Applies when a rep's book is being reviewed for health and expansion. The principle: reps rent the list. Accounts belong to the business and active capacity is finite, so dead weight is released and live accounts are stack-pitched for 25 to 30% net growth. Produces the working table for a list meeting, not a report.

The play

1. Identify the rep and the client workspace. No rep named: ask before doing anything else. Every account in the output is one rep's rental.
2. Load the capacity model and the Menu for Sale from the client brain. Accounts sit in tiers A, B and C plus developmental Flag accounts; books run roughly 50 to 100. Use the documented capacity split where one exists. None: infer tiers from HubSpot deal value and activity, and say the split is inferred.
3. Pull the rep's assigned accounts from HubSpot: tier, last activity date, last closed deal, deal or renewal value, recent notes.
4. Cross-reference call notes and meeting transcripts so a real conversation counts even if nobody logged it. Days Since Last Touch is measured from the most recent meaningful touch: a meeting booked, or failing that a brief taken. Calls and emails with no outcome are weak signals, noted but not counted. Definitions in references/list-health-rules.md.
5. Classify A, B and C accounts on the 60/90 clock.
   • Healthy: meaningful touch inside 60 days.
   • Inactive Alert: 60 to 90 days without one. Apply the 3-Month Proof Rule: book a meeting (preferred) or take a brief inside the window to justify keeping the account.
   • Eviction Candidate: 90+ days dormant. Flag for release to the house pool.
6. Classify Flag accounts on the tighter 30-day clock: On Track, or Flag Expired, which means promote-and-swap (promote the flag into the book and drop an equivalent account to hold capacity) or drop.
7. For every Healthy or salvageable account, write a stack pitch angle. Compare the services the account buys today with the Menu for Sale and name the adjacent services to stack for a 100% expansion pitch. Account-specific, never "upsell". Standard replenishment is not a stack pitch.
8. Deliver: one capacity line, the table sorted by urgency, and 3 to 5 actions for the week, each a concrete next step (meeting to book, brief to take, account to drop or swap).

Edge cases: no menu in the client brain, run anyway, mark every angle "menu unavailable" and prompt to locate it. No activity data at all for an account: treat it as an Eviction Candidate and flag for manual check.

What good looks like

• First thing I check that most people skip: whether "last touch" was a meeting or a brief, or just an email that got no reply. Most books look healthy on logged activity and dormant on meaningful touches.
• Second tell: whether the book is over capacity. A rep at 62 on a 50-cap cannot work the accounts they have, and the fix is release, not more effort.
• The mediocre version: an export sorted by last activity, "reach out" against every stale row, and expansion ideas that amount to "sell them more of the same".
• I know the table is right when the rep argues about two or three eviction candidates and accepts the rest, and every stack pitch names a service that is not already on the account.
• I know the meeting landed when the week's actions are booked meetings and named drops, and the capacity line moves next review.

Rules

• MUST ask for the rep if none is named.
• MUST measure Days Since Last Touch from meetings booked or briefs taken, not from any logged activity.
• MUST sort by urgency: Eviction Candidates and Flag Expired first.
• MUST name adjacent menu services in every stack pitch angle.
• NEVER count an outcome-free call or email as a meaningful touch.
• NEVER present standard replenishment as a stack pitch.
• NEVER invent services when the menu is unavailable. Mark the angle and move on.