Work gets delivered but you never learn if it moved anything | Professional Services

What it costs you today

You hand off the deliverable, get a thank-you, and close the invoice. Six months later you are pitching a new client in the same space and you do not know if your last engagement produced a result you can actually quote. You are flying blind on outcomes you helped create.

How RadRoot is used here

RadRoot sends a short outcome check-in to the client three months post-delivery. Five questions probe what happened after the handoff, what changed in the metrics, and what they would do differently. You build a library of real outcomes, not just testimonials from the thank-you moment.

The file you would upload

A Workamajig - Project Closeout Report export. One row is one completed client engagement. RadRoot reads the whole row, so every question can name something the person already knows is true.

Project ID	Client Name	Client Contact	Client Title	Client Email	Project Type	Completion Date
WMJ-2604-117	Horizon Retail Group	Marcus Chen	VP Revenue Operations	marcus.chen@horizon-retail.example.com	Pricing Strategy	2025-11-18
WMJ-2605-029	BluePeak Financial	Sarah Lindstrom	Chief Operating Officer	s.lindstrom@bluepeak-financial.example.org	Process Optimization	2025-12-03
WMJ-2605-041	Cascade Manufacturing	Derek Paulson	Director of Sales	dpaulson@cascade-mfg.example.net	Sales Enablement	2025-12-11
WMJ-2606-003	Thrive Health Partners	Jennifer Wu	VP Strategy	jennifer.wu@thrive-health.example.com	Market Expansion Study	2026-01-09
WMJ-2606-018	Vertex Logistics	Kevin Tran	Head of Customer Success	k.tran@vertex-logistics.example.com	Customer Retention	2026-01-22

First 5 of 20 rows, first 7 of 12 columns. RadRoot interviewed the varies by client on each row, and 7 of 20 answered.

One interview, exactly as it ran

Six options every time, including the ones that reflect badly on whoever sent it. Each question was written after the answer above it landed.

Q1Since the tiered pricing framework and bundling strategy went live in November, what has happened to your revenue per customer?

·It has decreased by 5 to 10 percent compared to the same period last year
·It has stayed essentially flat, within 2 or 3 percent either way
✓It has increased by 10 to 15 percent compared to the same period last year
·It has increased by more than 20 percent compared to the same period last year
·We have not tracked it closely enough to know yet
·It went up initially but has started declining again in recent weeks

Q2You mentioned revenue per customer is up 10 to 15 percent. How much of that lift would you attribute to the new pricing framework versus other factors?

·Nearly all of it, the pricing framework is clearly the main driver
·About three quarters, with a smaller contribution from other initiatives
·About half, with the rest split between market conditions and other projects
✓About half of the improvement, the rest came from seasonal trends and product mix changes
·A small fraction, most of the lift came from unrelated factors
·Honestly impossible to separate, too many things changed at once

Q3Looking at the sales team, how many of your reps are consistently using the revised bundling talk tracks that came with the framework?

·Nearly everyone, the adoption has been really strong across the board
✓A small minority, maybe two or three out of the full team
·About half the team is using them on a regular basis
·A handful are experimenting with them but not using them consistently yet
·Almost no one, they have mostly ignored the new talk tracks
·We have not tracked usage closely enough to give you an accurate count

Q4If only a few reps are using the talk tracks, what is stopping the rest of the team from adopting them?

·They do not believe the new approach will work with our customer base
·They are too busy hitting quota to invest time learning something new
·The talk tracks are too complicated and do not fit our typical sales conversations
·Management has not reinforced the expectation that they should use them
✓They need more hands-on training and reinforcement, the written guide was not enough
·We have not asked them directly, so we are not really sure

Q5Given what you have learned from this rollout, would you consider a follow-on engagement focused on sales enablement and coaching?

·No, we are satisfied with where things stand and do not need more help right now
·Maybe, but we would need to see stronger results first before committing budget
·Possibly, but it would not be until later this year at the earliest
·We are open to it but would want to explore other consulting firms as well
·Yes, it is on our radar but we have not finalized timing or scope yet
✓Yes, we are already planning to reach out about exactly that in the next quarter

The verdict it produced

Written for whoever ran the campaign. The respondent never sees it.

Revenue per customer is up 11 percent on average four months post-delivery, with the client attributing roughly half of that gain to the new pricing framework. The piece that underperformed was sales team adoption. Only two or three reps out of the full roster are consistently using the revised bundling talk tracks, and the client identified the need for hands-on coaching rather than written materials. The client is already planning a follow-on engagement focused on sales enablement in the next quarter, turning the adoption gap into a clear next opportunity.

measurable impact positive high confidence

Revenue per customer increased 10 to 15 percent in the four months following the November delivery.

adoption gap negative high confidence

Only two or three sales reps out of the full team are consistently using the revised bundling talk tracks.

follow-on opportunity positive high confidence

The client is already planning to engage Meridian for a sales enablement project in the next quarter.

attribution positive medium confidence

The client attributes roughly half of the revenue lift to the new pricing framework, with the remainder from seasonal and product mix factors.

implementation fidelity negative medium confidence

Sales reps need more hands-on training and reinforcement beyond the written guide provided.

See this on your own data

Fifteen minutes, screen to screen. We run your real question through RadRoot while you watch, and you leave with the follow-up it wrote and a price.

Book 15 minutes Answer one yourself