PRC's lease journey is the 3PM backbone. The post-sale half, where retention is decided, has the most client pain and the fewest operational touchpoints. That's where 3PM's fleet data changes the experience.
Sources: PRC journey maps (9 stages, 28 moments) and six persona profiles. Touchpoint types are inferred from the icon colors in the source maps. Pain markers are placed where a persona's frustrations or reactions describe that touchpoint directly.
The people with formal authority are furthest from the fleet. The people closest to it shape whether the client stays. 3PM's operating data lives with the second group.
| Persona | Wins them | Loses them |
|---|---|---|
| EvelynDecision maker | ROI tied to corporate goals; insight she didn't have | Tactical noise; finance chasing invoices |
| FelixFinancial stakeholder | Invoices that match POs the first time; forecastable spend | Recurring reconciliation; unbudgeted costs |
| PaulaBuyer / gatekeeper | Pricing that fits her RFP templates; documented compliance | Invoice–PO mismatch (she calls it noncompliance) |
| MorganInfluencer / coordinator | Heads-up before issues escalate; content she can forward | Chasing docs and signatures; hearing it from her boss first |
| CarlosInternal advocate | Packaged proof points and stories | Billing errors that undercut his credibility |
| SamEnd user / operator | Uptime; warning before downtime | Getting blamed for billing; no voice at end of lease |
Each dot means the persona's own profile states it. Two of the six are unanimous.
| What they told us | Evelyn | Felix | Paula | Morgan | Carlos | Sam | Of 6 | What it means for 3PM |
|---|---|---|---|---|---|---|---|---|
Billing accuracy is the shared trust-breakerIf I can't trust the numbers, I can't trust the partnership. |
6 | 3PM adds maintenance and TLX invoices to the lease invoice. Every new stream is a new chance to break trust, so validation happens before the client sees it. | ||||||
Proof has to be in each person's languageDon't just tell me what you did. What outcomes did we achieve? |
6 | One SBR, six lenses. Same data spine, different page for each reader (see below). | ||||||
Tell me before it breaksI need updates before problems become escalations. |
4 | Telematics lets 3PM raise the issue first. PRC today can only respond once the client calls. | ||||||
The middle layer sells for us, if we arm themI believe in this, but how can I package it so leadership buys in too? |
3 | Morgan and Carlos carry our story upward to Evelyn. Give them forwardable proof, not a portal login. | ||||||
The paper trail is part of the productThat's fine, but I need the documentation to prove it's within terms. |
3 | An outstanding-items view and an audit trail on every decision are features to the client, not internal admin. | ||||||
The floor decides the renewalTell me if downtime is coming or if the equipment isn't meeting spec. |
3 | Sam's lived experience becomes evidence. Utilization and uptime data give the site a voice at end of lease. |
The source maps tag every stage "All personas." Read against the profiles, the committee rotates: Paula and Felix peak at Decision, Sam at Onboarding and End of Lease, Carlos at Expansion and Advocacy. Morgan carries the whole post-sale half, which makes her the retention persona 3PM designs around.
| Awareness | Evaluation | Decision | Onboarding | Service delivery | Relationship | End of lease | Expansion | Advocacy |
|---|
Inferred from persona backgrounds and reactions. Validate with AMs and Portfolio Specialists before it goes into the PRD.
PRC's map holds for 3PM. These are the places where it's thinnest, and where TLX data gives 3PM room to be different.
The retention stage runs on escalations, billing discussions, and a periodic review. Issue resolution is drawn as a loop: the client raises it, we triage it, it comes back.
Lease, maintenance, TLX and combined invoices all land in the one stage all six personas flag. 3PM makes this stage heavier, not lighter.
End of lease opens by asking the client for hours the telematics already have. Sam carries the burden of returns and gets no say in the decision.
Expansion has the most touchpoints (12) and the least definition. Proposal, validation, negotiation and closure have no path drawn.
