Programs

Product training · Facilitator-led

Support and Success Readiness

Five customer-conversation simulations, run weekly, measured over time.

A weekly program for support agents, customer success managers and escalations leads, assigned by a support or success lead, built on Renatus. Five simulation rooms · Three weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

3 weeks · 5 rooms · Total time 1 hour 5 min

Who it's for: Support agents, customer success managers, escalations leads and account managers who take support calls alongside their book.
Cadence: 3 weeks
Format: Facilitator-led
Program sessions: 3

Who it's for

Support agents, customer success managers, escalations leads and account managers who take support calls alongside their book.

Output

A scored report after every room, with the moment that earned each score and one recommended focus
A trajectory across every attempt
For the manager, a Ren summary of each participant and a team report
Scored against published frameworks: Service Recovery Paradox, Structured Recovery Arc, Disciplined Prioritisation and Conversation Layers

Program contents

Product fluency — Product Knowledge Drill
Recovering the relationship · Keeping the customer — Customer Complaint · Renewal and Save Call
Making the second offer · Setting boundaries — Upsell and Cross-sell · Saying No Simulation

How the program works

The rooms

Product Knowledge Drill

Simulation

Calibration: role title, product tenure (first month, first year, experienced or product specialist), industry and a line of working context, with the manual as the sales reference where one is attached.

Customer Complaint

Simulation

Calibration: role title, role (frontline service, account manager, customer success lead or escalations manager), industry and a line of working context.

Renewal and Save Call

Simulation

Calibration: role title, account role (customer success, account manager, renewals specialist or founder), industry and a line of working context.

Upsell and Cross-sell

Simulation

Calibration: role title, selling setting (restaurant table, retail counter, dealership or B2B account), then experience (new, experienced, lead or supervisor), industry and a line of working context, with the sales reference as an option.

Saying No Simulation

Simulation

Calibration: role title or relationship, power dynamic (junior upward, peer, manager, senior or personal relationship), and a line of context.

Why this program exists

Support and customer success staff take the calls that decide whether a customer stays: the question that tests what they know about the product, the complaint that lands before it becomes a churn risk, the renewal that has gone quiet, the moment to offer one thing more, and the request they have to decline. Most of them learn the product from the ticket queue and learn to handle anger by being shouted at. This program prepares them through simulation. Ren builds each scene from the participant's real role, their product and their customer base, and plays every person in it, so every scenario is new and moves with each answer they give.

What you'll achieve

Rehearsal of the calls that define the role, as often as they want it: the sceptical customer, the angry customer, the customer who is leaving, the moment to offer one thing more, and the request they must decline
A scored report after every room: each dimension with the moment that earned its score, strengths, development areas, blind spots where the evidence shows them, and one recommended focus
Unlimited attempts at every room, each a different customer calibrated to their current role, scored on the same dimensions and charted against every attempt before it

At a glance

Who it's for: Support agents, customer success managers, escalations leads, and account managers who take support calls alongside their book. Every room calibrates to role and tenure, so one team can hold a first-month agent and an experienced escalations manager, and each meets a customer built for their level. It is assigned by the support or success lead who runs the team, and runs for one person or a whole team. It assumes participants already hold a product manual or support policy in some written form, and it prepares them for the calls the job is made of.
Cadence: 3 weeks
1: Product fluency · Product Knowledge Drill · Read Accuracy and Handling the Unknown
2: Recovering the relationship · Keeping the customer · Customer Complaint · Renewal and Save Call · Read Listening and Judgement; read Re-anchoring and Outcome
3: Making the second offer · Setting boundaries · Upsell and Cross-sell · Saying No Simulation · Read Timing and Reading the No; read Clarity and Alternative; read the team report; set the ongoing plan

Session by session

Week 1: Product fluency

Answer the questions every customer asks, and say "I'll confirm that" honestly when the answer is not known.

Product Knowledge Drill

Week 2: Recovering the relationship · Keeping the customer

Hear a complaint in full before acting, and decide when to apologise, offer, escalate or hold the line

Customer Complaint Renewal and Save Call

Week 3: Making the second offer · Setting boundaries

Make one specific, well-timed offer to a customer who has already said yes, and stop cleanly on the first no

Upsell and Cross-sell Saying No Simulation

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability