# Customer Success Collective > We're driving excellence in the customer success field. You're in the right place if you want to learn, develop, and scale with customer advocates worldwide. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### Membership URL: https://www.customersuccesscollective.com/membership/ Last updated: 2023-12-18T12:14:33.000Z coming soon.... ### signup URL: https://www.customersuccesscollective.com/signup/ Last updated: 2024-07-26T14:56:32.000Z _No content available._ ### teams URL: https://www.customersuccesscollective.com/teams/ Last updated: 2024-07-26T14:46:08.000Z _No content available._ ### About us URL: https://www.customersuccesscollective.com/about/ Last updated: 2024-12-16T09:26:36.000Z **Driving excellence in customer success. One interaction at a time.** Customer Success Collective is a global community of customer advocates. If you want to learn, share, develop, network, and scale with your CS comrades, you're in the right place. ### Our mission. It's pretty simple, really. We want to enable people in the customer success profession to provide nothing less than pocket aces performances. From the broader strategies to the day-to-day, consider us your go-to resource for all things customer success. Our bread and butter is ensuring that you – and the customer success industry as a whole – are the best it can possibly be, and receive the recognition they deserve. New to customer success? We want to inspire and inform your journey. Already consider yourself experienced in CS? We want to provide the tools you need to innovate and continue to **propel your growth**. ### What we do. 🧠 Our community’s a place for customer success folks from all industries, all levels of seniority, and all corners of the globe to **connect**, **network**, **ask questions**, **share ideas**, **find solutions**, and just generally **level-up** in their field. 👀 Our blog's a goldmine of **insanely useful insights** to help you up-skill, plan, progress, learn from others, and contribute - which leads us nicely onto... 🔥 Our contributor program. If you want to **boost your personal brand**, share your lessons with others and just generally get *your* name out there, our space on the web's home to a concentrated audience of customer success pros, for **1,000s** of eyes to see your work. 👀 💪 Our industry reports are **setting the standards and defining the practice**. We publish them throughout the year and as well as accessing all the juicy insights (for free!), you'll have the opportunity to get involved and shape the findings, too. 🎟 Our events (digital and hopefully someday soon in-person!) unite 1,000s of **customer success enthusiasts across the globe**. From Australia to the US, Scotland to Spain, they're *the* biggest gathering of like-minded CSers, and facilitate endless knowledge-sharing and real human-to-human networking opportunities. 🔖 Our courses equip you with the **tried and tested methodologies** actively used at some of the **world's biggest brands.** All to help you and your company be the best you can possibly be. --- ## We’re proudly part of The Alliance umbrella. [The Alliance](https://www.thealliance.io/) is the world’s most forward-thinking professional development platform for high-growth organizations and individuals worldwide. Through market-leading accredited courses, unrivaled membership plans, industry-shaping reports, thriving communities, and first-class events, it’s redefining the way companies access education and scale. Other brands part of The Alliance ecosystem include: [Product Marketing Alliance](https://www.productmarketingalliance.com/), [Sales Enablement Collective](https://www.salesenablementcollective.com/), [Product-Led Alliance](https://www.productledalliance.com/), [SaaS Alliance](https://www.saasalliance.io/), [AI Accelerator Institute](https://www.aiacceleratorinstitute.com/), [Finance Alliance](https://www.financealliance.io/), [CMO Alliance](https://www.cmoalliance.com/), [Revenue Marketing Alliance](https://www.revenuemarketingalliance.com/), and more. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Untitled-design--52-.png) ### Contact us URL: https://www.customersuccesscollective.com/contact/ Last updated: 2026-04-02T08:20:48.000Z We’re always in the mood to make new friends 👋 Wanna share some insights for our next report? Desperate for a specific industry expert to speak at our next event? Wanna just say hi? 👉 Drop us an email 📩 , and we’ll be happy to get back to you. ### Want to get in touch? We’re here to help. Here are some quick links to get you started: - **Sponsor or partner opportunities:** [ediz@customersuccesscollective.com](mailto:ediz@customersuccesscollective.com) - **Content contributions:** [grace@customersuccesscollective.com](mailto:grace@customersuccesscollective.com) - **Event enquiries:** [nicole@pmmalliance.com](mailto:nicole@pmmalliance.com) - **Community/ambassador enquiries:** [nicole@pmmalliance.com](mailto:nicole@pmmalliance.com) - **Anything and everything else:** [hello@customersuccesscollective.com](mailto:hello@customersuccesscollective.com) Or, feel free to ping us in the [community](https://www.customersuccesscollective.com/customer-success-community/), it's pretty much our second home. 😉 ### Create and contribute URL: https://www.customersuccesscollective.com/create-contribute/ Last updated: 2026-01-27T10:58:06.000Z Each year, our website receives tens of thousands of visits from customer success professionals of varying levels of seniority, from across the world, all looking to learn more about the latest innovations from the world of enablement, and how they can improve their own CS skills and knowledge. Want to pop your content in front of thousands of your incredible customer success peers? Keen to start building your personal brand? Prime yourself as an industry authority? Even just do your good deed for the day by imparting your wisdom to others? Then to recall the immortal words of Talking Heads, [ this must be the place](https://www.youtube.com/watch?v=Fb2q141rMNE) (to be). 🎵 #### Write for us ✍️ Each and every month, 1000s of people make their way onto our site. That’s a lot of eyes and exposure for your article. So, whether you want to write about crafting the perfect onboarding process, running an ultra-efficient advocacy program, best practices when implementing a snazzy new retention strategy, or anything in between, we want to hear more. If you’ve got the insights, we’ve got the platform. Here’s how to contribute ****Step 1: Submit your subject** Before you put your fingers on the keyboard, drop us a line and let us know what you want to write about. ****Step 2:** ****Follow the rules** We’re a reasonable bunch and we don’t expect too much, but what we do ask for is: - Articles to be no shorter than 1,200 words - Any pictures included to be royalty-free - A picture to sit with your contributor profile - A short bio (200 characters or less) Also, individual contributions shouldn’t promote your company’s products or services. For that sort of stuff, we have sponsorship opportunities. See below for these opportunities! ****(Note about ChatGPT) 👇** **We will not publish any articles created by a generative AI tool, like ChatGPT!* We have to be extra careful about publishing AI-generated text because of potential SEO issues and wanting to maintain originality for our readers. We want expert insights from CS leaders like yourself, so let your voice shine! We’ll happily edit your work, but the bones of it need to be your own words! 😀 ****Step 3: Submit your work** Fire your content over to ****Grace** in the [community](https://www.customersuccesscollective.com/customer-success-community/) Slack channel. Or, if you'd prefer, you can drop us a good old-fashioned email at: [****content@customersuccesscollective.com**](mailto:content@customersuccesscollective.com). Already published something awesome elsewhere? Not a problem. With custom canonical links, you can still share it with our audience too. Yawn 💤 time for the boring bits… ****Image policy** Should we use it, stock photography can be chosen by our team and will be posted with your entry. By including any photos, screenshots, or images, you consent to allow CSC to post this image with proper credit to you and/or the creator. ****Link policy** Links in your post should be relevant to the story you’re telling and provide context to your audience. When referring to another article or piece of research, please use proper citations or links to the source material. ****Syndication policy** We reserve the right to use any and all contributed content, with credit to any authors, in its entirety or portions for promotional purposes, including in social media, other blogs, or newsletters. CSC may choose to cross-post to Medium, LinkedIn, or other blogging services. ****Editorial sign-off** Finally, we feature a variety of voices on our website and are generally open to different styles of writing; however, we do ask that you take a look at the website to infer the tone of our articles. We favor a more ****conversational-style tone.** **CSC editors reserve the right to rewrite and cut, copy, change the title of your article, or modify the piece as necessary.* #### Speak at an event 📆 Our Customer Success Festivals assemble CSMs and CS leaders from the world's most innovative organizations. We meet in locations around the world with one goal in mind: to discuss how customer success strategies and initiatives can be developed, improved upon, and scaled to create extraordinary business value and prove return on investment. If you have insights to share, we want to hear them. Apply below to be considered for speaking at one of our Festivals, where you'll have the chance to address fellow enablement leaders and make an impact. [****Apply here**](https://www.customersuccesscollective.com/call-for-speakers-customer-success-collective/)****.** #### Feature on our podcast 🎤 Our podcast has fast become essential listening for CSMs in our community! We provide thought leaders with a platform to share not only their experiences but also their unique insights and perspectives on the big trends and developments from within the enablement space. Want to feature on a podcast? [Get in touch](mailto:content@customersuccesscollective.com) with us to let us know! (Have a listen to [the podcast](https://media.thealliance.io/podcasts/?filter=podcast-filter-community-csc) if you want to check out an episode or two before featuring!) #### Sponsorship opportunities 💪 More and more organizations are embracing customer success, and you could be there to support them on that journey. If you want to market your products and gain exposure to thousands of companies looking for customer success solutions, our sponsorship packages are for you! Become a sponsor for our: - [In-person events](https://events.customersuccesscollective.com/) - [Articles](https://customersuccesscollective.com/articles/) - [Reports](https://www.customersuccesscollective.com/reports/) - [Podcasts](https://www.customersuccesscollective.com/cs-school) - Webinars - Virtual events Discover how you can collaborate with us [here](https://www.customersuccesscollective.com/partner-with-us/). #### Reports 📝 Our research reports put the spotlight on the latest developments in enablement. To continue our industry-leading research, we're always keen to hear from practitioners and experts who have something to share. Have a look at the surveys we're currently running to find out how you can help shape the report’s findings. What we need from you: 1. A headshot 2. A short 200-word bio 3. A quote The reports we’re working on include: - Customer Success Salary Report - The State of Customer Success Get in touch [here](mailto:content@customersuccesscollective.com). #### Be a course beta tester 🎓 Our expert-led courses aren't created in isolation, which is why we need your help. We seek support from real customer success professionals to ensure that our training programs deliver everything a participant needs to take the next step in their career. Interested to know what you'll get in return for being a beta tester? First and free access to accredited courses - for life. What do we need from you first, though? Candid, thorough, and timely feedback. To join our CSC beta tester program, or to learn about other ways to work with us, please email the [team](mailto:courses@customersuccesscollective.com). #### Meetup organizer 🏘 We've got a few [regional meetups](https://community.allianceled.io/c/welcome-customer/) coming up and we can't wait to see you there. The best part? They're free. And better yet, you can run your own meetups in your city and chat with your local peers. If you're interested in being a meetup organizer, get in touch with our [team.](mailto:community@customersuccesscollective.com) ## Why you should get involved - 11,000+ members in the Slack community (and counting!) - 40,000+ members on [LinkedIn](https://www.linkedin.com/company/customersuccesscollective/) - 100,000+ website visitors a year - 10+ partners ## Join the CSC Community Chat with like-minded customer success enthusiasts from around the world! From beginners to experts, the community is for everyone. Find the latest content, job ads, events, and more [today](https://www.customersuccesscollective.com/customer-success-community/). ### Activate URL: https://www.customersuccesscollective.com/activate/ Last updated: 2024-04-15T04:24:55.000Z ## Thanks for joining Customer Success Collective 🎊 You'll receive an **email** shortly with an **activation link**. Please **click on the link** to **activate** your account. If you need anything in the meantime, click the chat-box in the bottom-right corner and our friendly support team will be straight back 👋 ### sales URL: https://www.customersuccesscollective.com/sales/ Last updated: 2021-02-09T13:00:36.000Z _No content available._ ### Welcome to Pro membership 🎉 URL: https://www.customersuccesscollective.com/welcomemember/ Last updated: 2026-06-25T07:31:06.000Z ## Welcome to your CSC membership plan! 