Resource Planning

Goal

Produce a complete resource plan that maps current account coverage, identifies at-risk capacity gaps, and recommends specific reallocation actions to balance team load.

Trigger

Invoke when planning team assignments for a new quarter, after headcount changes, or when coverage gaps are surfaced in QBRs or account reviews.

Steps

1. 1

   Using your connected tools (for example the CRM for account lists and deal stages, project management tools for active workloads, and HR or workforce systems for headcount and capacity), pull all relevant data for the current team: account assignments, deal sizes, renewal dates, open tickets, and each rep or CSM's stated capacity. If any tool isn't connected, ask the user to paste the available roster and account load data.

   • □Account-to-owner mapping is retrieved
   • □Capacity or bandwidth data exists for each team member
   • □Deal size, renewal date, or complexity signal is present per account
2. 2

   Normalize and score account load: classify each account by complexity or revenue tier (high / medium / low), estimate the time or effort demand it places on its owner, and sum each team member's total load. Flag anyone exceeding a healthy coverage threshold and anyone significantly underloaded.

   • □Every account has a complexity or revenue tier assigned
   • □Per-person load totals are calculated
   • □Over- and under-loaded individuals are explicitly flagged
3. 3

   Identify at-risk gaps: highlight accounts with upcoming renewals, expansion opportunities, or escalation signals that are owned by overloaded team members. Note any accounts that are unassigned, recently churned-owner orphaned, or covered by someone lacking the required skill set or segment experience.

   • □At-risk accounts are tied to a specific risk reason (overload, vacancy, mismatch)
   • □Renewal or expansion urgency is factored into prioritization
4. 4

   Generate a reallocation recommendation: for each at-risk gap, propose a specific reassignment — naming the account, the current owner, the proposed new owner, and the rationale (capacity headroom, segment fit, relationship history). Where gaps cannot be filled internally, flag the need for a new hire or contractor and estimate the timeline pressure.

   • □Each recommendation names both the source and destination owner
   • □Rationale is given for every proposed move
   • □Unresolvable gaps are escalated as hiring flags
5. 5

   Summarize the full resource plan into three sections: (1) Current Coverage Snapshot — a table of team members, their account count, load score, and status; (2) At-Risk Gaps — a prioritized list of accounts needing attention; (3) Reallocation Recommendations — the specific moves proposed with owners, rationale, and suggested effective dates.

   • □All three sections are present and clearly labeled
   • □The plan is actionable enough to present to a team lead or VP without further editing

Output format

Return three clearly labeled sections: 1) Current Coverage Snapshot as a markdown table (Team Member | Accounts Owned | Load Score | Status); 2) At-Risk Gaps as a prioritized numbered list with account name, risk reason, and urgency level; 3) Reallocation Recommendations as a numbered list with Account, Current Owner, Proposed Owner, Rationale, and Suggested Effective Date. Close with a one-paragraph executive summary of the most critical actions.