Service company here. Our CRM is linked to Monday boards so the source of truth is at the CRM level, with VP's approving the deal before pushing it through. This way, each team has its own board that pulls the relevant details. Product catalog can be large if the sales process and billing is built for the delay. Our usage-based scopes are billed the following month and tracked by each ops manager. They track it because it cuts into thier P&L's / bonuses. Often c-suite want to automate everything into one system and api link those few together also. This can be a mistake. Manual boards connected by a single source of truth that require certain department heads as needed force teams to focus on what drives growth and prevents automation effects. Automation usually means "I can forget about it now". Once we adjusted our agreements to "Core Recurring" + "Usage Additional Costs" This allowed us to keep it clear to the client and our teams. We have a large tech stack held together by manual department boards & tied incentives. Once the team understands what they own and why it benefits them, system hopping usually is not the issue. @Jonas Wallenius

@Daniel Kyne This is a great post.

@Casey Hill I wish skool had 4 options.