🎉 Now you’re a fully-fledged Customer Success Collective member you have so many benefits to look forward to. Here’s how to get the most out of your plan. ### Templates and frameworks You now have access to a whole host of templates and frameworks providing you with invaluable tools to revolutionize your efforts. All reviewed and approved by industry leaders, of course. **Tip #1:** keep an eye out for our emails and pop-ups. We add new templates every month and we’ll let you know when we do! **Tip #2:** can’t see the template you’re after? Let us know on [hello@customersuccesscollective.com](mailto:hello@customersuccesscollective.com) \- we build our plans *for* our members. --- ### On-demand events footage Say goodbye to wishing you were there. Our on-demand videos and events footage will bring the very best speakers at the world’s most exciting customer success summits directly to you. **Tip #1:** again, keep an eye out for us, we’ll drop you a line each time new content is added. **Tip #2:** remember, as a membership owner, you get 10% off **all** events (when they’re back up and running!) and free access to our digital events. --- ### Exclusive content When it comes to hot-button topics in the CS world, we’ve got you covered. Keep an eye out for fresh articles - written by leading customer success lights from orgs like HubSpot, Zendesk, Typeform, and more - uploaded to our exclusive content section every other Wednesday. **Tip #1:** we’ll email you the fresh content every other week, so expect us in your inbox. **Tip #2:** you can access all the historic content [here](https://www.customersuccesscollective.com/tag/membership-content/), forevermore. Ready to reap the benefits? Click here to go to your [**CSC dashboard**](https://www.customersuccesscollective.com/dashboard/). ### Privacy Policy URL: https://www.customersuccesscollective.com/privacy-policy/ Last updated: 2025-11-26T09:46:02.000Z [Privacy Policy](https://www.iubenda.com/privacy-policy/24731467 "Privacy Policy") ### Meet the Customer Success Collective team URL: https://www.customersuccesscollective.com/meet-the-team/ Last updated: 2025-03-17T17:47:12.000Z Lovely to meet you! Each one of us has a pivotal role in making sure you feel like the valued community member that you are. Interested in getting to know us more? Feel free to add us on LinkedIn with the links below. [**Richard King**](https://www.linkedin.com/in/richardking001/) CEO at the Alliance [**Rebecca Boucher** ](https://www.linkedin.com/in/rebeccaboucher500/) Director of Community & Events Marketing [**Ediz Cosar**](https://www.linkedin.com/in/ediz-cosar-253455161/) Director of Strategic Partnerships [**Rose Johnstone**](https://www.linkedin.com/in/rosejohnstone/) VP, Community & Events [**Liza Shtilbans**](https://www.linkedin.com/in/elizaveta-shtilbans/) Event Producer [**Eve Chatfield**](https://www.linkedin.com/in/eve-c-7b7315216/) Midweight Copywriter [**Grace Gupta**](https://www.linkedin.com/in/g-g-grace-gupta/) Senior Copywriter & Content Lead [**Robyn Leech**](https://www.linkedin.com/in/robynleech/) Events Marketing Executive [**Tytti Hyysalo**](https://www.linkedin.com/in/tytti-hyysalo-29b888158/?ref=aiacceleratorinstitute.com) Community Manager Any questions? Contact any of us at any time. See you around! ### Partner with us URL: https://www.customersuccesscollective.com/partner-with-us/ Last updated: 2024-11-11T12:50:44.000Z ## Partner with us 🤝 Got a product or service that's gonna blow the customer success world away? Then we (and they!) wanna know about it. **Download our media guide** to learn the full extent of the sponsorship possibilities. 👇 ## Why partner with Customer Success Collective? Because we're home to a concentrated audience of awesome and enthusiastic customer success folks - AKA, your target market. By teaming up with us, you'll get: 👀 Your name in front of **1,000s of customer success pros** all over the world. 🔥 Exposure to a real mix of job titles - Managers, Heads of, Director, VPs, C-suite, you name it. Or not - **you set your ICPs**. 👊 **Total control** over the type of content - article, report, whitepaper, podcast, event, newsletter, or other. 🌍 To expand your product's presence on a **global scale** \- North America, Europe, LATAM, MENA, APAC, we've got all bases covered. ## Let's take a look at *some* of your options. Whatever your objective. Whatever your ICP. Whatever your budget. We bet our bottom dollar we've got something for you. ### **🖥** Webinars We've three levels of webinar sponsorship up for grabs: 1. Sponsored 2. Premium 3. Powerhouse Whichever option you choose, we can guarantee you’ll walk away with a bank of qualified leads and increased brand awareness. Win-win. ### **🎟** Virtual summits Whether you want to sponsor a talk, stage, or the whole event, our virtual events are the perfect place to put your product in front of 1,000s of customer success people. > “The Customer Success Festival focused on hot topics impacting all CS and CX organizations today. The varying best practices and viewpoints shared by thought leaders in the space offered key takeaways for anyone in the industry. The breadth and depth of content covered by the Festival were extremely well-done. Kudos to the CS Festival team for putting on such a great event!” **\- Mary Poppen, Chief Customer Officer, Glint, Linkedin** 👆 Safe to say we put on a good show. ### **🔦** Content spotlight If the written word's more your thing, we've a feeling our content spotlight package could be up your alley. Share your expertise → show you're a thought leader in the space → add value to the lives of your ideal customers → build trust. It's a glorious chain reaction. All you've got to do is share your content with us and we’ll get it published for the eyes of your target audience. ### **📝** White paper syndication So you’ve poured all of your time and expertise into a brilliant white paper. Be a shame if the right people didn’t get to see it, eh? That’s where we come in! We’ll promote your white paper in the right channels to get in front of the customer success folks who need to hear what you have to say. ### Time to get involved Interested? Get in touch with **Ediz Cosar**, our Sponsorship Sales Manager, over at [**ediz@customersuccesscollective.com**](mailto:ediz@customersuccesscollective.com) for more info and to chat next steps. ### Customer Marketing Summit, April 2021 URL: https://www.customersuccesscollective.com/customer-marketing-summit-ondemand/ Last updated: 2025-12-03T03:56:59.000Z Get exclusive, first-hand insights on how the likes of Calendly, Adobe, Asana, Dropbox, Zendesk, and more are nailing their customer marketing strategies. _This page is for paying subscribers only._ ### What's new in the CSC membership plan? URL: https://www.customersuccesscollective.com/membership-plans-whats-new/ Last updated: 2026-09-30T09:01:06.000Z Thinking about bagging yourself a [CSC membership plan](https://www.customersuccesscollective.com/signup/)? Want to see how much bang you'll be getting for your buck first? We get that. Here's a month-by-month breakdown of what our existing members have been privy to. 👇 ### September 2026 **Playbooks** - [The Customer Success Hiring Playbook](https://www.customersuccesscollective.com/your-customer-success-hiring-playbook/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) **OnDemand** - [Customer Expansion Summit | Virtual, August 2026](https://www.customersuccesscollective.com/customer-expansion-summit-virtual-august-2026/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) - [Chief Customer Officer Summit | Boston 2026](https://www.customersuccesscollective.com/chief-customer-officer-summit-boston-2026/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) **Exclusive content** - [The customer value playbook for the age of AI agents](https://www.customersuccesscollective.com/customer-value-playbook-for-the-age-of-ai-agents/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Equifax - [Why great work isn't enough to get promoted](https://www.customersuccesscollective.com/why-great-work-isnt-enough-to-get-promoted/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Microsoft - [The 4 CS metrics your board actually wants to see](https://www.customersuccesscollective.com/cs-metrics-your-board-actually-wants-to-see/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | CoStar Group - [How to build an AI-first customer success organization](https://www.customersuccesscollective.com/ai-first-customer-success-organization/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Base - [I've been asking CSMs to do the wrong job. So have you](https://www.customersuccesscollective.com/asking-csms-to-do-the-wrong-job-so-have-you/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Billtrust - [Rewriting the customer support playbook: From anecdotal to actionable](https://www.customersuccesscollective.com/rewriting-customer-support-playbook-anecdotal-to-actionable/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Elsevier **Templates** - [In-app user engagement worksheet](https://www.customersuccesscollective.com/in-app-user-engagement-worksheet-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) - [CS-to-sales expansion handoff template](https://www.customersuccesscollective.com/cs-to-sales-expansion-handoff-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) ### August 2026 **Reports** - [AI for Customer Support Leaders](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) **OnDemand** - [Customer Expansion Summit, Virtual, August 2026](https://www.customersuccesscollective.com/customer-expansion-summit-virtual-august-2026/) **Exclusive content** - [How one support team turned a cost center into a revenue line](https://www.customersuccesscollective.com/how-one-support-team-turned-cost-center-revenue-line/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) | ITRS - [5 hard lessons from Trustpilot's two-year CRM modernization](https://www.customersuccesscollective.com/lessons-from-trustpilots-crm-modernization/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) | Trustpilot - [LastPass's playbook for scaling customer success with AI ](https://www.customersuccesscollective.com/lastpass-playbook-for-scaling-cs-with-ai/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter)| LastPass - [How Cleo reduced its customer support contact rate while scaling to 1 million users](https://www.customersuccesscollective.com/how-cleo-reduced-customer-support-contact-rate-while-scaling/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) | Cleo - [The customer value playbook for the age of AI agents](https://www.customersuccesscollective.com/customer-value-playbook-for-the-age-of-ai-agents/) | Equifax **Templates** - [Customer renewal risk scorecard](https://www.customersuccesscollective.com/customer-renewal-risk-scorecard-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) - [Customer success team maturity roadmap](https://www.customersuccesscollective.com/customer-success-team-maturity-roadmap-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) ### July 2026 **Reports** - [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/) **OnDemand** - [Customer Success Festival New York, July 2026](https://www.customersuccesscollective.com/customer-success-festival-new-york-july-2026/) **Exclusive content** - [How we scaled enterprise support at Runway](https://www.customersuccesscollective.com/how-we-scaled-enterprise-support-at-runway/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Runway - [12 ways to get promoted in customer success| Constant](https://www.customersuccesscollective.com/ways-to-get-promoted-in-customer-success/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) Contact - [Stay connected: Lessons from 26 years on the customer success front line](https://www.customersuccesscollective.com/lessons-from-years-on-customer-success-front-line/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Language Services Associates - [What 25 years in customer success taught me about metrics](https://www.customersuccesscollective.com/what-25-years-cs-taught-me-about-metrics/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Service Geeni - [Running customer success as a product: Why, how, and the benefits](https://www.customersuccesscollective.com/running-cs-product-why-how-and-the-benefits/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | MuleSoft - [How Meltwater trained CSMs to sound like strategic advisors, not vendors](https://www.customersuccesscollective.com/meltwater-trained-csms-strategic-advisors-not-vendors/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) | Meltwater **Templates** - [Scaling CS framework](https://www.customersuccesscollective.com/how-to-scale-customer-success-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) - [Support-to-strategic-collaborator playbook](https://www.customersuccesscollective.com/support-to-strategic-collaborator-playbook-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=paid%5Fnewsletter) ### June 2026 **OnDemand** - [Customer Success Summit Seattle, June 2026](https://www.customersuccesscollective.com/customer-success-summit-seattle-june-2026/) - [Chief Customer Officer Summit Austin, June 2026](https://www.customersuccesscollective.com/chief-customer-officer-summit-austin-june-2026/) **Exclusive content** - [What Microsoft learned scaling AI across 45,000 contact center agents](https://www.customersuccesscollective.com/what-microsoft-learned-scaling-ai-center-agents/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) | Microsoft - [You don't have a growth problem. You have a customer loyalty problem](https://www.customersuccesscollective.com/dont-have-growth-problem-customer-loyalty-problem/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) | CDK