What is a corporate wellbeing programme?

An employer-funded service combining mental, physical, financial and social health support for staff. MEM Academy pairs coach-led corporate fitness sessions with a self-serve wellbeing curriculum and ESG/SROI reporting so the spend is provable at year-end.

How much does it cost?

Programmes start at a fixed per-seat monthly fee. A 100-person pilot typically lands between £6 and £14 per seat per month depending on coach hours, on-site cadence and reporting depth.

How quickly can we launch?

Two to four weeks from contract — Week 1 diagnostic, Week 2 design, Week 3 launch comms, Week 4 first sessions delivered. First board report at end of Q1.

What ESG evidence do we get back?

A quarterly board-ready report with workforce KPIs (absence, wellbeing score, participation) plus a verified SROI figure showing social value per £1 spent — suitable for the Social-S section of your annual report.

08 — Sales → Delivery Handoff

Audience: Account Executives → Delivery Lead → Account Manager Use: What must be true at the moment a SoW is signed so that Sprint 3 onboarding can start cleanly. Zero re-discovery.

The handoff principle

A signed SoW triggers a 4-week onboarding clock (Sprint 3 §01). The Account Manager picks up at Week -4 — they should not have to ask the client a single question that the AE already asked in discovery. Re-asking signals to the client that they are dealing with a fragmented vendor and erodes trust before delivery starts.

Handoff trigger

The handoff begins the moment all three are true:

SoW signed by both parties (§07).
40% deposit invoice issued (§07 §5).
Engagement marked Closed Won in CRM with all fields complete (see checklist below).

The AE owns the deal until trigger conditions are met. The Delivery Lead assigns an Account Manager within 2 working days. The Account Manager owns the deal from there.

Handoff package (AE produces this; one document, no exceptions)

Stored in /clients/[client-slug]/01-handoff/ in the shared drive. Filename: handoff-[client-slug]-[date].md.

Section A — Client basics

Client legal name + trading name
Address(es) of sites in scope
Sector + sub-sector
Headcount (org-wide and in-scope)
Companies House number + recent filings summary
Public press / news worth knowing (recent restructure, ESG report cycle, etc.)

Section B — People

Role	Name	Email	Phone	Notes
Exec sponsor				Relationship strength; how to address; preferred channel
HR sponsor (primary contact)				Engagement style; what they care about most
Procurement contact				Status of POs / framework agreements
Finance / AP contact				Invoice format requirements
IT / comms platform owner				For nudge channel setup
Champion (if different from sponsor)				What's in it for them

Section C — What they're solving

The trigger (exact words from discovery).
The success measure (what their board will be looking at in Week 12).
The prior provider experience (what worked, what didn't).
The red lines — anything they said they will not tolerate.
The soft signals — caveats, anxieties, internal politics worth knowing.

Section D — What we're delivering

Curriculum module(s) selected.
Cohorts: number, size, composition, agreed start dates.
Modality choices (in-person vs virtual workshops, nudge channel).
Bespoke elements agreed (if any) + sign-off reference.
Anything explicitly out of scope that they may push to add later.

Section E — Commercials

Total fee + breakdown (paste from §05 calculator output).
Discounts applied + sign-off reference.
Payment milestones + invoice schedule.
Any side commitments (e.g. case study rights, reference call).

Section F — Risks flagged in sales cycle

Honest assessment. AE should write this before Delivery Lead asks.

Risk	Likelihood	Mitigation suggested
Exec sponsor is new in role	High	Front-load engagement; over-invest in W4 walkthrough
Procurement renewal upcoming	Med	Schedule W8 walkthrough to land before renewal cycle
Client expected SROI guarantees in early calls	High	Re-anchor in kickoff that delivery quality is the commitment
Cohort 1 spans summer holidays	Med	Build buffer into Week 6 quality gate

Section G — Commitments AE made

Anything AE promised, no matter how informal:

"We'll send the [X] report at Week 4."
"Our facilitator will mention [Y] in the workshop."
"We can attend [Z] internal event."

If it's not written here, Delivery does not know about it, and AE will spend the next 12 weeks on apology calls.

Handoff call (60 min, mandatory)

Attendees: AE, Delivery Lead, assigned Account Manager. Timing: within 5 working days of handoff trigger. Agenda:

Time	Section
0:00 - 0:10	AE walks handoff doc top to bottom
0:10 - 0:25	Delivery Lead + AM ask questions; AE answers in real time
0:25 - 0:40	Risk discussion (Section F) — agree mitigations
0:40 - 0:50	Account Manager confirms onboarding plan (Sprint 3 §01) and dates
0:50 - 0:55	AE introduces AM to client in single email (template below)
0:55 - 1:00	Confirm AE off the account; AM is single point of contact

After the call, the AE is no longer the client's point of contact. Future client inbound goes to AM. If client emails AE directly, AE forwards to AM with a one-line "AM now your contact" reply.

Client intro email (sent during handoff call)

Subject: Introducing [AM name], your Account Manager

Hi [HR sponsor],

Now we're signed, I want to hand you over to [AM name], who'll be your single point of contact throughout the engagement. [AM] has been on the call with our Delivery Lead and me this afternoon — they're fully briefed on everything we've discussed.

[AM] will be in touch within 24 hours to confirm the kickoff date and start the onboarding clock.

I'll stay on hand if anything material changes commercially, but for everything operational, [AM] is your person.

Thanks for the trust — looking forward to seeing this land.

[AE name]

What kills handoffs (avoid these)

Failure	Consequence
AE skips the handoff doc, briefs verbally only	AM reconstructs from CRM; re-asks client questions; erodes trust
AE stays as the client's point of contact "for warmth"	Confusion over who owns what; commitments fall through cracks
AE doesn't surface risks (Section F) — wants the win to look clean	Delivery hits the same risks unprepared; client churns
Side commitments (Section G) not written down	AM doesn't know; AE seen as having promised what wasn't delivered
Handoff call delayed >5 working days	Onboarding clock starts late; quality gates compressed

AE incentive alignment

To prevent "throw it over the wall" handoffs, AE commission is paid:

50% on signed SoW
30% on successful Week 2 workshop delivery (i.e. cohort actually started)
20% on Week 12 board report delivered

This keeps AE invested in handoff quality without keeping them in the client's day-to-day.

End of Sprint 6. The full chain now runs: Sprint 6 sales → Sprint 3 onboarding → Sprint 5 delivery (running Sprint 1/2/4 curriculum) → Sprint 5 dashboard + Sprint 3 board report.

Next: Sprint 7 — Coach recruitment + accreditation pipeline. Say "ship 7".