting, no actual-vs-budget tracking, disconnected R&D project cost tracking (labor hours, material costs), and needed better departmental reporting — Jess Pummel and Dani were the finance/PM contacts (Gong 2026-05-19, 2026-05-22).
Outcome
Replace Excel with an integrated FP&A + R&D project cost platform (Epicor integration, personnel planning, project labor-rate tracking) within a ~$20K/yr budget.
What we should have done Gong-heavy
Address UI/UX objections in real time on the discovery/demo — not with case studies after the fact.Closed_Lost_Reason__c='Lost Interest/Bad Timing' with detail '7.1 - Ghosting for the last month'; the underlying killer was on Gong 2026-05-26: Jess 'expresses concern about Centage's look and feel, questioning its ease of use.' Jeff's 2026-06-10 email attaching case studies came 15 days later, too late to reset perception.
Do not lose the account handoff during a live cycle — pre-warm the new owner before announcing 'Adam is no longer with Centage.'Jeff's 2026-06-10 email opened with the departure and a discount recap; the buyer had gone silent by then and never re-engaged. Owner transitions during Commercial & Onboarding Review are a documented churn moment worth its own playbook.
Per 2026-03-20 Gong: Amy (Controller at Jägermeister US) manages a 177-employee Excel payroll forecast with frequent mistakes, difficulty prorating mid-year hires/bonuses/taxes, and no easy 'what-if' scenario modeling for slippage. Explicitly stated she needs a workforce-planning tool ONLY — full FP&A is globally mandated on SAP and won't be replaced.
Outcome
A workforce-planning point solution for headcount and salary planning with manual data input (does not need to feed from Namely payroll), scenario/slippage modeling, and prorating logic — at an 'affordable' price for a narrow use case.
What we should have done Activity-heavy
Match scope to buyer's stated need earlier: Amy said on 2026-03-20 'I need workforce planning ONLY, not FP&A' — the 2026-05-12 demo still covered 'reporting capabilities and personnel planning' broadly, and the 2026-05-13 offer email positioned 'Centage is the strongest fit for your goals' without a workforce-planning-specific SKU.Closed_Lost_Reason__c = 'Lost Interest/Bad Timing' with Lost_Reason_Details__c = 'Customer Disengaged - Bad sales process'. The core disconnect is documented in the very first Gong call — Amy's need was narrow and Centage kept demoing the broad platform. A workforce-planning-only line item at a lower price point (matching her cited concern that 'one vendor was too expensive for her specific, limited need') would have kept engagement.
Move CEO-level intro forward (Paul Lynch was introduced 2026-05-27, only ~4 weeks before close-lost).Per 2026-05-27 email, Adam introduced Paul Lynch (CEO) to align on 'the best path forward' — but this was after 2 months of engagement and after Amy had already stalled. Getting Paul to Amy's CFO Eve at the 2026-03-23 advisory call (when 90-day satisfaction guarantee was proposed) would have provided the executive air-cover needed to convert Eve, who never actively engaged.
Sage Intacct's reports 'lack visual appeal', no high-level summaries for executives, and no granular ongoing reports with variance/projections/line-item detail for budget managers (Lydia, 2026-05-20 demo).
Outcome
A budgeting + reporting layer over Sage Intacct with usable dashboards, drill-down for variance and projections, and a user-friendly UX for non-accounting staff — priced at 18-20K annual for a 25-user strategic plan with implementation waived (2026-05-20 pricing).
What we should have done Gong-heavy
Never sell dashboards as 'upcoming' when the buyer says usable dashboards are a must-have — either ship-date the feature in writing or disqualify.Closed_Lost_Reason__c='Product Issues', Lost_Reason_Details__c='Didn't have usable Dashboards and that was a must'. Joy Yun's 2026-06-22 email confirmed: 'We've already contracted with another product… we loved the look and…' — the dashboard gap was the decisive product miss.
In a competitive bake-off ('we viewed and demo'd 10 different products'), lead with a differentiated wedge, not a feature-parity demo.Joy's 2026-06-22 email says CPCA evaluated 10 products; Centage's 2026-05-20 demo was a broad P&L + Excel-add-on tour, not a wedge that would stand out in a 10-way comparison.