Global **Templates** - [Agent design planner template](https://www.customersuccesscollective.com/agent-design-planner-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) - [Prevention-first support playbook](https://www.customersuccesscollective.com/prevention-first-support-playbook-template-framework/?utm%5Fsource=ghost&utm%5Fmedium=email&utm%5Fcampaign=insider%5Fnewsletter) ### May 2026 **Exclusive content** - [How HSBC redesigned customer support for vulnerable customers ](https://www.customersuccesscollective.com/how-hsbc-redesigned-customer-support-for-vulnerable-customers/)| HSBC - [The career gap nobody in customer success is talking about](https://www.customersuccesscollective.com/the-career-gap-nobody-in-cs-is-talking-about/) | Fexa AI **Templates** - [Customer adoption enablement plan](https://www.customersuccesscollective.com/customer-adoption-enablement-plan-template-framework/) - [Customer success enablement readiness template](https://www.customersuccesscollective.com/customer-success-enablement-readiness-template/) ### April 2026 **OnDemand** - [Chief Customer Officer Summit, New York 2026](https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2026/) - [Customer Success Summit, Denver 2026](https://www.customersuccesscollective.com/customer-success-summit-denver-2026/) - [AI Customer Success Summit, Virtual 2026](https://www.customersuccesscollective.com/ai-customer-success-summit-virtual-april-2026-2/) - [Chief Customer Officer Summit, Silicon Valley 2026](https://www.customersuccesscollective.com/chief-customer-officer-summit-silicon-valley-2026/) **Exclusive content** - [How to drive genuine customer value after onboarding](https://www.customersuccesscollective.com/how-to-drive-genuine-customer-value-after-onboarding-2/) | Discovery Education - [How HubSpot rethought its customer success operations in the age of AI](https://www.customersuccesscollective.com/how-hubspot-rethought-cs-operations-ai/) | Hubspot **Templates** - [Customer expansion readiness & account growth plan](https://www.customersuccesscollective.com/customer-expansion-readiness-account-growth-plan-template-framework/) - [Lifecycle-driven advocacy template](https://www.customersuccesscollective.com/lifecycle-driven-advocacy-template-framework/) ### March 2026 **OnDemand** - [Customer Success Summit, New York 2026](https://www.customersuccesscollective.com/customer-success-summit-new-york-march-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [Customer Support Summit, New York 2026](https://www.customersuccesscollective.com/customer-support-summit-new-york-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [Customer Success Summit, Austin 2026](https://www.customersuccesscollective.com/customer-success-summit-austin-february-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) **Exclusive content** - [How Cisco uses NPS and CSAT metrics to predict churn at renewal](https://www.customersuccesscollective.com/how-cisco-uses-nps-csat-metrics-to-predict-churn/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid)| Cisco - [The good, the bad, and the ugly: Lessons from customer success leadership](https://www.customersuccesscollective.com/lessons-from-customer-success-leadership/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid)| Sage **Templates** - [Proactive support playbook template](https://www.customersuccesscollective.com/proactive-support-playbook-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [Customer success hiring & onboarding scorecard](https://www.customersuccesscollective.com/cs-hiring-onboarding-scorecard-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) ### February 2026 **OnDemand** - [Customer Success Summit, Washington 2026](https://www.customersuccesscollective.com/customer-success-summit-washington-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [AI Customer Support Virtual Summit, 2026](https://www.customersuccesscollective.com/ai-customer-support-summit-virtual-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) **Exclusive content** - [Lessons from building customer success in an early-stage startup (without a playbook)](https://www.customersuccesscollective.com/lessons-building-customer-success-startup-without-playbook/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid)| TakeUp - [The behavioral science behind successful change management](https://www.customersuccesscollective.com/behavioral-science-behind-change-management/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) | Dscout **Templates** - [AI‑first support playbook](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [Advocacy program maturity model](https://www.customersuccesscollective.com/advocacy-program-maturity-model-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) ### January 2026 **OnDemand** - [Powered by Summits, San Francisco, 2026](https://www.customersuccesscollective.com/expand-powered-by-csc-san-francisco-2026/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) **Exclusive content** - [Can Agentic AI and CSMs work together? The 7-skill breakdown](https://www.customersuccesscollective.com/can-agentic-ai-and-csms-work-together/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid)| Salesforce - [How to lead your team through complex customer escalations with empathy](https://www.customersuccesscollective.com/how-to-lead-team-complex-customer-empathy/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) | FirstDay Foundation **Templates** - [Post-event engagement plan template](https://www.customersuccesscollective.com/post-event-engagement-plan-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) - [Community engagement checklist](https://www.customersuccesscollective.com/community-engagement-checklist-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) ### December 2025 **OnDemand** - [Chief Customer Officer Summit, London 2025](https://www.customersuccesscollective.com/chief-customer-officer-summit-london-december-2025/) - [Customer Success Summit, London 2025](https://www.customersuccesscollective.com/customer-success-summit-london-december-2025/) - [Customer Support Summit, London 2025](https://www.customersuccesscollective.com/customer-support-summit-london-2025/) **Exclusive content** - [The customer success playbook for driving shareholder value](https://www.customersuccesscollective.com/customer-success-playbook-driving-shareholder-value/) | Oracle - [Why data storytelling is your only renewal defense in the AI era](https://www.customersuccesscollective.com/data-storytelling-value-ai/) | Coursera **Templates** - [Customer experience maturity model](https://www.customersuccesscollective.com/customer-experience-maturity-model-template-framework/) - [VoC platform ROI calculator](https://www.customersuccesscollective.com/voc-platform-roi-calculator-template-framework/) ### November 2025 **OnDemand** - [Customer Success Summit, Boston](https://www.customersuccesscollective.com/customer-success-summit-boston-2025/) - [AI for Customer Support Summit, Boston](https://www.customersuccesscollective.com/ai-for-customer-support-summit-boston-2025/) - [Customer Success Summit, Toronto 2025](https://www.customersuccesscollective.com/customer-success-summit-toronto-2025/) - [Customer Success Summit, Chicago 2025](https://www.customersuccesscollective.com/customer-success-summit-chicago-november-2025/) **Exclusive content** - [How to maximize customer value when your customers have tight budgets](https://www.customersuccesscollective.com/maximize-customer-value-customers-have-tight-budgets/) | Class - [Why AI falls short in customer success without human insight](https://www.customersuccesscollective.com/why-ai-falls-short-in-customer-success-without-human-insight/) | Microland **Templates** - [The HEART framework](https://www.customersuccesscollective.com/the-heart-template-framework/) - [Feature satisfaction survey template](https://www.customersuccesscollective.com/feature-satisfaction-survey-template-framework/) ### October 2025 **OnDemand** - [Customer Support Summit, Virtual](https://www.customersuccesscollective.com/customer-support-summit-virtual-october-2025/) - [Customer Success Summit, Sydney 2025](https://www.customersuccesscollective.com/customer-success-summit-sydney-october-2025/) **Exclusive content** - [Market update and a proven approach to AI in customer experience](https://www.customersuccesscollective.com/market-update-proven-approach-ai-customer-experience/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=insider) | Ask-AI - [The art of customer relationship management](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=insider) | Splunk **Templates** - [New feature outreach and training](https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=insider) - [Sales to customer success hand-off template](https://www.customersuccesscollective.com/sales-to-customer-success-hand-off-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=insider) ### September 2025 **OnDemand** - [Customer Support Summit, San Francisco](https://www.customersuccesscollective.com/customer-support-summit-san-francisco-september-2025/) - [Customer Success Summit, San Francisco](https://www.customersuccesscollective.com/customer-success-summit-san-francisco-september-2025-ondemand-2/) - [Chief Customer Officer Summit, San Francisco](https://www.customersuccesscollective.com/chief-customer-officer-summit-san-francisco-september-2025-ondemand/) **Exclusive content** - [Is NPS dead? The good, the bad, and how to make it work for your business](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/) | Redirect Health - [How to scale startup customer success processes efficiently](https://www.customersuccesscollective.com/efficiently-scale-startup-customer-success/) | CultureAmp **Templates** - [Case study participation email template](https://www.customersuccesscollective.com/case-study-participation-email-template-framework/) - [Customer acquisition template](https://www.customersuccesscollective.com/customer-acquisition-template-framework/) ### August 2025 **Exclusive content** - [How to use AI to build customer stories that drive revenue](https://www.customersuccesscollective.com/ai-to-build-customer-stories-drive-revenue/) | Litmos - [Speaking the language of the C-suite](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) | Photon **Templates** - [Requesting a review email templates](https://www.customersuccesscollective.com/requesting-a-review-email-template-framework/) - [Strategic planning template](https://www.customersuccesscollective.com/strategic-planning-template-framework/) **Playbooks** - [How to Build a Customer Lifecycle That Grows Revenue](https://www.customersuccesscollective.com/customer-lifecycle-that-grows-revenue-playbook/) ### July 2025 **OnDemand** - [Customer Support Summit: B2C Edition, Virtual](https://www.customersuccesscollective.com/customer-support-summit-b2c-edition-virtual-july-2025/) **Exclusive content** - [Choosing the right engagement model for your customers](https://www.customersuccesscollective.com/choosing-the-right-engagement-model-for-your-customers/) | Ping Identity - [The future is data: Driving customer success with strategic insights](https://www.customersuccesscollective.com/driving-customer-success-with-strategic-insights/) | WordPress VIP **Templates** - [Customer health score calculator](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/) - [Customer lifecycle campaign plan template](https://www.customersuccesscollective.com/customer-lifecycle-campaign-plan-template-framework/) ### June 2025 **OnDemand** - [Onboarding & Retention Summit, Virtual](https://www.customersuccesscollective.com/onboarding-retention-summit-virtual-may-2025/) - [Customer Success Summit, London](https://www.customersuccesscollective.com/customer-success-summit-london-june-2025-ondemand/) **Exclusive content** - [How to turn your customer support team into your competitive advantage](https://www.customersuccesscollective.com/how-to-turn-your-customer-support-team-into-your-competitive-advantage/) | Typeform - [​​Preparing your business for AI customer support agents](https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents/) | Databricks **Templates** - [CSM daily task checklist](https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/) - [User feedback tracker for AI content](https://www.customersuccesscollective.com/user-feedback-tracker-for-ai-content-template-framework/) **Reports** - [State of Customer Success 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### May 2025 **OnDemand** - [Customer Success Summit, Denver](https://www.customersuccesscollective.com/customer-success-summit-denver-april-2025-ondemand/) - [AI for Customer Success Summit](https://www.customersuccesscollective.com/ai-for-customer-success-summit-2025-ondemand/) - [Chief Customer Officer Summit, Silicon Valley](https://www.customersuccesscollective.com/chief-customer-officer-summit-silicon-valley-april-2025/) - [Customer Success Summit, Amsterdam](https://www.customersuccesscollective.com/customer-success-summit-amsterdam-2025-ondemand/) **Exclusive content** - [How to lead an inherited CS team](https://www.customersuccesscollective.com/how-to-lead-an-inherited-customer-success-team/) | AutoRABIT - [Using community to elevate the customer experience](https://www.customersuccesscollective.com/using-community-to-elevate-the-customer-experience/) | Box **Templates** - [Voice of the Customer (VoC) strategy framework](https://www.customersuccesscollective.com/voice-of-the-customer-strategy-template-framework/) - [Customer interview cheat sheet](https://www.customersuccesscollective.com/customer-interview-cheat-sheet-template-framework/?utm%5Fsource=newsletter&utm%5Fmedium=email&utm%5Fcampaign=paid) ### April 2025 **OnDemand** - [Customer Success Summit, Dever](https://www.customersuccesscollective.com/customer-success-summit-denver-april-2025-ondemand/) - [AI for Customer Success