Client Onboarding

# Client Onboarding
 
Client Onboarding
Revisit the Discovery Call notes.
Confirm and clarify:
Immediate priorities
Current operational pain points
Manual systems to automate
Areas requiring immediate relief
Ensure tasks move efficiently through Hubtasks/Worklenz
 
## Step 1
 What phase of the lifecycle are you in?
Answers
PHASE 0 – Discovery Call (Directors + Client) Go to step
## Step 2
 
PHASE 1 – Onboarding Call (Directors + Sr. PM + PM + Finance) Go to step
## Step 6
 
PHASE 2 – Post-Call Activation Go to step
## Step 12
 
PHASE 3 – Systems Integration & Buildout Go to step
## Step 16
 
PHASE 4 – First Week Execution Go to step
## Step 20
 
PHASE 5 – Ongoing Client Management Go to step 23
 
## Step 2
 PHASE 0 — DISCOVERY CALL
Hold Discovery Call with Directors & Client
Responsibility: Director of Operations, Director of VA Operations
Introduce the Directors and the CVA structure.
Ask the client to describe their business, challenges, and goals.
Identify systems the client uses (Brightwheel, ProCare, CACFP, payroll, etc.).
Determine immediate pain points (manual processes, compliance issues, overtime, billing, forms, communication gaps).
Portfolio - Allied Virtual Assistants
 
## Step 3
 Determine Scope of Support
Identify whether the client needs:
Sr. PM & EA
CACFP team
Subsidy/Finance team
Graphics
HR/SOP specialists
Systems specialists
Recommend the appropriate hour package (20/40/60+).
Ensure tasks move efficiently through Hubtasks/Worklenz
 
## Step 4
 Gather Client Preferences
Identify the client’s preferred communication channel (email, text, Hubtasks/Worklenz comments).
Ask for their weekly availability for a strategy meeting.
Clarify expected outcomes for the first 30 days.
 
## Step 5
 Prepare Onboarding Framework
Upon concluding the discovery call, the Directors create:
A Client Profile document that captures key information about the business and its needs
An Onboarding Call Agenda uniquely tailored to the client, stemming from the insights during the discovery call
A Preliminary Hubtasks structure outline to shape efficient task management
A list of essential credentials and documents required from the client
Projected priorities for Week 1 to focus immediate efforts
NOTE: To ensure a smooth transition and the client's expectations are properly managed, this information is handed off to the Sr. PM & PM ahead of the onboarding call. Critical observations and inquiries derived from the discovery call notes will also be incorporated into the Onboarding Call Agenda, which facilitates a more targeted and requisite discussion.
 
## Step 6
 PHASE 1 — ONBOARDING CALL
Purpose: Officially launch the working relationship and set expectations.
Team Introductions
Responsibility: Director of Operations / Co Director
Introduce:
Senior Project Manager (SPM)
Executive Assistant (EA)
Specialty Team Leads (as needed)
Clarify escalation path:
EA
SPM
Director of Operations
 
## Step 7
 Review Client Goals
Revisit the Discovery Call notes.
Confirm and clarify:
Immediate priorities
Current operational pain points
Manual systems to automate
Areas requiring immediate relief
 
## Step 8
 Demonstrate the CVA System Stack
Purpose: Launch the working relationship and set expectations.
Team Introductions
Responsibility: Director of Operations / Co Director
Introduce:
Senior Project Manager (SPM)
Executive Assistant (EA)
Specialty Team Leads (as needed)
Clarify escalation path:
EA
SPM
Director of Operations
 
## Step 9
 Security & Time Tracking
Explain:
Hubstaff monitoring
Screenshot capture every 3 minutes
Idle alerts
the company password manager credential storage
Credential sharing without exposing passwords
Immediate revocation process
 
## Step 10
 Establish Weekly Strategy Meeting
Confirm a weekly meeting time.
Add Directors and Finance to the recurring meeting as appropriate.
 
## Step 11
 Confirm 30-Day Roadmap
Handbooks
CACFP
Subsidies
Time tracking
Forms digitization
HR support
Marketing/graphics (if needed)
Use notes from the onboarding call to generate a client BIO which will be kept in the Sweetprocess clients folder for future reference
All items, including the client BIO, will be entered into Hubtasks/Worklenz by the PM.
 
