Where one team wins the account and another keeps it
For the moment a won deal goes to people who did not sell it.
Two sessions in five working days on one or two real won accounts, alongside your kickoff, and a handover you can inspect. The first step is free.
Five numbers you already know, about two minutes. No sign-up, and nothing is stored.
A deal is won, and the account crosses to people who sat in none of the calls that won it. The CRM record crosses with it, while why this customer bought, what they now expect and who really decides stays with the person who sold it.
handedover is the quartermaster for that moment. It runs the handover as a structured interview, marks every point covered, mentioned or missing, and records for each line who on the receiving side confirmed it.
What the receiving side gets
Illustrative · an enterprise account, signed four days ago
The account executive who won it is already eyeing the next deal.
Missing · nobody assigned
The customer expects SSO in the second quarter. Said in a call in March, and written down nowhere.
Champion
The VP Engineering, four years in post. Answers WhatsApp after 18:00, never email.
confirmed by the receiving person on 14 November
Who signs
J. Okafor in Finance, not the SVP on the org chart, and nothing closes without her.
confirmed
Do not raise
The CFO was burned by a competitor in 2022. Name the vendor and the room goes cold.
mentioned once, not confirmed
Renewal
Slipped from Q1 to Q3 when they moved to the German parent's fiscal year. Diary it for August, not March.
confirmed
19 of 23 covered · 2 mentioned only · 2 missing
Why at all
Every deal you win is handed over, and nothing records whether the handover worked.
After an enterprise sales cycle of six to twelve months,1 the sales team is at the peak of its cooperation with the customer. It holds the assets no system stores: what the customer expects, who decides and why, the business case in the customer's own terms, and the way of working both sides have settled into.
That knowledge is also the edge you hold over anything newer. Every renewal and every expansion is decided against somebody cheaper or more fashionable, and what you have that they do not is knowing how this customer works and what they were told in March. It sits with the person handing over.2
Then the handover to post-sales happens. Little or no standard, no agreed expectations, no time frame, usually a one-time event. What crosses depends on the goodwill of the sales team and the question skills of post-sales. The tacit part is lost, and the edge with it.3
The customer feels it first. Expectations that were set and not met lower satisfaction and the intention to continue.4 That shows as churn in the initial contract period, on gross retention (GRR):5 when the counterpart on an account changes, the nearest study puts the loss at 13 to 17 per cent of its annual sales.6 As expansion that starts late, on net retention (NRR): an expansion deal closes in about 52 days once it starts,7 so the loss sits in the start. And as rework on both sides of the handover, on the cost of sales.8
Who carries it
A thin handover does not cost everyone the same thing.
For Sales and Revenue Ops
“If two of your people run the same handover, does the same thing come out?”
Every step in the plan and the forecast has an instrument, except this one. The fields get filled the way back office always gets filled, and the kick-off happens when somebody remembers to call it.
The structure of the interview stays the same, whoever runs the handover.
For CROs and Sales VPs
“It follows the goodwill of the seller, especially the seller who is leaving.”
The deal is booked, the quarter is closed. A year later a renewal stalls or an expansion never starts, and no report says which of last quarter’s wins was handed over thin. The one person who could answer has long since moved on.
With handedover the coverage of every won account is on record, so a thin one can be found.
For Customer Success leaders
“It was never confirmed, never validated.”
Your team inherits a customer who already expects things: a date said in a call, a scope implied, an answer within two hours because that is what the sale felt like. That expectation was set in the room, and you hear it first from the customer.
handedover carries it across, confirmed by your team.
What handedover adds
Four things replace the handover call.
Today the handover is one call at the end of the quarter, run by a seller who is already selling again. It asks nothing that is not volunteered, measures nothing, confirms nothing and leaves nothing behind.
It asks, so nobody has to write.
A template asks a person to write down what they know they know. The expensive part is what they do not know they hold, because it never had to be said out loud. handedover runs a structured interview instead, in a sequence built from what went wrong last time. The question skills stop depending on who is in the room.
Coverage is measured.
Each account is broken into the points that matter, and every one is marked covered, mentioned or missing while the person who knows is still in the room. A manager sees which handover is thin before the customer does. There is a record that the handover happened, and how well it went.
The receiving side confirms.
Today a handover ends when the giver stops talking. Here each line records who on the receiving side confirmed it, and when. The expectation the customer bought on reaches them before the first call.
The artefact outlives the meeting.
The briefing stays after the meeting, and it is still useful at the first review and on the day the expansion starts. Questions that would have gone back to the seller go to the file first.
Who is behind this
mat@handedover.ai
handedover is led by Matthias Drebes. Thirteen years in enterprise sales, seven of them at Celonis in the Process Intelligence category while it grew from 100 to 3,000 people. An organisation that multiplies by thirty reassigns accounts constantly, and every time an account changed hands he watched the same context leave the building.
He ran the giving side and the receiving side of that transfer himself. The pattern held across products and countries: nothing recorded whether the handover had happened, so nothing could be improved.
He came to read the handover as a leading indicator for the whole customer journey. Where the start was done well, the account grew year after year. Today's AI makes it possible to run that start the same way every time, and handedover is being built to do that.
He runs every first handover himself, in every session. There is no account manager between you and the person building this.
What it costs
Reading is free, and you pay for the handovers you run.
A handover is worth nothing if the people who need it cannot open it.
Always free
Reading and access, for everyone.
Every person in the organisation can open any handover they are entitled to see, at no cost and with no seat to buy. Customer success, delivery, support, the manager three quarters later.
To start
The first handover is a flat fee.
One or two real won accounts, two sessions, two documents, five working days, run with the founder. One invoice. No licence, no subscription, nothing installed at your end. If the free calculator says you may not have a case, there is nothing to pay.
Then
A platform fee, plus a price per handover run.
The platform fee covers the account and keeps the record available. On top of it you pay per handover actually run, so the bill follows the deals you close rather than the size of your headcount.
Exact figures depend on how many handovers a year you expect, which is the second thing we ask on the contact form. Say roughly how many deals you close and we will give you the number before a call.
How this starts
Let us find out whether you have a case.
Step one · free · calculate it now
What a bad handover costs you, in two ranges.
No field records it, so nobody has put a price on it. Five numbers you know without looking anything up give you two ranges: the selling time lost while a new owner finds out what the last one already knew, and the revenue at risk on accounts that went wrong because something from the sale did not arrive.
There is no benchmark in it, and one we invented would not be believed. If the range comes out small, the page says you may not have a case and gives you a five-minute check to run without us. If you run Revenue Operations and would rather measure than estimate, the baseline reads an export of last year’s won deals and sets your fastest handovers against your slowest.
Step two · if your number says so
The first handover, run together.
One or two real won accounts that have just crossed. Two sessions, two documents, five working days, with the founder in every session and a third session only where the coverage comes back thin. The sessions run alongside your kickoff, not before it. The receiving side makes first contact as it does today, and the briefing is in their hands before the first working session with the customer. The sessions are recorded, with the consent of the person handing over, and the interview is worked from that recording. How the five days run is set out on the won deal page.
At the end you hold a handover you can inspect: every point marked covered, mentioned or missing, and each line carrying who confirmed it and when.
A flat fee, once. What it costs after that is set out above.