Summit, Virtual](https://www.customersuccesscollective.com/ai-for-customer-success-summit-2025-ondemand/) **Exclusive content** - [Transforming customer success as your business expands](https://www.customersuccesscollective.com/transforming-customer-success-business-expands/) | Constant Contact - [Why monetizing customer success isn’t optional anymore](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/) | DeepL **Templates** - [Product feedback loop template](https://www.customersuccesscollective.com/product-feedback-loop-template-framework/) - [Customer feedback management framework](https://www.customersuccesscollective.com/customer-feedback-management-template-framework/) ### March 2025 **OnDemand** - [Customer Success Summit, New York](https://www.customersuccesscollective.com/customer-success-summit-new-york-2025-ondemand-2/) - [Customer Support Summit, New York](https://www.customersuccesscollective.com/customer-support-summit-new-york-march-2025/) - [Chief Customer Officer Summit, New York](https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2025-ondemand-2/) **Exclusive content** - [Cracking the code to customer health scores](https://www.customersuccesscollective.com/cracking-the-code-to-customer-health-scores-2/) | Radancy - [Why we need to reinvent customer success for the AI era](https://www.customersuccesscollective.com/reinvent-customer-success-for-the-ai-era/) | Docusign **Templates** - [Customer renewals email template](https://www.customersuccesscollective.com/customer-renewals-email-template-framework/) - [Executive Business Review (EBR) template](https://www.customersuccesscollective.com/executive-business-review-template-framework/) ### February 2025 **OnDemand** - [Customer Success Summit, Washington, D.C](https://www.customersuccesscollective.com/customer-success-summit-washington-dc-2025-ondemand/) - [Customer Success Summit, Austin](https://www.customersuccesscollective.com/customer-success-summit-austin-february-2025/) **Exclusive content** - [How to avoid the most common and expensive AI mistakes in customer experience](https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience/) | Forethought - [How customer success teams became revenue owners](https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/) | Pluralsight **Templates** - [Weekly 1-to-1 template for CSMs](https://www.customersuccesscollective.com/weekly-1-to-1-template-for-csms-framework/) - [Customer exit interview questions](https://www.customersuccesscollective.com/customer-exit-interview-questions-framework/) ### January 2024 **Exclusive content** - [Redefine your customer experience with a smarter voice of the customer program](https://www.customersuccesscollective.com/redefine-customer-experience-with-voice-of-the-customer/) | Siemens - [Evolving from customer support to customer experience](https://www.customersuccesscollective.com/evolving-from-customer-support-to-customer-experience-2/) | HackerOne **Templates** - [Account research template](https://www.customersuccesscollective.com/account-research-template-framework/) - [Account expansion plan template](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) ### December 2024 **OnDemand** - [Chief Customer Officer Summit, London](https://www.customersuccesscollective.com/chief-customer-officer-summit-london-december-2024-video/) - [Customer Success Festival, London](https://www.customersuccesscollective.com/customer-success-festival-london-december-2024/) **Exclusive content** - [Bridging marketing, sales and customer success for customer-centricity](https://www.customersuccesscollective.com/bridging-marketing-sales-and-customer-success-for-customer-centricity-2/) | Philips - [Scrappy customer success at scale: Doing more with less at scale](https://www.customersuccesscollective.com/scrappy-customer-success-at-scale/) **Templates** - [Assess where your team sits template](https://www.customersuccesscollective.com/assess-where-your-team-sits-template-framework/) - [Customer experience map template](https://www.customersuccesscollective.com/customer-experience-map/) ### November 2024 **OnDemand** - [Customer Success Festival, Sydney](https://www.customersuccesscollective.com/customer-success-festival-sydney-2024-ondemand-video/) - [Customer Success Festival, Chicago](https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/) **Exclusive content** - [How to develop a global standardized adoption framework](https://www.customersuccesscollective.com/how-to-develop-a-global-standardized-adoption-framework/) | Siemens - [How GoCardless monetized customer success](https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/) | GoCardless **Templates** - [CAB strategy one-pager](https://www.customersuccesscollective.com/cab-strategy-one-pager-framework/) - [Customer offboarding template](https://www.customersuccesscollective.com/customer-offboarding-template-framework/) ### October 2024 **Reports** - [State of Customer Success Leadership 2024](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) **OnDemand** - [Customer Success Festival, Boston](https://www.customersuccesscollective.com/customer-success-festival-boston-october-2024/) - [Virtual Customer Support Summit](https://www.customersuccesscollective.com/virtual-customer-support-summit-october-2024/) - [Customer Support and Experience Summit, San Francisco](https://www.customersuccesscollective.com/customer-experience-support-summit-san-francisco-2024/) **Exclusive content** - [CSM to CCO: Leadership tactics to move you up the career ladder](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) | Humanly - [How PayPal drives customer retention in a highly competitive industry](https://www.customersuccesscollective.com/how-paypal-drives-customer-retention-highly-competitive-industry/) | PayPal **Templates** - [Proof of value email template](https://www.customersuccesscollective.com/templates-and-frameworks/) - [NPS analysis template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### September 2024 **Reports** - [State of Customer Success 2024](https://www.customersuccesscollective.com/state-of-customer-success-report/) **OnDemand** - [Customer Success Festival, San Francisco ](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-2024/) **Exclusive content** - [How to use social media to elevate the customer experience](https://www.customersuccesscollective.com/how-to-use-social-media-to-elevate-the-customer-experience/) | Dropbox - [Using a value cycle to drive renewals](https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/) | Datasembly **Templates** - [S.M.A.R.T template](https://www.customersuccesscollective.com/templates-and-frameworks/) - [Customer advocacy template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### August 2024 **Exclusive content** - [First impressions matter: Elevating your onboarding experience](https://www.customersuccesscollective.com/elevating-your-onboarding-experience/) | Mitek Systems - [Using win-loss analysis to drive net retention](https://www.customersuccesscollective.com/using-win-loss-analysis-to-drive-net-retention/) | Clozd **Templates** - [OKR grading scale](https://www.customersuccesscollective.com/templates-and-frameworks/) - [RACI template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### July 2024 **OnDemand** - [Customer Experience Summit, Virtual](https://www.customersuccesscollective.com/customer-experience-summit-july-10-2024/) **Exclusive content** - [Change management in CS: How to deal with change in your company, for your clients, and for yourself](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/)| Wix - [Empower your customer success team, reclaim your sanity](https://customersuccesscollective.com/empower-your-customer-success-team-reclaim-your-sanity) | ScreenSteps **Templates** - [Customer Success metrics calculator](https://www.customersuccesscollective.com/templates-and-frameworks/) - [Customer health score example](https://www.customersuccesscollective.com/templates-and-frameworks/) ### June 2024 **OnDemand** - [Customer Success Festival, Amsterdam](https://www.customersuccesscollective.com/customer-success-festival-amsterdam-may-2024/) **Exclusive content** - [The customer connection equation: Unveiling the formula for acquisition and retention success](https://www.customersuccesscollective.com/the-customer-connection-equation-unveiling-the-formula-for-acquisition-and-retention-success/) | HubSpot - [What it takes to build a world-class customer success team](https://www.customersuccesscollective.com/what-it-takes-to-build-a-world-class-customer-success-team/) | Culture Amp **Templates** - [Employee development plan template](https://www.customersuccesscollective.com/templates-and-frameworks/) - [Leadership qualities template](https://www.customersuccesscollective.com/templates-and-frameworks/) **Reports** - [State of Customer Success Report 2024](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### May 2024 **OnDemand** - [Customer Success Festival, Las Vegas](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-may-2024/) **Exclusive content** - [Customer success in a global marketplace: Navigating cultural diversity](https://www.customersuccesscollective.com/global-marketplace-navigating-cultural-diversity/) - [How to perfect customer success and sales alignment](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) | Litera **Templates** - [Customer journey gap analysis](https://www.customersuccesscollective.com/templates-and-frameworks/) - [Change map across the organization](https://www.customersuccesscollective.com/templates-and-frameworks/) ### April 2024 **eBook** - [Beyond the Bot: AI in Customer Success ](https://www.customersuccesscollective.com/ai-in-customer-success-ebook/) **OnDemand** - [AI for Customer Success Summit, Virtual](https://www.customersuccesscollective.com/ai-for-customer-success-summit-virtual-april-2024/) - [Chief Customer Officer Summit, New York](https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2024/?wchannelid=qiggs2r2mz) - [Customer Success Festival, New York](https://www.customersuccesscollective.com/customer-success-festival-new-york-2024/) **Exclusive content** - [From adversaries to advocates: How to drive cross-functional alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/) | Collibra - [Customer success: From support function to revenue-driver](https://www.customersuccesscollective.com/from-support-function-to-revenue-driver/) | PlanRadar **Templates** - [Customer Success strategy template](https://www.customersuccesscollective.com/templates-and-frameworks/) - [White paper template](https://www.customersuccesscollective.com/templates-and-frameworks/) **eBooks** - [Beyond the Bot: AI in Customer Success](https://www.customersuccesscollective.com/ai-in-customer-success-ebook) ### March 2024 **OnDemand** - [Chief Customer Officer Summit, New York](https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2024/?wchannelid=qiggs2r2mz) - [Customer Success Festival, New York](https://www.customersuccesscollective.com/customer-success-festival-new-york-2024/) **Exclusive content** [Customer experience in times of crisis: Resilience, resolution, and reputation management](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) | AARP [The customer in the driver’s seat: Optimize customer experience through freedom of choice](https://www.customersuccesscollective.com/optimize-customer-experience-through-freedom-of-choice/) | inDrive **Templates** - [Tone of voice](https://www.customersuccesscollective.com/templates-and-frameworks/) - ### February 2024 **OnDemand** - [Customer Success Festival, Austin ](https://www.customersuccesscollective.com/customer-success-festival-austin-february-2024/) **Exclusive content** - [Going commercial: Embracing the role of revenue generation in customer success](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) | Akeneo - [Leveling up your CSMs: Tactics to become more strategic and build long-term customer relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/) | PathFactory **Templates** - [Customer referral tracking template](https://www.customersuccesscollective.com/templates-and-frameworks/) - [How to reduce your churn rate](https://www.customersuccesscollective.com/templates-and-frameworks/) ### January 2024 **Reports** - [Customer Success Collective's 24 in 2024](https://www.customersuccesscollective.com/24-in-2024/) **OnDemand** - [Customer Success Festival London](https://www.customersuccesscollective.com/chief-customer-summit-london-november-2023/) **Reports** - [Customer Success Collectives 24 in 2024](https://www.customersuccesscollective.com/24-in-2024) **Exclusive content** - [11 steps to a seamless sales handoff ](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/)| Success Scaled - [Driving ROI and customer accountability for success](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/) | G2 **Templates** - [Churn rate cheat sheet](https://www.customersuccesscollective.com/templates-and-frameworks/) - [Campaign planning template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### December 2023 **OnDemand** - [Customer Success Festival Chicago](https://www.customersuccesscollective.com/customer-success-festival-chicago-november-2023/) **Exclusive content** - [Elevating customer experiences with tailored journeys](https://www.customersuccesscollective.com/elevating-customer-experiences-with-tailored-journeys/) | Salesforce - [How generative AI can revolutionize value realization](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) | Microsoft - [The art and science of scaling customer success](https://www.customersuccesscollective.com/the-art-and-science-of-scaling-customer-success/) | Bill **Templates** - [Customer journey map](https://www.customersuccesscollective.com/templates-and-frameworks/) template - [SMART goals](https://www.customersuccesscollective.com/templates-and-frameworks/) template ### November 2023 **OnDemand** - [Customer