Relationship manager capacity: why the cross-sell list must fit the calendar

A cross-sell list is the easy part. Every commercial bank can compute, per client, the products held against the norm and the value of the difference. The hard part is that the list is longer than any relationship manager can work, and a list nobody can finish is a list nobody starts. This guide sets out capacity per RM and the cap it puts on the list.

The measure

Per RM:

Demand = Σ clients (contacts per quarter required by the client's tier) Capacity = contacts one RM can make in a quarter, from the bank's own history Load = demand ÷ capacity

Per RM, the cross-sell list is capped at the gaps that fit inside capacity after the required contacts are made.

The rows you need

• Portfolio: clients per RM with tier.
• Contact history: client, RM, date, type. From the CRM.
• Tier frequencies: required contacts per quarter per tier.
• Gap list: from the cross-sell measurement roll-up.

Client identifiers only.

Computing capacity from history

Take the RMs whose coverage is highest in each region. Their contacts per quarter is a demonstrated capacity, not a target. Use the median of that group, per region if the regions differ, and revisit it each half year.

The cap

1. Required contacts per RM, from the portfolio and the tiers.
2. Remaining capacity = capacity − required contacts.
3. Each cross-sell conversation is one contact. The list for the quarter is the top gaps by value until the remaining capacity is used.
4. Everything below the cap stays on the client record and in the regional total as "waiting for capacity".

Reading load beside coverage

B and C have similar coverage and opposite problems. Without load beside coverage, both look like RMs who are not calling their clients. With it, one is a portfolio design problem the regional head owns and the other is a performance conversation.

Where it goes wrong

Capacity as a target from head office. A number nobody has achieved produces loads under one for everyone and explains nothing. Derive it from the RMs who achieve it.

Contacts not logged. An RM who calls and does not log looks under capacity. The measure sees the log; the process feeds it.

Tiers stale. A client that grew is still tier three, needing one contact a year. Recompute tiers from revenue on a schedule.

The cap hidden. If the RM sees only the capped list, the regional head never sees the value waiting. Show both.

Every quarter, per RM

Mapped once, the portfolio, the contact history and the gap list produce load per RM and the capped list every quarter, with the value waiting for capacity by region. Covirage builds this from the exports as they are, inside the bank's tenant on an enterprise deployment. The commercial banking page describes the setup.