Testimonials and referrals happen when someone remembers to ask. Carlos says he fades out without packaged proof.
Every persona has a reaction to the performance review, and no two ask for the same thing. This is the brief for Pilot 01.
| Reader | What they ask for | SBR module | Built from |
|---|---|---|---|
| Evelyn | "What outcomes did we achieve? What trends are you spotting?" | Outcomes & outlook · 3 KPIs against her goals, one forward insight | Uptime, cost per asset, utilization trend |
| Felix | "Trend lines, forecast accuracy, savings, not just activities." | Spend & forecast · spend trend, budget variance, avoided cost | Invoice history, disputed overages, PM cost baselines |
| Paula | "Assurance we're getting contracted value." | Contract compliance · SLA attainment, invoice–PO match rate | SLA terms, invoice match log |
| Morgan | "Tell me what's changing, what's on track, and what I should be worried about." | Watchlist · changed, on track, at risk, open items | Work orders, open docs, alerts |
| Carlos | "Give me stories and evidence I can use to convince skeptics." | Proof one-pager · one win, one number, forwardable | Top outcome from the period |
| Sam | "Explain how this affects my team's daily work." | Site view · downtime by site, upcoming PM, open repairs | Telematics, PM schedule |
Each one removes a named pain, serves specific personas, and follows the layer order: deterministic first, agent only for judgment, human at the gate.
| ID | Requirement | Pain it removes | Serves | Stage | Intelligence path | Proof metric |
|---|---|---|---|---|---|---|
| R1 | Pre-send invoice validationEvery lease, maintenance and TLX invoice matched to PO and contract rate before release. Invoice Reconciliation workflow. | Wrong or missing PO; monthly reconciliation | FelixPaulaMorgan+3 | Service delivery · Billing | Det→Agent→Human |
First-time invoice–PO match rate |
| R2 | Persona-layered SBROne data spine, six modules, assembled per client. Pilot 01, first SBR end of November. | Reviews that report activity, not outcomes | All six | Relationship · Performance review | Det→Agent→Human |
Coordinator prep hours per SBR |
| R3 | Proactive fleet signalsDowntime risk, PM due and SLA drift surfaced before the client asks. Maintenance workflow triggers and escalations. | Hearing about problems from the boss first | SamMorganEvelyn | Relationship · Issue resolution | Det→ML→Agent→Human |
Share of issues raised by 3PM vs. by client |
| R4 | Outstanding-items trackerSignatures, POs, acceptance certificates and docs in one live view. Display only in the client portal. | Chasing missing signatures and forms | MorganPaulaFelix | Onboarding → Service delivery | Det |
Days from delivery to signed acceptance |
| R5 | Telemetry-backed end of leaseHours and utilization pulled automatically; utilization study pre-drafted for the Portfolio Specialist. | Manual hours request; site has no voice | SamFelixMorgan | End of lease · Outreach, assessment | Det→Agent→Human |
Days to deliver utilization study; renewal rate |
| R6 | Forwardable proof packClient-safe one-pager generated from each SBR for internal championing. | Champions fading without material | CarlosMorganEvelyn | Advocacy · Expansion | Agent→Human |
Expansion opportunities sourced from existing accounts |
| R7 | Procurement-ready pricing3PM pricing packaged to drop into client RFP and bid templates, with side-by-side comparison. | Pricing that doesn't fit the RFP; slow reviews | PaulaFelix | Decision · Expansion negotiation | Det→Human |
Proposal-to-signature cycle time |
The four heaviest pain clusters are also where coordinator hours go today. Fixing the client experience and unlocking capacity is one investment, not two.
Felix's top frustration. The 17-step invoice workflow is the coordinator's biggest admin block.
Morgan's top frustration. Every chase email is coordinator time spent on status, not judgment.
Six readers wanting six things means hours of manual prep per client, per cycle.
Hours requests and utilization studies built by hand from data the fleet already reports.