Success Festival Sydney](https://www.customersuccesscollective.com/customer-success-festival-sydney-november-2023/) **Exclusive content** - [Designing a customer success strategy built on sentiment and relationships](https://www.customersuccesscollective.com/designing-a-customer-success-strategy-built-on-sentiment-and-relationships/) | Screencastify - [A CSM's guide to multithreading across stakeholders](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) | LinkedIn **Templates** - [Stakeholder communication plan](https://www.customersuccesscollective.com/templates-and-frameworks/) template - [Onboarding maturity model](https://www.customersuccesscollective.com/templates-and-frameworks/) template ### October 2023 **OnDemand** - [Customer Success Festival Virtual](https://www.customersuccesscollective.com/customer-success-festival-october-2023/) **Exclusive content** - [How to adopt high-touch customer success at scale](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/) | MuleSoft - [Connecting the dots: How CS Ops drives company-wide alignment](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/) | Cisco **Templates** - [Peer review email](https://www.customersuccesscollective.com/templates-and-frameworks/) template - [Customer success alignment assessment](https://www.customersuccesscollective.com/templates-and-frameworks/) template **Reports** - [State of Customer Onboarding 2023](https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/) ### September 2023 **OnDemand** - [Customer Success Festival San Francisco ](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-september-2023/) **Reports** - [The State of Customer Success 2023](https://www.customersuccesscollective.com/state-of-customer-success-report/) **Exclusive content** - [A customer success playbook for navigating uncertainty and change](https://www.customersuccesscollective.com/a-customer-success-playbook-for-navigating-uncertainty-and-change/) | SAP Concur - [Redefining customer success: The digital shift to automation and community](https://www.customersuccesscollective.com/redefining-customer-success-the-digital-shift-to-automation-and-community/) | Telnyx **Templates** - [Customer exit interview questions](https://www.customersuccesscollective.com/templates-and-frameworks/) template - [Customer health score](https://www.customersuccesscollective.com/templates-and-frameworks/) template ### August 2023 **Exclusive content** - [The four core dimensions of client success](https://www.customersuccesscollective.com/the-four-core-dimensions-of-client-success/) | Bazaarvoice - [Collaborate, create and disrupt to elevate the customer experience](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/) | Adobe **Templates** - EBR [template](https://www.customersuccesscollective.com/templates-and-frameworks/) - Onboarding RACI matrix [template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### July 2023 **Exclusive content** - [Keeping momentum through mergers and acquisitions](https://www.customersuccesscollective.com/keeping-momentum-through-mergers-and-acquisitions-with-clear-communication) | Siemens - [The anatomy of the customer health score](https://www.customersuccesscollective.com/the-anatomy-of-the-customer-health-score/) | ex-FiscalNote **Templates** - How to improve trial-to-subscription conversions \[[template](https://www.customersuccesscollective.com/templates-and-frameworks/)\] - Internal roadmap \[[template](https://www.customersuccesscollective.com/templates-and-frameworks/)\] ### June 2023 **Reports** - [Customer Success Salary Survey 2023](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) **Exclusive content** - [Enabling efficiency and creating value through digital-led customer success](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/) | Linearb - [A step-by-step guide to retention, renewals, and expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) | Aryaka **Templates** - CSM interview STAR method \[[template](https://www.customersuccesscollective.com/templates-and-frameworks/)\] - Proof of value email \[[template](https://www.customersuccesscollective.com/templates-and-frameworks/)\] ### May 2023 **OnDemand** - [Customer Success Festival | Amsterdam](https://www.customersuccesscollective.com/customer-success-festival-amsterdam-may-2023/) - [Customer Success Festival | Las Vegas](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-may-2023/) **Reports** - [The State of Customer Churn 2023](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/) **Exclusive content** - [Adapting your customer success strategy through times of change](https://www.customersuccesscollective.com/adapting-your-customer-success-strategy-through-times-of-change/) | GitLab - [Delivering value to your most complex customers](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) | Indeed **Templates** - Value proposition research questions \[[framework](https://www.customersuccesscollective.com/templates-and-frameworks/)\] - Post-sale customer survey checklist \[[framework](https://www.customersuccesscollective.com/templates-and-frameworks/)\] ### April 2023 **Exclusive content** - [Onboarding done right: How to optimize your process to reduce early-stage churn](https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn/) | Virtuoso - [How to effectively communicate the value of the CS function](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/) | E2Open, Kuber, Robin, Bodhi **Templates** - A CSM’s weekly 1:1 meeting [template](https://www.customersuccesscollective.com/templates-and-frameworks/) - Customer segmentation [template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### March 2023 **OnDemand** - [Customer Success Festival | Virtual](https://www.customersuccesscollective.com/customer-success-festival-2023-ondemand/) - [Customer Success Festival | New York](https://www.customersuccesscollective.com/customer-success-festival-new-york-2023-on-demand/) **Exclusive content** - [What's the next stage in the evolution of customer success?](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) | Catalyst - [How to balance data with personal knowledge for customer success](https://www.customersuccesscollective.com/how-to-balance-data-with-personal-knowledge-for-customer-success) | ZoomInfo **Templates** - Value proposition evaluator [\[template\]](https://www.customersuccesscollective.com/templates-and-frameworks/) - Voice of the Customer (VoC) [\[framework\]](https://www.customersuccesscollective.com/templates-and-frameworks/) ### February 2023 **OnDemand** - [Customer Success Festival | Austin](https://www.customersuccesscollective.com/customer-success-festival-austin-2023-ondemand/) **Exclusive content** - [Aligning sales with post-sales to drive customer lifetime value](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/) | Nieves Canada & Minna Vaisanen - [Converting customers into advocates](https://www.customersuccesscollective.com/converting-customers-into-advocates) | Fausto Briosa, Rav Dhaliwal, Daniel Goldfeld and Linsey Parker **Templates** - Customer advocacy strategy [\[framework\]](https://www.customersuccesscollective.com/templates-and-frameworks/) - Customer feedback questions [\[framework\]](https://www.customersuccesscollective.com/templates-and-frameworks/) ### January 2023 **Playbooks** - [The Customer Success Onboarding Playbook](https://www.customersuccesscollective.com/the-customer-success-onboarding-playbook/) **Exclusive content** - [Understanding how to best utilize critical customer success metrics for your organization](https://www.customersuccesscollective.com/understanding-how-to-best-utilize-critical-customer-success-metrics-for-your-organization/) | Ashvin Vaidyanathan - [How customer success can wield the power of storytelling](https://www.customersuccesscollective.com/how-customer-success-can-wield-the-power-of-storytelling) | Sam Bastile **Templates** - Time to value (TTV) [framework](https://www.customersuccesscollective.com/templates-and-frameworks/) - A CSM’s performance evaluation scorecard [template](https://www.customersuccesscollective.com/templates-and-frameworks/) ### December 2022 **Reports** - [CSC's 23 in 2023](https://www.customersuccesscollective.com/csc-23-in-2023-report/) **OnDemand** - [Customer Success Festival in London](https://www.customersuccesscollective.com/customer-success-festival-london-2022-ondemand/) **Exclusive content** - [5 customer value tips to help your business shine in 2023](https://www.customersuccesscollective.com/5-customer-value-tips-to-help-your-business-shine-in-2023/) | Aishwarya Dwivedi - [Your guide to driving revenue growth with customer success](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) | Jovana Djapa - [How to optimize your onboarding process to drive customer lifetime value](https://www.customersuccesscollective.com/how-to-optimize-onboarding-to-drive-customer-lifetime-value/) | Mike Lee and Swati Chopra **Templates** - Empathy map [template](https://www.customersuccesscollective.com/templates-and-frameworks/) - Customer implementation [framework](https://www.customersuccesscollective.com/templates-and-frameworks/) ### November 2022 **OnDemand** - [Customer Success Festival | Sydney](https://www.customersuccesscollective.com/customer-success-festival-sydney-2022-ondemand/) **Templates** - Guide to SaaS pricing models [template](https://www.customersuccesscollective.com/templates-and-frameworks/) - Segment hypothesis worksheet [template](https://www.customersuccesscollective.com/templates-and-frameworks/) **Exclusive content** - [Why sales skills need to be a part of every CSM's toolkit](https://www.customersuccesscollective.com/why-sales-skills-need-to-be-a-part-of-every-csms-tool-kit/) | Mark Higginson - [Going deep to go wide: A journey into using value to scale](https://www.customersuccesscollective.com/going-deep-to-go-wide-a-journey-using-value-to-scale/) | Ralph Meyer ### October 2022 **OnDemand** - [Customer Success Festival | Boston](https://www.customersuccesscollective.com/customer-success-festival-boston-2022/) - [Customer Success Festival | Virtual](https://www.customersuccesscollective.com/customer-success-festival-2/) **Templates** - Customer advocacy [template](https://www.customersuccesscollective.com/templates-and-frameworks/) - Customer advisory board email invite [template](https://www.customersuccesscollective.com/templates-and-frameworks/) **Exclusive content** - [Recalibrate your customer success strategy and embrace innovation](https://www.customersuccesscollective.com/recalibrate-your-customer-success-strategy-and-embrace-innovation/) | Vish Walia - [Swapping last-minute churn mitigation for proactive risk identification](https://customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification) | David Collard ### September 2022 **OnDemand** - [Customer Success Festival | San Francisco](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-2022-ondemand/) **Reports** - [The State of Customer Success 2022](https://www.customersuccesscollective.com/state-of-customer-success-2022/) **Templates** - Customer engagement plan [framework](http://customersuccesscollective.com/templates-and-frameworks) - New product features [template](http://customersuccesscollective.com/templates-and-frameworks) **Exclusive content** - [Turning loyal customers into raving champions](https://www.customersuccesscollective.com/turning-loyal-customers-into-raving-champions/) | Jeni Asaba & Jennifer Susinski - [Master leadership in customer success by navigating management transitions](http://customersuccesscollective.com/master-leadership-in-customer-success-by-navigating-management-transitions) | Mike Lee ### August 2022 **Templates** - Account expansion plan [template](https://www.customersuccesscollective.com/templates-and-frameworks) - Customer segmentation profile [framework](https://www.customersuccesscollective.com/templates-and-frameworks) **Exclusive content** - [Decoding customer churn: Find out what your customers are really thinking](https://www.customersuccesscollective.com/decoding-customer-churn-find-out-what-your-customers-are-really-thinking/) | Sylvia Yin - [An introduction to the customer onboarding maturity model](http://customersuccesscollective.com/keep-track-of-your-success-with-the-customer-onboarding-maturity-model) | Srikrishnan Ganesan ### July 2022 **Templates** - B2B customer persona example - Win/loss email invite template **Exclusive content** - [Account growth: Learnings from three different startups](https://www.customersuccesscollective.com/account-growth-learnings-from-three-different-start-ups/) | Lisa Anderson - [Defense vs offense: Driving growth through proactive customer success](http://customersuccesscollective.com/defense-vs-offense-driving-growth-through-proactive-customer-success) | Harini Gokul - [An expert's guide to successful onboarding and value management](https://www.customersuccesscollective.com/an-experts-guide-to-successful-onboarding-and-value-management/) | Lisa Nguyen ### June 2022 **Reports** - [Customer Success Salary Survey 2022 Report](https://www.customersuccesscollective.com/customer-success-salary-survey-2022-report/) **OnDemand** - [Customer Success Festival | Las Vegas](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-2022/) **Templates** - The current state of the customer journey template - The master list of customer feedback questions template **Exclusive content** - [Customer success and cross-departmental collaboration](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) | Joseph Latteri, Meltwater - [The vital role of innovation-led growth in customer success](https://www.customersuccesscollective.com/the-vital-role-of-innovation-led-growth-in-customer-success/) | Shalaka Verma, Microsoft ### May 2022 **Templates** - Checklist for growing MMR template - Customer success story questions template **Exclusive content** - [The strategy of customer