Context: You run product at Kelvin, a 14-person B2B analytics company. One engineering team is free next quarter. Two proposals are competing for it. Both were written by their sponsors. A third document — this quarter's cohort retention chart — is attached because you asked for it.

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Proposal A — Salesforce integration

Sponsor: Diego (Sales)

Three accounts have asked for a native Salesforce integration in the last six weeks: Halverson Group (renewal March, $84k ARR), Northline (in procurement, $60k proposed), and Bexley Analytics (expansion conversation, currently $31k). Halverson's champion has said in writing that the integration is "a significant factor" in the renewal conversation. Northline's technical evaluation lists it as a requirement.

Scope estimate from engineering: one team, most of a quarter, with a two-week tail for the OAuth review.

If we ship it, we protect $84k, materially improve the odds on $60k, and open a credible expansion path at Bexley. Sales believes it also unblocks a segment we currently disqualify ourselves from — we've passed on four RFPs this year that required it.

This is the lowest-risk revenue work available to us next quarter.

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Proposal B — Rebuild activation

Sponsor: Maya (Product)

New workspaces currently require a user to connect a data source, define at least one metric, and invite a teammate before anything in the product does something useful. We know from session data that a large share of new workspaces never complete all three.

The proposal is to rebuild the first-run experience: sample data pre-loaded, one starter metric generated automatically, and the teammate invite moved out of the critical path.

Scope estimate: one team, roughly a quarter.

Expected impact is harder to attribute than Proposal A. Maya's argument is that activation compounds — every cohort from here forward is affected, and the current experience is a tax on every dollar of acquisition spend we make. She notes she cannot promise a number.

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Attachment — Cohort retention, last four cohorts

Percentage of workspaces from each signup cohort still active at week N:

Cohort	W1	W2	W4	W8	W12
March	100%	61%	38%	19%	11%
April	100%	58%	35%	17%	9%
May	100%	63%	40%	21%	12%
June	100%	60%	36%	18%	—

Monthly new workspaces have grown from 190 (March) to 340 (June). Paid acquisition spend over the same period rose from $9k to $22k per month.

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