Every health score in the industry measures the same thing: what happens inside the product. It is genuinely useful, and it is completely blind to the company around it — the reorg, the budget freeze, the competitor running a pilot two floors away, the sponsor who quietly changed jobs in March. Kandir watches the part your dashboard cannot see.
Product usage is a lagging indicator of a relationship. By the time logins drop, the decision was made weeks earlier — in a meeting you weren't in, by a person you may not have met. Kandir watches the buying committee itself: who is still there, who is new, who went quiet, and who just announced a role somewhere else. The risk shows up while there is still time to do something about it.
The quarterly business review is the moment the relationship is either renewed in spirit or quietly lost, and it is usually prepared for the night before. Kandir sends a brief the day before every meeting on your calendar: what a good outcome looks like, who is attending and where each of them stands, and the open commitments nobody has closed out. Including the ones you made.
Advocacy and the upsell pull in opposite directions, which is why more teams are separating them. Kandir gives both roles the same account — the same plan, the same org chart, the same history — read differently: you see the risk to the relationship, your account manager sees the reason to expand. The expansion signal gets acted on without you having to be the one who asks for the money.