Mike Bogdan

Success stories

Success story · 01

Running a Plan for Election Night

The Associated Press runs the vote-tally infrastructure that powers national election calls. Election cycles are AP's highest-stakes operational window of the year.

Problem The 2024 U.S. presidential election was approaching, and AP's vote-tally infrastructure sat inside one of the year's most visible operational windows. Election night and the immediate aftermath were AP's most consequential 48 hours of the year, and the account needed a clear coverage model before the window opened.

Action Coordinated a 48-hour coverage plan with global support leadership: TAM handoffs at fixed intervals and a joint escalation channel established before the night began, with real-time internal coverage so every escalation had a clear owner at any hour.

Impact The 48-hour plan held end to end. The customer had clear escalation paths, internal owners were aligned before the event began, and the account entered its highest-stakes window with a coverage model already in place.

Success story · 02

Building a Partner-Owned Renewal Motion

A global managed-services partner navigating a partner-first transition across managed-services and resell motions.

Problem The partner needed better shared visibility into resell-book renewal risk and a repeatable operating rhythm that both account teams could run.

Action Used manual SFDC reconciliation to identify renewal-risk patterns, then built a joint 180/90/60/30-day renewal cadence with the partner's account team, with escalation paths and customer-level forecasting baked in. Kept the motion lightweight so the partner could adopt and own it.

Impact The partner's account team operationalized the cadence with its own tooling and ran it forward independently. The motion supported stronger customer ownership and helped the partner compete for strategic consolidation opportunities.

Success story · 03

Building an Operating View the Partner Could Run

A digital experience platform (DXP) partner with a large embedded customer base. Their account team had appetite to grow accounts; they didn't have a usable customer-level view to act on.

Part A — The upsell engine

Problem The partner's account team needed a repeatable per-customer operating view. Upsell conversations depended on manual usage pulls, entitlement checks, and one-off commercial framing.

Action Built the operating view in Claude using internal data connections. Pulled customer-usage data and mapped usage patterns against purchased packages. Public-domain research helped flag potential service fit, such as payment-processing flows, API-heavy traffic, or automation-heavy use cases. Tied signals into established package pricing for partner-facing quote preparation and customer conversations.

Impact The dashboard was adopted by the partner's account team to ground upsell conversations in actual usage and reduce the manual data-pull cycle that slowed prior conversations.

Part B — The migration tracker

Problem Multi-year migration across three parallel paths, affecting 300+ existing customers plus any joining during the migration window. The work required customer-level readiness visibility, path assignment, and sequencing discipline.

Action Extended the same operating view into a migration tracker. Pulled DNS records across the install base, ran readiness checks against known migration requirements, and tracked all three paths in one view. Added active orders, upcoming renewals, revenue trends, and renewal risk so migration planning sat next to commercial context in the same dashboard.

Impact Customer-level migration readiness became visible and actionable. The partner's team could sequence work by operational complexity instead of reacting ad hoc, with the same operating layer supporting both upsell and migration motions.

Success story · 04

Building Customer-Portfolio Visibility for a Strategic Partner

An enterprise cloud platform partner where customer classification, product roadmap asks, and expansion planning required a clearer shared operating view.

Problem New product introductions depended on clearer customer classification, better roadmap context, and a shared view of which accounts were internal consumption versus external customer relationships.

Action Built the classification audit first: domain heuristics flagged likely internal accounts and subsidiary domains; public research helped resolve ambiguous cases. Aligned with the partner on classification logic in a question-and-scenario loop, then set a quarterly audit cadence the partner could run. From that base, layered in book mapping across geography, industry, region and product usage, using approved internal sources and public company information. Fed the same operating layer into an AI-assisted feature-request tracker that captured technical requirements, partner context, ownership, and follow-through status across existing collaboration systems.

Impact Classification accuracy on the partner's internal/external book improved from roughly 80% to 98% against partner ground truth, with a quarterly cadence the partner could keep running. Product and account teams gained clearer context for prioritized feature requests, and the account team could run joint GTM conversations from the same operating layer.

Success story · 05

Listening to the Field at T-Mobile

T-Mobile. Apple's brief was iPad attach across the carrier. T-Mobile's actual problem was different. You only heard it if you spent enough time in their stores to surface it.

Problem T-Mobile was missing SMB lead-gen targets. The iPad and Apple Pencil story was sitting silently unsold across thousands of retail conversations.

Action Built a partner-specific enablement workshop with Apple's SMB development team: talk tracks and hands-on conversion skills designed for the SMB-conversation moment in carrier-retail. Piloted as a 4-day workshop with T-Mobile's NYC district leadership team at their Times Square office.

Impact ~20–30% SMB lead lift in the NYC patch with a tracked iPad sales lift in the same cohort. Apple's training team picked the program up, ran it nationally and pulled it into AT&T and Verizon partnerships through their alliance managers.

Approach