Global Client Officer first.
Use the TP scorecard to help the GCO improve or differentiate one enterprise program; bring the site leader and enterprise CX owner into the same expansion thesis.
Put the account in the right room at the right time.
QBRs, events, budget windows, roadshows and outbound should advance a mapped opportunity—not become activity for its own sake.
ENGAGEMENT LADDER
Use the shortest path to trust.
The senior person is not automatically the right first person.
1CSM / AE
account truth + permission
2Champion
proof + warm path
3AD / vertical owner
client or LOB access
4Site / program owner
baseline + workflow
5Exec sponsor
multi-geo / strategic scale
Rule: use CEOs / regional presidents when they can unlock scale, sponsorship or a partner motion. For normal expansion, get as close as possible to the client program and operating owner.
TIMING
Attach the outreach to an operating moment.
The same account can be low priority in August and high priority six weeks before a QBR, budget lock or major ramp.
OCT–NOV
2027 budget planning
Direct enterprise IT / Ops
Pilot proof + seat estimate + rollout assumption before budgets lock.
OCT 15–DEC 7
Medicare AEP
Healthcare BPOs / payers
Do not disrupt peak blindly. Book a post-AEP review and use actual peak-period performance.
2 WKS PRE-QBR
QBR / EBR
BPO Account Director
Give the AD Sanas proof early enough to put it into the enterprise client story.
NEW RAMP
Site / program launch
Alorica India · other new programs
Attach Sanas before the operating model and tooling are frozen.
POST-PEAK
Operational review
Retail · travel · healthcare
Use the post-mortem to name one measurable queue for the next cycle.
ACCOUNT-SPECIFIC ENGAGEMENT
Different accounts need different doors.
Examples from the mapped accounts—not generic personas.
Account Director around a live ramp.
India growth and broad Sanas standardization mean the question is which new client program or module is not yet fully attached.
Healthcare vertical + program owner.
If active in CRM, start with the payer / provider program and AEP or member-service workflow—not the corporate CEO.
Vertical president → delivery market.
Andrew Wilmott or Brad Call can identify the highest-value healthcare, telecom, BFSI or retail programs across PH / LATAM.
Use the existing sponsor.
Michael Mahar should open a specific adjacent owner—Rewards, guest care, reservations or the BPO behind the queue—not a broad intro tour.
Partner-led pipeline.
Joint carrier account planning at Mavenir; advisor enablement and named-enterprise workshops through Telarus.
EVENTS
Pre-book the account. Do not scan the room.
Each event starts with the account map: which executive is attending, what LOB / region matters, who knows them, and what outcome I want.
CX + BPO account leaders
Private account meetings around known whitespace. Wyndham is proof this channel can create real business.
IT / CCaaS / security
Clear architecture and deployment blockers for already-qualified expansion.
Healthcare operators
Member service, payer operations and post-AEP expansion conversations.
Retail CX
Post-peak service / conversion issues tied to specific outsourced programs.
RFP WEDGE
Help the BPO win. Expand Sanas with it.
A customer-service contract event can create a Sanas seat event.
1Spot RFP
enterprise change
2Map bidders
which Sanas BPOs?
3Equip AD
proof + economics
4Co-pitch
BPO + Sanas
5Attach seats
new program rollout
ROADSHOW
Travel only when the account density justifies it.
Three or four real meetings in one market is a trip. The route should follow the assigned accounts, not a generic territory tour.
Miami / Fort Lauderdale
LATAM BPO leadership, Atento USNS / regional connections, nearshore expansion.
Dallas / Richardson
Mavenir + telecom / technical-support ecosystem.
Sanas HQ
Executive briefings, technical proof and founder / leadership access for priority accounts.
Wyndham + enterprise HQs
Hospitality, financial services and direct-enterprise expansion.
ACTIVITY
Calibrate to Sanas's best practices.
I would start from Sanas's existing funnel data, account-team norms and conversion benchmarks, then adjust my weekly activity to what actually creates qualified expansion pipeline.
Sit with CSMs, AEs and current customers first.
Build mutual paths before sourcing cold executives.
Call + email + LinkedIn against a named account hypothesis.
Meeting quality, accepted opportunity and pipeline matter more than raw volume.