## Step 12
 SPM Sends Follow-Up Email
Purpose: Activate systems, create structure, and prepare for Week 1 execution.
SPM Sends Follow-Up Email
Email includes:
Summary of the meeting
OneDrive link
Hubtasks dashboard link
Branding Kit link: Access Branding Kit
List of needed credentials
Instructions for uploading documents
Weekly meeting schedule
Meeting recording
First-week expectations
Attachments
CVA BROCHURE 100 VA tasks.zip[attachment — use current approved file in company systems]
Post Onboarding Client Email-Template.pdf[attachment — use current approved file in company systems]
 
## Step 13
 PM Builds OneDrive Structure
Create folders:
Handbooks
CACFP
Subsidies
Assets
SOPs/Forms to Digitize
Completed Work
Confirm the client can access the folders.
 
## Step 14
 EA Builds Hubtasks Workspace
Add tasks from onboarding notes.
Assign:
SPM
EA
Finance
Specialty teams
Add due dates and priority tags.
Upload any client documents received.
Ensure tasks move efficiently through Hubtasks/Worklenz
 
## Step 15
 SPM Monitors Week 1 Execution
Includes:
What EA will accomplish
What Finance will accomplish
What the client must submit
What approvals are needed
Expected deliverables by Friday
 
## Step 16
 PHASE 3 — SYSTEMS INTEGRATION & WORKFLOW BUILDOUT
Purpose: Begin executing key workflows.
Handbook Modernization
EA uploads and reviews documents.
Sr. PM identifies compliance gaps and outdated language.
Draft revisions prepared for client approval.
 
## Step 17
 CACFP Setup (IF APPLICABLE)
Finance tests access and builds SOP.
Defines:
Monthly grocery list workflow
Weekly data upload workflow
Organizes CACFP folders by center.
 
## Step 18
 Subsidy Reconciliation (IF APPLICABLE)
Finance reviews payment stubs & attendance.
Builds reconciliation spreadsheet.
Identifies errors (part-time vs full-time).
Enters correct data into Brightwheel
Submits notes to client for approval.
 
## Step 19
 App Build (If approved)
Create digital forms
Build routing logic
Apply branding
Test app
Upload into OneDrive + ClickUp
Send test version to client
 
