Preferred Channels for Experience: Regular Update Meetings: Weekly or biweekly project calls with stakeholders (CIO, procurement, etc. on progress). Reports & Dashboards: Theyll get deliverables cost analysis reports, saving trackers. CFO might get monthly summary. Email/Communication: Day-to-day queries, scheduling, etc. Workshops & Implementation support: Face-to-face or virtual workshops as RTC goes through environment. Possibly use of a collaboration portal or Slack channel with the client team for agile communications. Post-purchase content/interaction needs: Transparency & Value Tracking: CFO wants to see running tally of savings realized vs target (maybe a simple dashboard or spreadsheet from RTC). Procurement wants detailed breakdowns of each negotiations outcome. Quick Wins demonstration: Within 1-2 months, show some concrete win (e.g. found $500k annual savings by eliminating X or negotiated 20% better price on Y contract). This content is delivered as results, but its also a communication to prove value early. Education: Possibly train the clients staff as you go (particularly Olivias IT team or Petes team). E.g. share knowledge about best practices to sustain cost optimization after project. That can be done via closing workshops or documentation its part of deliverables but doubles as building goodwill and competence in client. Case Study Draft: If allowed, near end, RTC may propose writing a success story (with or without naming them) asking permission. This reaffirms to them the success they achieved (psychologically reinforcing they made a good decision). Key Influences for retention: The experience and results heavily influence future decisions. If RTC team builds rapport with say procurement Pete, he will push to use them for next renewal too. If CFO is delighted by financial outcomes (maybe surpass target savings), hell budget for them again or even consider expanding scope (like you did software, can you also look at telecom spend?). Opportunities to Expand: If initial project was one area, post-success RTC can propose expanding to other areas (like we optimized your software licenses, next we should tackle cloud spend optimization in a managed service model). The journeys retention stage needs triggers for expansion: e.g. achieving ROI > expected triggers CFO to allocate for new areas; a positive reference triggers them to refer RTC to a sister division or portfolio company (especially in PE context). Post-project Check-ins: If engagement ends, RTC should keep nurturing: quarterly check-ins, sharing relevant new insights (like SAP changed its pricing, might be good to watch out). This keeps RTC top-of-mind for any future needs and fosters client loyalty. Mapping each persona on this journey: - CFO : heavily involved at Awareness (feeling pain) and Decision (sign-off), somewhat in Evaluation (mainly ROI checks), then gets periodic Post-purchase updates focusing on financials. - CIO : likely initiator or strong influencer at Awareness (pain of rising costs known, or after CFO raises it), deeply involved in Consideration (ensuring approach fits tech environment) and Evaluation (with team), then engages in Post-purchase to facilitate execution and ensure no negative impact. - Procurement : Possibly initiator at Awareness if they foresee a tough negotiation, very involved from Consideration through Decision (often leading Eval process and finalizing contract with RTC), then key collaborator Post-purchase (works closely to execute savings and track them). - COO : Possibly peripheral but might come in at Decision to approve if needed, and likely a recipient of results in Post-purchase (if IT cost reduction benefits operations margin or budgets under her purview, shell be pleased). 43