onboarding](https://www.customersuccesscollective.com/the-strategy-of-customer-onboarding/) | Mike Lee - [Building successful customer success teams](http://customersuccesscollective.com/building-successful-customer-success-teams) | Zuzanna Ostojska ### April 2022 **Exclusive content** - [Context conquers everything](https://www.customersuccesscollective.com/context-conquers-everything/) | Nate Fiedler - Empathy at scale: Solving the conundrum of customer success | Guru Bhat **Templates** - Internal roadmap template - New feature outreach and training template ### March 2022 **Reports** [Customer Success Tools of Choice](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2022/) **OnDemand** - [Customer Success Festival footage](https://www.customersuccesscollective.com/customer-success-festival-9th-10th-march-2022/) - Customer Success Festival APAC: Reloaded footage **Templates** - The HEART framework - Churn rate prediction framework **Exclusive content** - [How do you prove the value of customer success?](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) - [Beyond the buzzwords: how to actually build a culture-driven company](https://www.customersuccesscollective.com/beyond-the-buzzwords-build-a-culture-driven-company/) ### February 2022 **Templates** - Storytelling framework - Storytelling framework \[example\] **Exclusive content** - [Creating an effective voice of the customer program](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/) - [A practical playbook to B2B customer renewal](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/) ### January 2022 **Reports** [The State of Customer Retention 2022](https://www.customersuccesscollective.com/the-state-of-customer-retention-2022/) **Templates** - Customer churn survey template - AARRR model framework **Exclusive content** - [Adoption and change management in customer success](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/) - [Building out customer success and sales teams from the ground up](https://www.customersuccesscollective.com/building-out-customer-success-and-sales-teams-from-the-ground-up/) ### December 2021 **Reports** [Ones to Watch in 2022](https://www.customersuccesscollective.com/ones-to-watch-in-2022/) **Templates** - Segment sentiment audit checklist - Customer renewals email template **Exclusive content** - [Building out customer success and sales teams from the ground up](https://www.customersuccesscollective.com/building-out-customer-success-and-sales-teams-from-the-ground-up/) - [Translating customer requests into product innovation](https://www.customersuccesscollective.com/translating-customer-requests-into-product-innovation/) - [Customer success-led mutual engagement plans: how to build a partnership](https://www.customersuccesscollective.com/customer-success-led-mutual-engagement-plans/) ### November 2021 **OnDemand** [APAC Customer Success Festival ](https://www.customersuccesscollective.com/customer-success-festival-apac-2021/) **Templates** - B2B user persona example - B2B user persona template - Buyer funnel \[stages + tactics\] **Exclusive content** - [Building a customer success toolset with a limited budget](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/) - [How successful customers drive successful companies](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) ### October 2021 **Reports** [The State of Customer Success 2021](https://www.customersuccesscollective.com/the-state-of-customer-success-2021/) **OnDemand** [Customer Success Festival footage](https://www.customersuccesscollective.com/customer-success-festival-october-2021/) **Templates** - Payment failure email template - New hire onboarding checklist **Exclusive content** - [Customer success and product partnership](https://www.customersuccesscollective.com/customer-success-and-product-partnership/) - [How customer success can get a seat at the table](https://www.customersuccesscollective.com/how-customer-success-can-get-a-seat-at-the-table/) ### September 2021 **Templates** - Jobs-to-be-done canvas - Improving trial-to-subscription conversions **Exclusive content** - [Customer success toolbox: what’s in it?](https://www.customersuccesscollective.com/customer-success-toolbox-whats-in-it/) - [Finding harmony between customer success and product](https://www.customersuccesscollective.com/finding-harmony-between-customer-success-and-product/) ### August 2021 **Templates** - Messaging framework - Competitive intel checklist **Exclusive content** - [How to perform customer-centric onboarding at scale while maintaining personalization](https://www.customersuccesscollective.com/how-to-perform-customer-centric-onboarding-at-scale-while-maintaining-personalization/) - [Offering customer success at scale](https://www.customersuccesscollective.com/offering-customer-success-at-scale/) ### July 2021 **Templates** - Sales to CS handover template - Competitor SWOT analysis template **Exclusive content** - [Scaling customer success: the three challenges most B2B CSM teams face](https://www.customersuccesscollective.com/scaling-customer-success-the-three-challenges-most-b2b-csm-teams-face/) - [Customer success metrics that drive 95% retention](https://www.customersuccesscollective.com/customer-success-metrics-that-drive-95-retention/) ### June 2021 **OnDemand** [Customer Success Festival footage](https://www.customersuccesscollective.com/customer-success-festival-june-2021/) **Templates** - How to lower your churn rate - Onboarding checklist **Exclusive content** - [Driving adoption in a changing SaaS landscape](https://www.customersuccesscollective.com/driving-adoption-in-a-changing-saas-landscape/) - [Driving customer lifetime value by focusing on outcome success](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/) - [The value of customer success in the COVID era](https://www.customersuccesscollective.com/value-of-customer-success-in-covid-era/) ### May 2021 **OnDemand** [Future of SaaS festival footage](https://www.customersuccesscollective.com/future-of-saas-festival-may-2021/) ### April 2021 **OnDemand** [Customer Marketing Summit footage](https://www.customersuccesscollective.com/customer-marketing-summit-ondemand/) **Templates** - Customer needs analysis template - Customer strategy checklist - Customer success playbook framework **Exclusive content** - [Who should own the revenue for existing customers?](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) - [Onboarding for retention & revenue](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/) ### March 2021 **Templates** - Win-loss interview questions - Customer onboarding framework - Product demo checklist - Customer case study questions **Exclusive content** - [Knowing your customer and building the success plan](https://www.customersuccesscollective.com/knowing-your-customer-and-building-the-success-plan/) ### February 2021 **OnDemand** [Customer Success Festival footage](https://www.customersuccesscollective.com/customer-success-festival-ondemand/) **Templates** - SaaS churn rate cheat sheet - A guide to churn reduction - Customer feedback questions ### January 2021 **Templates** - New user email templates - Inactive user email templates - Completed first action email templates - Feature update email templates - Pricing increase email templates - Up-sell email templates - Cross-sell email templates - Converting freemium users to paid users email templates ### Canceled URL: https://www.customersuccesscollective.com/canceled/ Last updated: 2023-10-23T14:11:33.000Z Ooops, the payment for your membership was not successful. Try again right here: [Membership plans | Future of SaaSUnlock our library of members-only, heavyweight SaaS content. Including templates, frameworks, video content, and expert talks. What are you waiting for?![](https://www.customersuccesscollective.com/favicon.png)Customer Success CollectiveRichard King![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/04/Customer-Success-Collective-1.jpg)](https://www.customersuccesscollective.com/signup/) ### Team success URL: https://www.customersuccesscollective.com/teamssuccess/ Last updated: 2023-11-17T09:07:03.000Z Success! 🎉 You have subscribed to your team, now all we need are the details of your team members. Please send their full name & email to the Customer Success Collective team on Slack OR via email: hello@customersuccesscollective.com. ### Image URL: https://www.customersuccesscollective.com/image/ Last updated: 2021-05-10T15:46:14.000Z ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/05/csc_scene01.png) ### Future of SaaS Festival, May 2021 URL: https://www.customersuccesscollective.com/future-of-saas-festival-may-2021/ Last updated: 2025-12-03T03:12:07.000Z _No content available._ ### Access All Areas: Customer Success Festival, June 2021 URL: https://www.customersuccesscollective.com/access-all-areas-customer-success-festival-june-2021/ Last updated: 2021-06-29T14:38:38.000Z _This page is for subscribers only._ ### You have limited access URL: https://www.customersuccesscollective.com/you-have-limited-access/ Last updated: 2023-09-13T15:33:33.000Z Road test your customer success membership plan with a freemium spin. Templates, frameworks, presentations, and exclusive content. All yours. All free. _This page is for subscribers only._ ## Posts ### Retention fire drill worksheet URL: https://www.customersuccesscollective.com/retention-fire-drill-worksheet-template-framework/ Last updated: 2026-10-20T13:49:25.000Z ## What is a retention fire drill worksheet? A retention fire drill worksheet is a single-account planning tool that helps you spot [churn risk](https://www.customersuccesscollective.com/how-cisco-uses-nps-csat-metrics-to-predict-churn/) early and close the gaps before renewal. It walks you through the four conditions that most often fuel churn, then helps you plan how to get closer to the customer in three ways: in the spaces where they use your product, in the language they read about it in, and with the stakeholders who decide whether it stays. ## What’s inside the template? The template has five sections that take you from risk inspection to a team-wide drill: 1. Spot the fuel for the fire 2. Get close to their space 3. Get close in print 4. Get close to power 5. Run the drill as a team ## How to use the template Revisit the worksheet at least once a quarter. Before you begin, agree with renewals and sales who owns each part of the drill and how often they’ll share updates. Use the pre-renewal checklist as your early warning. Any unchecked box becomes an action with an owner, and if the same boxes stay empty quarter after quarter, escalate well before renewal. ## Download your retention fire drill worksheet ![Retention fire drill worksheet](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/10/Retention-fire-drill-worksheet.png) [Retention fire drill worksheetRetention fire drill worksheet.pdf163 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/10/Retention-fire-drill-worksheet.pdf "Download") [Retention fire drill worksheetRetention fire drill worksheet.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/10/Retention-fire-drill-worksheet.docx "Download") [Retention fire drill worksheetRetention fire drill worksheet De-risk an account before renewal by getting closer to its spaces, its language, and its decision-makers. Renewal scrambles usually start long before renewal, when a customer isn’t getting value and nobody notices. This worksheet treats retention like fire preventi…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-92418a71-48a6-4751-9672-1f666a77ae91.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyKO4vv5-rTHtsTx41-2YJTUC_jijDqr1ASrFj3yx-JTDB3ZhFLHtUcSZx3ASHR6-Rxi7ZWMWhtoQ002Enjc3ICTW2A9fl32wso7dX1aG8ZRac8HZOw-w1200-h630-p-99507053-b200-420a-abca-be2bd705b178.png)](https://docs.google.com/document/d/18fgkJuxmCoS9jxwuGKx14H5WfKAgrO5uHxfuynssPwE/edit?usp=sharing) _This post is for paying subscribers only._ ### What does a fractional VP of customer success actually do? URL: https://www.customersuccesscollective.com/fractional-vp-of-customer-success/ Last updated: 2026-10-15T21:48:49.000Z More and more companies are changing tactics when it comes to hiring senior leaders. Rather than committing to a permanent executive, they’re bringing in a fractional one: an experienced [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) leader on a fixed-term contract, hired to do a specific job and then move on. There's no questioning the appeal. You get [executive-level thinking](https://www.customersuccesscollective.com/lessons-from-customer-success-leadership/) without the long-term commitment, from someone who has already solved the problems you’re dealing with. It’s a fast-growing model. According to Lightcast, at least 34,000 US workers had “fractional” in their job title in 2025, [up 265% since 2019](https://lightcast.io/blog/rise-of-fractional-leadership). The term gets used in different ways, and some use it to mean part-time. Here, we mean a contracted, temporary leadership role. And because the role is temporary by design, the brief is somewhat different from a permanent VP’s. A fractional VP of CS is usually brought in for a specific purpose, whether that’s [building the function from scratch](https://www.customersuccesscollective.com/building-customer-success-from-scratch/), resetting a team that’s lost its way or getting the business ready for a permanent hire. Then they step away. That means knowing what to build, in what order, and how to make sure it still works after they leave. To understand what “good” looks like, we’ve gone straight to the horse’s mouth. We’ve drawn on [Chief Customer Officer Summit](https://events.customersuccesscollective.com/) talks from three practitioners who’ve each spent years shaping CS leadership at scale: - **Rob Zambito,** a three-time CS leader who specializes in building teams from scratch and designing expansion motions. - **Anne Marie Costigan,** VP of Customer Success at HubSpot, overseeing a global organization serving hundreds of thousands of customers. - **Lorenzo Serva,** who runs customer success across APAC for Dynatrace, one of the most operationally complex regions in the business. In the interest of transparency, none of them were speaking specifically about fractional roles. But their advice speaks directly to the decisions a fractional VP has to make. ## How to set the scope of a fractional CS role Before any of that work starts, there’s a risk that has nothing to do with [customer success](https://www.customersuccesscollective.com/state-of-customer-success-report/): the shape of the job itself. There’s a real danger that fractional VPs can drift into becoming order-takers who are treated like employees. After the first few weeks, the requests start arriving, and the role turns into a full-time job with an all-too-concrete end goal in sight. The company’s wish list keeps growing while the hours stay fixed. If the fractional leader isn’t working through all of it, the business starts to feel it isn’t getting value. The way to avoid this is to agree on the scope up front, especially where leading ends and doing begins. For a fractional VP of CS, that means deciding on day one whether you’re there to build the function, manage a book of accounts, or both. If that isn’t agreed, the next escalation will decide it for them. The same discipline applies throughout your contract. It’s tempting for an experienced leader to step in and do the work themselves, because they can and because it gets quick results. But a *fractional* VP who spends their time closing deals and fixing accounts themselves isn’t changing how the team works. When they leave, so do the results. