Orrell Facilities Onboarding Kickoff
Customer onboarding deck
Eleven slides from Tesselate, an invented field service product, to Orrell Facilities Group, an invented customer with 240 engineers across six regions. This is the meeting where an account changes hands, so it repeats the sales conversation back before anything else, writes down the four numbers the account will be judged on with their August baselines, and spends a slide on the five things only the customer can do.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names the meeting, the date and the go live, so nobody in the room is unclear what is being started.
- Slide 2agenda
- Shapes a ninety minute kickoff into four parts and says which one is the decision.
- Slide 3checklist
- Names four real people rather than a support address, which is the whole point of a handover meeting.
- Slide 4content
- Repeats the sales conversation back so nothing is quietly lost at the handover, and says plainly what is still unknown.
- Slide 5metrics
- Fixes the four numbers before any work starts, with the baseline written down so the argument cannot be reopened later.
- Slide 6comparison
- Puts the exclusions on a slide in the first meeting, which is the cheapest way to prevent a scope argument in month four.
- Slide 7timeline
- The ninety days as four dated milestones, with the region order chosen deliberately rather than alphabetically.
- Slide 8comparison
- A short RACI so the meeting ends with owners rather than goodwill.
- Slide 9checklist
- The five things only the customer can do, each with an owner and a date, which is the real output of a kickoff.
- Slide 10content
- Answers the five questions engineers actually ask, because their objections are what decide adoption.
- Slide 11closing
- Ends on four ways to reach the team plus the one date the whole plan hangs on.
What makes this deck work
It says what it does not know
The right hand column of slide four lists four open questions, including who signs off a change to the job sheet once it is live. Naming the unknowns at the handover is what stops them becoming a change request in month four.
Baselines are the customer own figures
Every success criterion carries the number Orrell measured from its own job records in August, not an estimate from the vendor. Once the baseline is agreed in the first meeting, the argument about whether anything improved cannot be reopened.
The obligations have owners and dates
Five items the customer has to deliver, each with a named person and a date, and a note that every one of them has stalled an onboarding before. Onboarding rarely fails on the software; it fails on an export nobody sent.
Questions people ask
What should a customer onboarding kickoff deck cover?
Welcome and agenda, the team and escalation path, what was promised in the sales process, success criteria, scope, a phased plan, milestones, roles and responsibilities, what you need from the customer, support arrangements and next steps.
What does a 90 day customer onboarding plan look like?
Four phases in this example: connect and migrate, one region live with the old process running beside it, a measurement gate the customer decides at, then the remaining regions one a week. The gate is the part most plans leave out.
How do you hand off from sales to customer success?
By restating the sales conversation in front of both parties. Slide four of this deck reads back what the customer said across four discovery sessions so it can be corrected, and names the four things the sales process never established.
Why does onboarding matter so much to retention?
Because it is where users decide whether the thing works. Practitioner research consistently ties weak onboarding to early drop off and to churn inside the first quarter, which is why this deck fixes the measurement before the software is touched.
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