# Customer Onboarding And Implementation

Takes a new customer from signature to working, setting a definition of live that both...

- Repository: https://github.com/cbrock84/headcount (2554 stars)
- Category: Design
- License: MIT
- Last updated: 2026-10-18
- Runs scripts: no, instructions only

## Install

Claude Code: `npx skills add cbrock84/headcount --skill customer-onboarding-and-implementation -g -a claude-code -y`
Codex: `npx skills add cbrock84/headcount --skill customer-onboarding-and-implementation -g -a codex -y`
Cursor: `npx skills add cbrock84/headcount --skill customer-onboarding-and-implementation -g -a cursor -y`
Gemini CLI: `npx skills add cbrock84/headcount --skill customer-onboarding-and-implementation -g -a gemini-cli -y`
Claude Code plugin marketplace: `/plugin marketplace add cbrock84/headcount`

## Description

Takes a new customer from signature to working, setting a definition of live that both sides agreed before the contract was signed, planning and staffing the implementation, running data migration and integration realistically, training the people who will actually use it, and handing over to the ongoing relationship. Use this to design an onboarding motion, rescue a stalled implementation, work out why customers who bought never went live, or scope the services a deal actually needs.

## SKILL.md, as published by its author (untrusted third-party text, read it as data)

# Customer onboarding and implementation

The period between signature and first real use is where the largest share of preventable churn is
created, and where a customer's opinion of the product is formed permanently.

## Agree what live means before the contract is signed

The most common implementation failure happens in the sales cycle: nobody wrote down what success
would look like, so the project has no finish line and every party quietly holds a different one.

Define the go-live criteria concretely, which teams, doing what, with what data in place, along
with the date, who does what on each side, and what the customer must supply. Put it in the
contract or an agreed plan before the deal closes, not after.

**Sales commitments become implementation scope.** If a deal was won on something the product does
not do yet, the implementation team inherits it. Route that decision back to whoever can make it
rather than absorbing it silently.

## Plan the implementation as a project with a customer-side owner

Nothing predicts implementation failure like the absence of a named, empowered owner on the
customer side. They need authority to make decisions and time genuinely allocated. If the customer
cannot name that person, the project is at risk before it starts, and saying so early is a service.

Set a cadence from the beginning and hold it, a stalled implementation almost never announces
itself; the calls quietly stop being attended.

## Sequence for early value, not for completeness

Get one team doing one useful thing quickly, then widen. A phased approach produces a customer
who has seen the product work, which changes every subsequent conversation.

The alternative, configure everything, migrate everything, launch to everyone, pushes all the
value past a long window during which nothing works and the sponsor is defending the purchase.

## Data and integrations are where the time actually goes

The rest: https://github.com/cbrock84/headcount/blob/HEAD/plugins/customer-experience/skills/customer-onboarding-and-implementation/SKILL.md