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## How to prove the value of customer success in your first 30 days With the scope settled, the next job of a fractional VP of customer success is to win over the business. A fractional VP rarely joins a company where everyone has agreed that [CS deserves a seat at the table.](https://www.customersuccesscollective.com/how-customer-success-can-get-a-seat-at-the-table/) Nine times out of ten, the function is newer than sales, product and marketing. Unfortunately, this all-too often means your [C-suite](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) wonders whether CS truly earns its keep. A permanent hire might have a year to answer that question; a fractional one doesn’t. Rob Zambito’s advice is blunt: [know your numbers](https://www.customersuccesscollective.com/get-your-ceos-attention/). CS leaders need to speak fluently about sales efficiency, conversion rates, payback periods and LTV ratios, because that fluency earns a voice in the room where decisions get made. He also recommends doing the work yourself before asking anyone else to. *“There’s no job that I’m too good for,”* he says. He describes getting on the phone with customers and selling himself, sometimes before he had formal permission, because it built trust and set realistic expectations for the team. Lorenzo Serva takes the business case a step further: revenue alone doesn’t justify the function; margin does: *“You might’ve had $100 in revenue, and you spent $101 to get there. It’s pointless.”* He frames CS around the loyalty loop, where the cost of generating revenue from an existing customer falls over time while the value extracted rises. For a fractional VP, that case matters even more – because it has to keep the function funded after the person who made it has gone. [![AI Across the Customer Journey ebook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--3---1-.jpg)](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/) ## Which customer success metrics to set up (and leave behind) Once your mandate is secure, the harder work begins. A permanent VP of customer success can refine their operating model gradually. But a fractional one has to set their direction at lightning speed and with enough clarity so their eventual successor can easily pick it up. Anne Marie Costigan’s warning is that **usage no longer proves value**. Healthy, [high-usage customers](https://www.customersuccesscollective.com/product-usage-metrics/) now churn anyway, she says, because the CFO is in the room asking for [proof of return](https://www.customersuccesscollective.com/roi-framework-to-prove-value/), switching costs have collapsed, and AI tools may deliver outcomes without anyone logging in. Her value pyramid moves from product experience to outcomes, then ROI, then partnership. It gives a fractional leader a clear direction to set: measure whether customers are getting the return they bought the product for, not just whether they’re logging in. Lorenzo adds the discipline. He warns against [metrics](https://www.customersuccesscollective.com/cs-metrics-your-board-actually-wants-to-see/) overload and separates the numbers everyone tracks but he can’t influence from the ones he can actually move, mapping metrics to use cases and industries in a simple matrix. It’s exactly the kind of document a fractional leader can build in a few weeks and leave behind. [![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ## The question of expansion ownership No topic divides CS teams more than who owns [expansion revenue](https://www.customersuccesscollective.com/who-owns-customer-renewals/), and a fractional VP will almost certainly be asked to settle it. In some ways they’re well placed to. An outsider with an end date can make a structural call that an internal leader, who has to live with the politics afterwards, might keep putting off. How they make that call matters too. A decision handed down by someone on a temporary contract can quietly unravel once they’ve left. A better approach is to narrow the field to two workable options, lay out the trade-offs, and let leadership make the final decision, so it has an owner after the fractional VP has gone. Rob and Lorenzo give you those two options. Rob’s is a commercial customer success function: a sales capability that reports into CS, with hires on something closer to a [50% base, 50% commission structure](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/). Expansion stays with the team that owns the relationship, and the risk of overselling drops. Lorenzo’s is to keep expansion with CSMs but reward the activity linked to revenue rather than the dollar amount, so his team develops selling instincts [without becoming pure salespeople](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/). [Does customer success get a commission for expansion revenue?Are customer success teams – who are bringing in revenue growth via account expansion for upselling, cross-selling and renewals – being compensated with a commission on these sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-5980c6a5-607d-4b73-803a-34a0f77a0697.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Do-Customer-Success-Managers-get-a-commission-for-expansion-revenue--57f94ccb-82c5-4fa8-b042-9706eedc26d6.png)](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) ## How to align CS with product and sales in a fractional role CS can’t deliver any of this alone, and much of a fractional VP’s value lies in forcing [alignment across the organization](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/). Good relationships with the in-house team help, and a fractional leader who raises ideas as questions rather than instructions gives people room to own them. The catch is that alignment built on one person’s relationships leaves when they do. What lasts is [shared accountability](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/) and documented process. Anne Marie’s experience at HubSpot shows the difference. Their Head of Product carries gross revenue retention (GRR) as a core metric, the same [KPI](https://www.customersuccesscollective.com/measuring-customer-success/) she carries. She’s candid that a year of everyone simply collaborating failed. What changed things was *“skin in the game”* on both sides, and she earned it with evidence: recorded [customer interviews](https://www.customersuccesscollective.com/customer-exit-interview-questions-framework/) showing product leadership which features customers did and didn’t value. Lorenzo’s version is operational. His region spans eight time zones and 15 languages, with three-quarters of engagements running through partners, so he relies on documented processes and internal SLAs between teams. His rule that *“good news goes out fast, but bad news goes out even faster”* is the kind of norm a fractional leader can set in week one and expect to survive their exit. ## How to hand over a fractional CS role to a permanent hire Every fractional engagement ends, and the strongest ones are planned around that from the start. A common pattern looks a lot like an interim role. The leader comes in for a defined period, sets up the processes, systems and priorities, fixes the reporting and sets the [strategy](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/). Then they hand day-to-day management to someone else, often by helping the company hire a permanent leader. After that, they step back into a lighter advisory role with regular check-ins. Without an exit plan, fractional work tends to stall and turn into a full-time job done on part-time hours. A good handover covers more than processes. It also defines the role the permanent hire will step into: what they own, which metrics they’re judged on, and which decisions have already been made. ## Checklist: what a fractional VP of CS should leave behind The test of a fractional VP has nothing to do with time spent in the role. If you want to succeed in a fractional role, your focus should be on your legacy: whether the company you’re temporarily at can keep running the operating model you put in place once you’ve gone. In practice, that means leaving behind: - An agreed scope that kept the role strategic - A business case framed in margin, not just revenue - A small set of value-based metrics - A settled answer on expansion that leadership owns - KPIs shared with other teams - A clear brief for whoever comes next ### Beyond the bot: How human-led CS thrives in the age of AI URL: https://www.customersuccesscollective.com/beyond-the-bot-how-human-led-cs-thrives-in-the-age-of-ai/ Last updated: 2026-10-13T11:24:58.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** October 27, 2026 **Time:** 4:00pm GMT **Location:** Online [Sign up now](https://www.linkedin.com/events/7513869085336768513/?viewAsMember=true) In an era where every customer interaction seems poised to be automated, is there still a place for the personal touch in Customer Success? The answer is a resounding yes. This session goes beyond the hype to explore how leading Customer Success organisations are using AI not to replace, but to elevate human-led engagement. Rather than just building a better bot, we'll dive into the strategic shifts required to transform your team and business, empowering CSMs to focus on high-value, relationship-building activities. Kip will share firsthand insights and practical frameworks from his experience transforming the Customer Success business within his own organisation. You’ll learn how to leverage AI for efficiency, freeing up your team to cultivate the deep, lasting relationships that drive true customer loyalty and growth. Walk away with a clear blueprint for embedding AI into your CS operations while strengthening your most valuable asset: your human talent. **Key Takeaways:** - **Balance AI with the human touch:** Discover how to use AI to enhance, rather than replace, meaningful customer relationships. - **Free up time for high-value work:** Learn how AI can streamline operations and allow CSMs to focus on strategic engagement. - **Transform your CS operating model:** Understand the strategic shifts needed to embed AI effectively across your Customer Success organisation. - **Strengthen customer loyalty and growth:** Explore how human-led engagement can drive deeper relationships and long-term customer value. - **Turn AI strategy into action:** Take away practical frameworks and insights to help integrate AI into your CS operations. --- ### Meet the speaker: [Kip Ng](https://www.linkedin.com/in/kipng/), Director of Customer Success at Microsoft **Speaker Bio** Kip is a technology and business transformation leader passionate about turning bold strategies into measurable business outcomes. With experience partnering with senior executives and global enterprises at Microsoft, he brings expertise in AI innovation, cloud adoption, customer success, and large-scale organisational transformation. His work focuses on bridging people, technology, and business strategy to drive sustainable growth and modern customer experiences. As organisations navigate the rise of Artificial Intelligence and Agentic AI, Kip champions a human-centred approach to innovation, helping businesses adopt AI responsibly while keeping customer value, trust, and leadership at the forefront. Through his leadership and speaking engagements, Kip explores how organisations can harness AI to transform Customer Success, empower high-performing teams, and build lasting customer relationships in an increasingly automated world. