A deal is won, and the account crosses to people who sat in none of the calls that won it. The same kind of leak starts, except that this one is invisible: what the customer was promised out loud, why they really bought, who actually signed, and the one subject that makes the room go cold. None of it is in the CRM, and unlike somebody resigning it does not happen a handful of times a year. It happens at every win.
handedover is the quartermaster for that moment. It runs the handover as a guided interview with the person who won the deal, marks every field covered, mentioned or missing while there is still someone to ask, and the team taking the account over walks in already knowing.
It runs whenever a won deal moves to people who did not sell it: a new logo, a new business unit or product line inside an existing customer, an expansion large enough to start its own implementation. Where the winning team keeps the account, nothing crosses and there is nothing for handedover to do.
Or work out what a year of doing nothing costs, on your own numbers →
Illustrative example of a handedover brief: the kind of context that never reaches the CRM.
Your CRM holds maybe ten percent of what won the deal. The other ninety stays with the person who sold it, and that person is already on the next one.
A date said out loud in a call and written nowhere. A scope implied rather than agreed. The service level nobody put in the contract, which the customer has already repeated to their own team.
The finance lead who signed reluctantly. The security reviewer who is the real gatekeeper and is on leave until October. What your champion promised their own board in order to release the budget.
Messages answered at nine in the evening. A reply within two hours rather than two days. The standing call somebody on your side always convened. None of it was agreed, and all of it is now the baseline.
Accenture's Teresa Tung and Philippe Roussiere, writing in the Berkeley Haas California Management Review, call tacit knowledge the next competitive moat. For a sales team, that moat is everything that stays with the person who won the deal. It is the moat.Tung and Roussiere, "Tacit Knowledge Is Your Next Competitive Moat," California Management Review, March 2026.
Nobody has ever enjoyed a handover, and almost no one has had a good one. They are formless, dreaded, and owned by no one. handedover is the quartermaster: it runs the process so no one has to invent it. It does not add another deliverable to anyone's pile. It runs the handover for them.
The quartermaster takes the person handing over through two structured sessions, account by account. No blank-page homework. A third session triggers automatically if the handover is coming up short.
Each account is broken into the fields that matter, and every field is marked covered, mentioned or missing. The manager can see which accounts are thin while the person is still there to answer, instead of finding out three months later when a deal has quietly gone sideways.
The manager and adjacent functions, sales engineering, customer success, services, can contribute what they know and verify the work. The handover holds up even when the exit is not cooperative.
Relevant documents are uploaded and folded into the handover, so the record is not limited to whatever happened to come up in conversation.
A handover touches three people, and each needs something different. handedover gives each of them their own view: tasks, calendar invites, milestones, and a Q&A interface, all where that role already works.
Coverage per account, covered, mentioned or missing, so you know where each handover stands while you can still act on it. The questions are asked for you and the gaps come back as follow-up questions, so the handover does not have to be nagged into existence on top of your real job.
A guided session instead of a blank-page brain-dump. No homework, no guilt. And a certification that records, for their own portfolio, that they left well.
Their view tells them what to read before which meeting, who to call first, and what not to step on. Not 23 documents and "good luck."
Most people picture a resignation. That is the rarer of the two. The one that runs constantly is a win, when the account leaves the person who sold it and lands with the people who now have to deliver it.
A deal is won, and the account moves to customer success, then to delivery, and often to an implementation partner who was in none of the sales calls. Each one receives a different retelling of the same account.
See the won deal module →Someone leaves, moves into a new role, or a territory is recut. Reassigning the accounts takes an afternoon. What made them winnable took years, and it leaves with the person.
See the transition module →Built by Matthias Drebes, who spent nearly his whole career in B2B sales and seven years helping scale Celonis from 100 to 3,000 people in the Process Intelligence category, and watched that knowledge walk out the door every time someone good changed seats.
A measure of handover quality only holds if it is the customer's measure. What counts as a properly handed over account differs from one sales organisation to the next, and in most companies the criteria already exist somewhere, written into an onboarding deck or carried in the head of a manager who has done it thirty times. We are building towards criteria a customer can configure, so that what handedover treats as complete is what your organisation calls complete. This is in development and it is not part of what you can use today.
handedover is the first product of biowissen, and for now it is the only one. The usual way to capture what somebody knows is to watch them work: sit on the screen, join the call, read the thread, keep whatever goes past. That collects a great deal of material and not much judgement. handedover works the other way round, the way careful research has always worked, by going to the person whose judgement is actually needed and asking them properly, while the account is still fresh in their head.
What a handover leaves behind is therefore not a pile of recordings. It is the reasoning of the person who won the account: who really decides on the customer side, what that customer now expects, where delivery is most likely to strain. Run that at every win and an organisation slowly holds its own judgement about its own customers, in the words of the people who earned it. The direction stays deliberately narrow: enterprise sales, one moment, the deal that has just been won. Depth in one handover is worth more than a template for all of them.
The second direction is to ask for less of your people's attention, not more. Nobody who takes part in a handover should need an account with us, a password or a rollout. The quartermaster should reach people in Teams, in Slack or by email, where they already work, and hand the result back as something they can read. That is planned and it is not built today, and saying so is cheaper than the alternative, because the last thing a sales organisation needs is another tool to introduce.
Tell me roughly how many deals you win a year and who receives them afterwards. If the first handover does not look worth it from those two answers, I will say so. Earliest start mid-October 2026.