Prepared for Fulcrum's Launch team

From handoff to first results

I'm Pearl McGuire, a Customer Success and implementation manager. This page shows four times I solved a problem for a client or team, and how I'd run launches at Fulcrum.

LinkedIn

Rolled up my sleevesSeven malls, one fixed dateRolled out mapping across seven malls for a date that couldn't move. The flagship mall went live on time. Rolled up my sleevesAnswers around the clockBuilt an AI help bot so clients in every time zone could get answers. It resolved 40% of inquiries. A client who didn't want to changeMoving a hesitant clientDid the setup work for a client who didn't want to switch platforms. They switched.
How I work

Four stories

Rolled up my sleeves

Seven malls, one fixed date

MappedIn, indoor maps for malls and airports · implementation owner (contractor)
  • SituationA major mall operator in Thailand was rolling out MappedIn maps across seven malls, timed to a big celebration at its largest mall. The date couldn't move.
  • ChallengeThe client wanted many features the product didn't have yet, and calls ran late at night and early in the morning.
  • What I didI launched the two or three most urgent malls first, and ran the project with the client's 5-7 person team and our Solutions, Data and Development teams. When Development needed data-import details I couldn't give, I brought the Data team straight into those calls.
  • ResultThe flagship mall went live on time, and the client's President saw an early preview.
Rolled up my sleeves

Answers around the clock

Eptura (formerly Proxyclick), visitor check-in software · Customer Success
  • SituationOur support team worked European and US hours. Clients in Asia-Pacific had almost no live help during their workday.
  • What I didI built an AI Help Center bot in Intercom from scratch, based on the questions clients asked most. It walked clients through fixes step by step and sent them to the right article or video. I also built a macro and prompt library for the support team.
  • Result40% of inquiries were resolved through the chat and self-service, and second-tier escalations dropped 60%. Asia-Pacific clients could get answers at almost any hour, and I went on to own all Help Center and academy content.
A client who didn't want to change

Moving a hesitant client to a new platform

MappedIn · self-serve platform launch (contractor)
  • SituationMappedIn launched a lower-cost, self-serve version of its maps, and our VP asked me to help move clients onto it.
  • Why they hesitatedOne client, an outdoor outlet mall on our older Enterprise system, didn't want the work of switching, and their budgets were under review.
  • What I didI built their map and set up their location on the new platform myself, so they could try it right away. I made a demo for their marketing and leadership teams, was clear that staying on the old setup would keep costing more, and took their missing-feature requests to Product.
  • ResultThey switched. The lower tier fit their changed budget, and the new map let them add parking and highway directions as construction on their lot went up.
Teaching a client

The training gap behind a complaint

Pathmonk, a website lead-conversion platform · sole Customer Success hire (contractor)
  • SituationA client mentioned, in an email about something else, that their lead results were dropping.
  • What I foundNobody had shown them how to read their dashboard or calculate their return on investment. It was a training gap, not a results problem.
  • What I didTheir content was being updated, so instead of comparing against old numbers, we set new benchmarks together. I followed up on a set schedule for two to three months.
  • ResultThey could read and interpret their dashboard on their own.

Also at MappedIn: I inherited an account flagged as difficult because its contacts didn't engage. I found that the main contact wasn't the decision-maker, reached the real one within a quarter, and two expansion conversations opened.

How I'd run a Fulcrum launch

Where owners hesitate, and what I'd say

Fulcrum's Launch team takes each new customer from signed contract to running live. Below are Launch's four published phases (shaded) and the steps I'd add around them. Each card shows the goal, a moment when a shop owner might push back, and what I'd say. Pick a stage.

One feedback log per shop

Every request, idea and module held for later goes in one log, with a status the shop can see. Nothing gets lost, and the Account Manager inherits a ready list.

"What's new since kickoff"

Fulcrum releases often. A short note at each stage tells the shop what's new, so updates become reasons to try something instead of surprises.

Staying organized

Running many launches at once

How I'd keep many launches moving without anything slipping. It's my plan, and I'd adapt it to how your team works.

Weekly rhythm

Monday
Rank shops on the board. Confirm the week's deadlines.
Daily
Prep before calls. Log follow-ups the same day.
Weekly
Health check on every shop, more during early rollout.
Thursday
Update summaries and the feedback log, so Friday wraps up.

One place per shop

Each shop's goals, contacts, dates, feedback log and what's-new notes live in one launch summary.

Anyone on the team can pick up a shop mid-launch without a briefing call.

What I'd automate with Claude

  • Turn call notes into a draft update of the launch summary
  • File requests into the feedback log, tagged by type and urgency
  • Draft each shop's "what's new" note from release notes
  • Later, use simple queries to fill the board with live data

Ideas to check with the team first.

Things I've built

Account Journey ScoreA live demo that scores each account's risk and value from the first sales call, with adjustable weights.
Voice of the Customer digest agentAn AI agent (Bolter and Claude) that turns a week of tickets, feedback and requests into one digest for the product team.
This pageBuilt with Claude, including the board and its weekly ranking.
Try it (optional)

My Monday view

A working example of how I'd track many launches at once. Eight fictional shops are scored 1-5 on five things at each stage they've reached. "This week, first" ranks which shops need time now. Move the sliders to change what matters most, or click a shop for details. It's based on my Account Journey Score demo.

What matters most

This week, first

Ranked by low scores, warning flags and the nearest deadline.

    Shops

    A shop's score is the weighted average of its five scores at its latest stage. Strong: 4 or higher. Steady: 3 to 3.9. Needs attention: below 3. Implementation and contract amounts are sample ranges. Contract value isn't part of the score yet; a later version could weight it, so higher-value shops rank higher.

    What I'd check with your team first

    I built this page from Fulcrum's website and public reviews, so these are the first things I'd confirm:

    1. How a new customer moves from Sales to Launch, and what Launch reads first.
    2. How Launch Managers decide which shop gets time first in a busy week.
    3. Which setup issues come up most, and how they reach Engineering.
    4. How feedback reaches Product and Marketing.
    5. How long a typical launch takes for a small shop versus a medium one.