Cleareye.ai (SVP Finance Matthew) needed multi-entity consolidation, FP&A drill-down, and revenue planning tied to a Tally Prime cloud upgrade that was replacing their Tally ERP 9 desktop by March 31 (Gong 2026-02-26).
Outcome
3-year Centage deal ($15K/yr, $45K TCV) contingent on a confirmed Tally Prime integration and a 60-day satisfaction guarantee, with April implementation.
What we should have done Gong-heavy
Confirm the Tally Prime integration before the pricing proposal, not after — 21 activities and 5 months burned before losing on exactly the risk that was flagged on Day 1.Closed_Lost_Reason__c 'Implementation issues' + Lost_Reason_Details__c '7.1 - Were not confident in our ability to tie in with Tally Prime'; Matthew's stated 'primary need is a direct API plugin for Tally Prime' per 2026-02-26 Gong. Selling around uncertainty on the buyer's #1 requirement collapses in the second half of the cycle.
Do not let a customer's own migration timeline become dead air — the deal went silent from 5/6 ('CE is working thru some other bigger pieces in out QBO+Tally files related to our 2025 audit') to the 6/10 AE handoff.A 5-week radio silence spanning an AE change is the pattern that killed both this and Kriss Law — a lightweight biweekly value-touch (integration status, reference customer, Tally engineering update) would have kept Centage present.
Ronald C. Wornick Jewish Day School (non-profit K-12) is on QuickBooks Desktop with manual Excel FP&A, needing back-end modeling (headcount, fixed-asset depreciation, enrollment-based revenue), dashboarding, and QuickBooks Desktop integration — Kirsten Levin was solo champion (Gong 2025-10-29, 2025-11-18).
Outcome
Adopt a non-profit-priced FP&A platform (~$12K/yr Core plan, waived implementation if signed in 2025) with QuickBooks Desktop + Paychex integration, targeting a March/April 2026 rollout after audit/enrollment busy period.
What we should have done Activity-heavy
Do not close-lose accounts where the buyer explicitly requests a Q3 restart — reclassify as 'nurture' or 'paused' with a scheduled follow-up.Closed_Lost_Reason__c='Lost Interest/Bad Timing' with detail 'Grayson opp. They are taking a look at current systems and will restart convo in Sept.'; Kirsten's own 2026-06-29 note said 'While we do have some budget constraints for the upcoming year, I would like to start the conversation and learn more' and she booked the late-July call. This is a nurture opp mislabeled as lost.
For non-profit / school buyers, tie the discount validity to the buyer's board-approval cadence, not to the seller's month-end.The original 'sign this year to waive $10K implementation' offer from Gong 2025-11-18 expired before Kirsten could bring it to the head of school; the artificial deadline burned the incentive without accelerating the decision.
Product · Feature adoption
Feature adoption
Per-customer usage across 13 Pendo-tagged features, joined to 372 Salesforce-active customers. 90-day window ending 2026-06-28, ≥1 visit threshold.
Worksheet families (Modeler, Reports, Op Ex, Revenue, Personnel, Drivers) carry the book; Areas below 25% are the activation surface
Modeler Area
295
79.3%
Reports Area
277
74.5%
Operating Expenses Wksht
273
73.4%
Revenue Wksht
234
62.9%
Personnel Wksht
219
58.9%
Drivers Wksht
196
52.7%
Version Management Area
147
39.5%
Adjustments Wksht
118
31.7%
Maestro AI Helpbot Area
91
24.5%
Audit Log Area
90
24.2%
Forecasting Module Area
81
21.8%
Workflow Module Area
40
10.8%
Dashboards Area
4
1.1%
Worksheets by type
% of 372 accounts
Adjustments is the weakest worksheet · 32%
Instrumentation gaps
4 features · not measurable
Product areas the report can't answer until engineering adds tags
Centage Analytics (Excel add-on)
Runs in Excel, not the web app. Pendo's web SDK can't see it — needs a separate measurement channel.
ERP / GL Integrations
Product area exists in Pendo but has no tagged pages. Engineering to tag connector list + detail pages.
Payroll Integrations
Same as ERP/GL — product area exists but no tagged pages. Tag the connector flow to make it queryable.
What-if Scenarios
No Pendo tag matches scenario. Tag a page or track event for this concept.
Read-only view · action queue, rule pool, and system alerts hidden here — open the full Marketing Command Center to approve, publish, or reject actions.