AMPS Health Score

Alignment · Milestones · Proof · Signals

A health scoring framework that measures proximity to proven value, not activity. Score any customer account in under two minutes.

Setup
Alignment
Milestones
Proof
Signals
Results
Account Setup

Select the customer's current lifecycle stage. This determines how the four dimensions are weighted, because what matters most shifts as the customer moves from onboarding through renewal.

Enter your last AMPS score to see the trend.
Alignment
Success Criteria Foundation

This dimension scores whether you and the customer share a clear, specific definition of what success looks like.

How clearly have you and the customer defined what success looks like?
Specific, measurable success criteria co-defined and documented with the customer
General success goals discussed and understood by both sides
CSM has an informed understanding of what the customer cares about, but it hasn't been explicitly confirmed
Vague or assumed understanding of what the customer wants
No clarity on what success means for this customer
Are the success criteria still aligned with what this customer actually needs?
Reviewed recently and confirmed as still relevant
Believed to be relevant but not recently validated
Customer's situation may have changed since criteria were defined
Known misalignment or outdated criteria
No criteria exist to evaluate
Milestones
Success Plan Progress

This dimension measures whether the customer is making progress toward the outcomes you defined together, and whether adoption is meaningful.

Is this customer progressing toward their primary goals or desired outcomes?
Ahead of plan or exceeding expectations
On track
Slightly behind but recoverable
Significantly behind or stalled
No defined outcomes, or no visibility into progress
Are the right users using the product in the ways that drive value for this customer?
Core users are actively engaged with the features that matter most for their goals
Usage is adequate but not deep, or concentrated in too few users
Usage is shallow, declining, or misaligned with their goals
Minimal usage or significant adoption gaps
No visibility into adoption patterns
Proof
Stakeholder Value Alignment

This dimension evaluates whether the people who influence the renewal decision have a clear, specific understanding of the value being delivered.

Have you identified the key stakeholders who will influence the renewal or expansion decision?
All key decision-makers and influencers identified and engaged
Primary decision-maker identified and engaged, but influence map may be incomplete
Main point of contact is known, but decision-making structure is unclear
Limited to a single contact with no visibility into who else matters
No stakeholder mapping has been done
Could the stakeholders who control the renewal decision articulate why this product is worth keeping?
Key decision-makers have received specific, quantified proof of value and have acknowledged it
Value has been communicated to decision-makers but not confirmed as received or understood
Value proof exists but has only reached your day-to-day contacts, not decision-makers
No structured value communication has reached stakeholders
No proof of value has been created or delivered
Signals
CSM Qualitative Pulse

This dimension captures your informed judgment on relationship health, champion stability, end-user sentiment, and external risk factors.

How responsive and engaged are your primary contacts?
Proactive communication; they reach out to share updates or ask for guidance
Responsive and engaged when you initiate
Responsive but conversations feel transactional or obligatory
Slow to respond or increasingly disengaged
Gone dark or unresponsive
How stable and effective is your internal champion at this account?
Champion is in role, actively advocating, and has organizational influence
Champion is in role and supportive but not actively advocating
Champion's role, influence, or engagement has shifted or is uncertain
Champion has left or been reassigned; no replacement identified
No identifiable champion exists at this account
What signals have you received from the people who use the product day-to-day?
Positive feedback received directly or through your contacts
Neutral or no complaints; no strong signals either way
Negative feedback, frustration, or complaints received
Escalations or formal complaints from end users
Are there external factors that could threaten this account regardless of product performance?
No known risks
Minor concerns (budget season, minor reorg)
Moderate risk (leadership change, strategic pivot, competitive evaluation)
Severe risk (acquisition, major budget cuts, known intent to evaluate alternatives)
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Assessment
The AMPS Methodology

AMPS Health Score Framework developed by Donald Uhlmann

The Problem with Conventional Health Scoring

Most health scoring models are built around the same core inputs: product usage, NPS/CSAT, support ticket volume, and some measure of engagement. These metrics are popular because they're easy to instrument, not because they're the most predictive of retention.

This creates three blind spots:

First, usage metrics are noisy. High login activity can signal deep engagement, or it can signal a team extracting their data before they leave. Low activity can signal disengagement, or it can signal a mature customer who's achieved steady state. Without connecting activity to outcomes, usage data creates a false sense of visibility.

Second, NPS and CSAT are lagging indicators. They tell you what already went wrong. A negative score means you've already failed. And positive scores can mask disengagement entirely. A customer who's mentally checked out and planning to leave will often give a neutral or positive score just to avoid friction before they announce their decision.

Third, most models measure engagement without measuring whether value is actually reaching the people who control the renewal decision. A CSM can have a great relationship with their day-to-day contact while the executive who signs the contract has no idea what the product delivers. That account looks green on every dashboard until the renewal conversation reveals it was red all along.

The AMPS Approach

The AMPS framework is built on a different premise: health scoring should measure proximity to proven value, not activity.

It's organized around four dimensions that follow a logical sequence:

Alignment

Asks whether you and the customer have a shared, specific definition of what success looks like. If you're measuring progress toward the wrong destination, every other signal becomes unreliable. This is the foundation the entire engagement is built on, and most health models skip it entirely.

Milestones

Asks whether the customer is making measurable progress toward the outcomes you defined together. This replaces raw usage metrics with outcome-oriented tracking. If a customer is hitting their milestones, it's because adoption is happening at the level it needs to. If they're not, it doesn't matter how many logins you're seeing.

Proof

Asks whether the stakeholders who will influence the renewal decision have a clear, specific value narrative they could articulate. This goes beyond "did we have executive engagement" to ask a harder question: could the decision-maker walk into a budget meeting today and explain exactly why this contract is worth keeping? This dimension also evaluates whether you've correctly mapped who those stakeholders are in the first place.

Signals

Captures the CSM's informed qualitative judgment across four vectors: relationship and engagement health, champion stability, end-user sentiment, and external risk factors. This replaces survey-based sentiment with the CSM's contextual read, structured through specific prompts to minimize subjectivity.

Lifecycle-Adaptive Weighting

The same four dimensions apply at every stage of the customer journey, but their relative importance shifts:

Dimension Onboarding Adoption & Growth Renewal
Alignment25%10%5%
Milestones25%40%25%
Proof15%20%40%
Signals35%30%30%

During Onboarding, Alignment and Signals carry more weight. The question is: did we set the right foundation, and how is the CSM reading the early signals?

During Adoption & Growth, Milestones leads. The question is: are we executing against the plan and making progress toward outcomes?

During Renewal, Proof takes over. The question is: do the people who control the budget have what they need to say yes?

This ensures the score reflects what actually matters at each stage, rather than applying a static formula that treats onboarding accounts and renewal accounts as if they have the same risk profile.

© 2026 Donald Uhlmann · Back to Home