Most service organisations can name who sells the machine, but far fewer can name who is accountable when the service contract lapses. Product-led commercial models are very good at the first sale and structurally bad at the second, and this is where service revenue quietly leaks. Selling a service is closer to selling a promise than selling an asset. It is tangible, realised over time, and the customer buys it on trust rather than on specification. Yet the commercial machinery around most service portfolios was built for products: it rewards the initial win, hands the customer to delivery, and treats the renewal as administration for somebody else to handle. This interactive working session is designed for service and aftermarket leaders who own service portfolio, strategy and service P&L and those whose contract base is growing at a slower pace than their installed base. Bo Vestner, Director, Support Services for YAVICA will engage participants in a benchmarking exercise to compare how contract renewals are handled today, examine where in the customer journey a renewal is genuinely won or lost and examine what changes when renewal becomes a named function rather than everyone's spare-time job. Walk away with key takeaways to bring back to your organisation, including: 

• A five question diagnostic you can run on your own service business 
• A clear view of the three moments where a renewal is decided, none of which happen at contract end 
• The practical case for a dedicated renewal function: what it protects, what it costs, and what it frees your account teams to do instead