## Step 20
 PHASE 4 — FIRST WEEK CLIENT EXPERIENCE
Purpose: Begin executing key workflows.
Handbook Modernization
EA uploads and reviews documents.
Sr. PM identifies compliance gaps and outdated language.
Draft revisions prepared for client approval.
21  SPM Monitors Workload
Ensure hours are used effectively
Verify task completion pace
Identify any gaps in client engagement
22  End-of-Week Deliverables
Dashboard operational
OneDrive organized
First drafts completed (handbooks, CACFP, subsidies, time clock)
Tasks shifted to “Client Review”
Visible progress shown
23  PHASE 5 — ONGOING CLIENT MANAGEMENT (WEEKS 2–12)
Weekly Strategy Meeting
During Weeks 1-2, the Director of Operations (DOO) will lead the strategy meetings with the SPM and EA present. In Weeks 3-4, the SPM will lead the meetings, with the DOO and EA in attendance. From Weeks 5-12, the EA will take the lead, with the SPM attending each meeting to monitor client relations and progress. Based on the outcome of the 30-day evaluation, the DOO may delegate ongoing meeting leadership to the SPM, and this decision will be communicated to the team accordingly. Throughout the first 90 days, all deliverables must be reviewed and approved by the SPM before being sent to the client.
24  EA Weekly Responsibilities
Execute tasks
Communicate daily
Update Hubtasks/Worklenz
Maintain organization
Coordinate with specialty teams
25  SPM Oversight
Ensure quality and consistency in deliverables
Escalate concerns to higher management when necessary
Align team efforts to meet client expectations
Communicates with Directors on weekly basis via Standup's and escalations as needed
26  30-Day Client Health Check
Weekly Strategy Meeting
Led by SPM
Meeting covers:
Progress updates
Roadblocks
Approvals needed
New priorities
Hour utilization
Attachments
306090 Day Meeting Agenda.pdf[attachment — use current approved file in company systems]
27  30-Day Client Health Check
Timing: Day 25–30
Responsibility: Director of Operations, Director of VA Operations, Senior Project Manager, Executive Assistant
Purpose: Confirm whether onboarding has been successful, whether client expectations are clear, whether communication is stable, and whether the Director still needs to remain attached to the client relationship.
Client communication rhythm
Client responsiveness
Completion of onboarding priorities
Dashboard organization
OneDrive organization
Weekly strategy meeting consistency
SPM/EA understanding of the client’s needs
Task completion pace
Client satisfaction and confidence
Any unresolved onboarding issues
Any scope concerns or risk indicators
At the 30-day check-in, the Director should decide whether to:
Remain actively attached to the client
Move to light oversight
Transition primary ownership to the SPM
The SPM should document the decision, including client health status, risks, open items, and priorities for Days 31–60.
28  60-Day Client Health Check
Timing: Day 55–60
Responsibility: Director, SPM, EA
Purpose: Confirm whether the client is operating consistently, whether the Director can fully step back, and whether the EA is ready to begin taking more independent ownership. As part of this assessment, the Director will meet with the client to gain firsthand insight into the situation. The result of this meeting will be reported back to the team for further planning.
Consistency of daily communication
Quality of completed work
Client confidence in the EA
Timeliness of task completion
Accuracy of Hubtasks updates
Recurring roadblocks
Hour utilization
Specialty team coordination
Client feedback from weekly strategy meetings
Whether Director involvement is still needed
At the 60-day check-in, the Director should decide whether to:
Remain attached due to risk or complexity
Fully release the account to the SPM
Attend only as needed for escalation or strategic decisions
The SPM should also decide whether the EA is ready to take stronger ownership of the client by reviewing whether they can manage communication, task flow, follow-up, dashboard updates, and escalation appropriately.
Document the outcome, including Director involvement level, EA readiness, any needed coaching, open risks, and priorities for Days 61–90.
29  Day 80 Trigger for 90-Day Review
At Day 80, the SPM should:
Create a Hubtasks/Worklenz reminder task
Tag the Director of Operations
Prepare the 90-day review notes
Review whether the Director should remain involved, move to escalation-only, or fully detach
Review whether the SPM should remain actively involved, move to light oversight, or prepare to hand daily ownership to the PM/EA
Prepare any retention offer, discount offer, or next 90-day service recommendation if applicable
30  90-Day Client Health Check & Handoff Assessment
Timing: Day 85–90
Responsibility: SPM, Executive Assistant
Purpose: Confirm whether the client is healthy, and whether the SPM can begin transitioning daily client ownership to the EA.
Systems built
Tasks completed
Time utilization
Operational improvements
Client satisfaction
Communication consistency
Client dependency on SPM
EA ownership readiness
Scope accuracy
Opportunities for the next quarter
Additional services or support needed
Add a client health rating:
Healthy: The client is stable, responsive, satisfied, and receiving consistent value. EA can manage the daily rhythm, SPM can provide periodic oversight.
Watch: The client is generally stable but still needs closer SPM oversight due to communication gaps, unclear priorities or inconsistent execution.
At Risk: The client requires continued SPM involvement due to dissatisfaction or unresolved operational issues.
At the 90-day review, the SPM should decide whether to:
Continue active oversight
Move to light oversight
Transition daily ownership to the EA
The EA may fully run the client when they can consistently:
Send daily Good Morning and End-of-Day updates
Maintain task management without prompting
Track priorities and deadlines accurately
Communicate clearly with the client
Identify issues before they become escalations
Coordinate specialty teams
Prepare updates for weekly strategy meetings
Follow up on approvals and missing information
Maintain OneDrive and client documentation
Escalate concerns to the SPM at the appropriate time
Document the final 90-day outcome, including:
Final client health rating
SPM handoff decision
EA readiness status
Remaining risks
Next 90-day client goals
Recommended staffing or hour adjustments
Retention or discount offer, if applicable
Any additional services recommended
31  Timeline Summary
Day 30: Determine whether more responsibilities can be transitioned to the EA.
Day 60: Determine whether the EA is ready for more ownership.
Day 90: Decide whether the SPM can reduce oversight and transfer daily management to the EA.
32  Timeline Summary
Day 30: Decide whether the Director still needs to be actively involved or whether the SPM can own the client relationship.
Day 60: Decide whether the Director can fully step back and whether the EA is ready for more ownership.
Day 90: Decide whether the SPM can step back and whether the EA can fully run the client.
33  Prepare 90-Day Review
Review:
Systems built
Tasks completed
Time utilization
Operational improvements
Opportunities for next quarter
34  Hold 90-Day Retention Meeting
Present results
Offer 90-day commitment discount
Set next 90-day goals
Update staffing & hours allocation
 
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Use the organization’s approved password manager for all system access. Never place passwords, usernames, PINs, or access codes in this article, task notes, or chat.