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/10/1775829448541.png) ### How much ARR should one CSM manage? URL: https://www.customersuccesscollective.com/annual-recurring-revenue-per-customer-success-manager/ Last updated: 2026-10-07T16:46:39.000Z We hate to break it to you, but there's no single right answer to how much annual recurring revenue (ARR) one [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) should manage. Ask a room of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) leaders and you'll hear anything from $8M+ per CSM to "we don't use a ratio at all." The gap usually tells you more about the company than about the method. Across [Customer Success Summit](https://events.customersuccesscollective.com/) talks from 2023 to 2026, a clear pattern shows up. The most specific ARR figures came from the largest companies, while the earlier-stage leaders didn't give a ratio at all. Our [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/) backs this up from the other side. **37%** of CS teams decide [how many accounts each CSM looks after](https://www.customersuccesscollective.com/coverage-models-segmentation/) based on account revenue. Another **37%** haven't formally defined CSM capacity at all. So before you borrow someone else's number, it's worth knowing what kind of company it came from. ## How much ARR do CSMs manage at enterprise companies? The highest ARR-per-CSM figure we’ve heard from our events came from MuleSoft, which **Santosh Kumar Sahoo, RVP Customer Success**, described as *"close to a $2 billion company."* Speaking at [New York’s Customer Success Summit](https://events.customersuccesscollective.com/location/newyork) back in March 2023, he was asked what the ideal CSM-to-customer ratio is for strategic customers. He said: > *"We generally have measured based on revenue* \[rather\] *than the number of customers. So for us, when we started, it was about $5M+, and now about $8M+ plus. So if we have a $20M+ customer, we just have one CSM... It's not necessarily the number. It's the size of business."* So each strategic CSM looks after about $8M+ in ARR, however many accounts that takes. That figure applies to MuleSoft's top accounts only. Its long-tail customers sit on a [digital model](https://www.customersuccesscollective.com/meaningful-interactions-the-key-to-digital-customer-success/), so the number describes one tier of [a very large business](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). Santosh was also clear that the model has limits. He said MuleSoft's high-touch approach *"scaled us till we reached almost $1.75B. It doesn't scale anymore."* And when asked what smaller companies should do, he didn't tell them to copy it: > *"If your leadership cares about growth and margins can wait, you don't have to go to this model."* [![AI Across the Customer Journey ebook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--3---1-.jpg)](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/) ## How many accounts should a CSM have? ButterflyMX is a mature, [late-stage company](https://microventures.com/early-stage-vs-late-stage), with a CS team that runs lean. At Chief Customer Officer Summit in New York, in March 2026, its **Chief Customer Officer, Temy Mancusi-Ungaro,** said 15 CSMs typically support around 20,000 customers. Temy’s team segments by ARR, with dedicated coverage for the top accounts. For the tier below, Temy gave one of the few account ranges we heard: > *"The next tier, I actually find that's a great place for CSMs to have books around, in the SaaS world, 40–60 accounts. So it's not a little, but it's not a lot."* The bottom of the base gets automation and AI, and low-price [small-to-medium-business](https://www.salesforce.com/uk/small-business/what-is-an-smb/) (SMB) customers don't get a CSM at all. *"I move most of my SMBs to more of a support motion,"* Temy said. Temy has scaled other companies from $0 to $300M, $10M to $40M and $5M to $20M, so this view comes from several stages of growth. [Customer success coverage models in 2026: Capacity and segmentationMost CS teams have a coverage model. Far fewer have the logic behind it figured out. Data from the State of Customer Success 2026 Report on why segmentation, capacity planning, and commercial ownership are where the real work is.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-e4585f6e-9b7e-49ea-bdab-3fd0c85ccf81.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--10--9bc49957-8a41-414c-b3ce-9765fd3570f7.jpg)](https://www.customersuccesscollective.com/coverage-models-segmentation/) ## Why CSM-to-account ratios change by tier A single company can run ratios that look like they belong to different industries. **Jess Osborn, former VP of Customer Success at GoCardless**, shared how they structured [their monetized CS packages](https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/) during her talk at Customer Success Summit in Austin back in February 2025. Jess joined GoCardless back in 2021 and described it as "a pretty decent sized business" during her time there. *"The size of GoCardless when I joined was... $90M in ARR,"* she recounts. *"It grew to close to $200M ARR by the time I left."* GoCardless [monetized its customer success services](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/), selling them as tiered packages, and each tier came with its own ratio. For the enhanced package, which served mid-market customers, Jess explained: > *"The number of accounts that would sit in the enhanced package, for example, would be based on a ratio of one CSM having approximately 30 accounts in their portfolio."* The [digitally-led](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/) scale tier looked very different. *"We did have CSMs, but they were about 400-500 accounts apiece,"* she said. What’s perhaps the most interesting part here, this is the same company and the exact same CS org. We have two ratios more than 10 times apart. And what this demonstrates, quite plainly, is the central problem with the conversation around ARR and CSM coverage: when you ask for a specific dollar value per CSM, the answer depends on which tier you're asking about. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Why startups and scale-ups avoid fixed CSM ratios When an audience member asked a panel at [Customer Success Summit Sydney](https://events.customersuccesscollective.com/location/sydney) 2023, "Is there an optimum ratio of number of accounts?", none of the three speakers gave a number. As panelist and moderator **Chris Jones, Global Director of Customer Success at Enboarder,** put it earlier in the session: > *"I don't think we can say it's X number of accounts or Y number of ARR per CSM... not saying we need to have $2M ARR each CSM because that can just be so varied product to product."* **Mel Foster, Chief Experience Officer at WorkBuzz,** was leading a team of about seven CSMs at a company that had *"*[*just raised Series A*](https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.asp)*."* She pointed out during this 2023 panel discussion that the ratio isn't always the CS leader's to set: > *"Sometimes the ratios come from somewhere else. So we are quite often given in terms of our forecasting and budget planning the ratios that we're expected to work towards."* She added that account type isn't always what drives workload: *"Sometimes it's just a particular stakeholder."* At the point of this panel, **Krista Hoffman, VP Customer Experience at ManyChat,** was building a CS team from scratch, with two CSMs alongside a 30-person support team. For a team at that stage, she said any ratio has a short shelf life: *"Even if you do figure out the ratio that's good for your business, what's good right now may not be good in three to six months."* [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## How to calculate CSM capacity Two Sydney speakers both gave the perspective of what a CSM can *realistically* do, rather than from a set number of accounts or ARR. The panel worked out how much time a CSM has and what the work takes, then calculated how many accounts that covers. Chris Jones described Enboarder’s approach on the same Customer Success Summit Sydney 2023 panel. They started with *"the core activities that lead to success,"* using Gong data to understand *"where people are spending their time"* and *"which CSMs have the higher net retention rates."* > *"Based on that, starting to understand what the activities are, then saying how many hours each activity takes, how many hours are in the year, and really doing some calculations... looking at your different segments, how many customers in each segment can a CSM take?"* A fixed figure *"may pan out that way when you look into it,"* Chris said, but the activities come first. **Jeff Beaumont, Senior Director of Worldwide CS Operations at GitLab,** described a similar model for pooled CSM coverage on a panel at Customer Success Summit San Francisco 2023\. His version accounted for the time people forget to plan for, "*baking in things like vacation time, meetings and all these other things like lunch."* He then took the model to finance to agree on what the business could afford. Jeff also gave finance a reason to fund it. His team compared net ARR on accounts with a CSM against accounts without one, and the difference was *“a freaking lot."* ## How customer success teams set CSM capacity today Our State of Customer Success 2026 Report asked CS professionals how CSM capacity is decided at their company. Revenue-based segmentation, the approach MuleSoft uses, tied with "not formally defined" as the most common answer. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/10/data-src-image-e42594bd-eb4b-409c-b7d5-d26fef7d3a71.png)](https://www.customersuccesscollective.com/state-of-customer-success-report/) Source: State of Customer Success 2026 Report The report argues that revenue alone can point CSMs at the wrong accounts: > *"A $50K account at* [*high churn risk*](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) *often needs more active coverage than a $200K account that's stable, fully adopted, and auto-renewing."* Only **5.5%** of teams use risk or [adoption](https://www.customersuccesscollective.com/adopt-onboarding-podcast-video/) signals to set capacity. CSMs feel it when capacity planning goes wrong. About **14%** of respondents named capacity and workload as their biggest challenge, with answers like "Too many accounts for my segment" and "Workload to CSM ratio." We must offer a caveat – our report's sample leans toward later-stage companies. **29.3%** of respondents work at late-growth or scale-up companies, **24.5%** at established market leaders and **9.8%** at enterprises, while **9.8%** are at early-stage companies. The report doesn't break capacity models down by company stage, so it can't show whether startups and larger companies approach this differently. [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-bc3116f6-3f01-41b8-a840-7d9a3fee8548.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Work-smarter--not-harder--using-AI--1--00eadbcc-11b4-4ceb-961b-45bce6ce152d.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) ## How to set the right ARR-per-CSM target for your team If you need a figure for next year's plan, borrow the method rather than the number. Based on what these leaders described, here's where to start: 1. **Benchmark against the right company:** An $8M+ book at a $2B company tells a Series A team very little. Compare yourself with businesses at your stage, and with the same tier. 2. **Set ratios per tier.** GoCardless ran about 30 accounts per CSM in one tier and 400–500 in another. A single company-wide ratio will be wrong for most of your book. 3. **Build a capacity model.** List the activities that drive [retention](https://www.customersuccesscollective.com/customer-retention/), time them, and count the hours a CSM really has. 4. **Layer in signals as your data allows.** Revenue tells you which accounts matter most. Risk and adoption data tell you where a CSM's time will change the outcome. 5. **Review it every few months.** Your customer mix, product and headcount will change, and your ratio should change with them. 6. **Show finance the return.** Compare accounts with and without CSM coverage, as GitLab did, so the headcount conversation starts from results. **Raymond Otero**, a Customer & Product Outcomes Executive who contributed to the State of Customer Success 2026 Report, put the shift this way: > *"Too many organizations optimize for coverage ratios rather than impact. The real question is not how many accounts a CSM can manage. The real question is whether scarce customer-facing resources are being deployed at the moments that matter most."* **Kourtney Thomas, former Head of Customer Success at TakeUp,** added a warning for anyone tempted to plan too tightly: > *"Segmentation and capacity planning can look stellar on paper, but there can be a lot of nuance involved in actual delivery,"* she said. Plan too aggressively and *"your whole team \[gets\] overloaded and burned out while churn goes wild and your* [*KPIs*](https://www.customersuccesscollective.com/measuring-customer-success/) *fall apart."* ### Reset your customer support KPIs for AI URL: https://www.customersuccesscollective.com/reset-customer-support-kpis-ai-template-framework/ Last updated: 2026-10-06T14:00:00.000Z ## What is an AI support KPI reset worksheet? An AI support KPI reset worksheet is a structured planning tool that helps support leaders decide where AI should go first and how to measure whether it's working. It walks you from your current metrics through your highest-volume friction points to a new set of KPIs built for an AI-assisted service desk. ## What's inside the template? The worksheet has six sections, taking you from audit to measurement: 1. Audit what your current metrics miss 2. Find your highest-volume friction points 3. Match each friction point to an AI use case 4. Make your knowledge base AI-ready 5. Define your new KPI set 6. Measure friction and channel leakage ## How to use the template Start with the metrics audit, then pull your top 20 to 30 ticket drivers, and work through sections two to four together. First, agree which resolver groups own the backend automation, because a bot that can't finish the task just passes the ticket on. Use section six as your early warning. If people still phone the desk for issues the bot should handle, or one-star ratings cluster on one service, that's where to look next. ## Download your AI support KPI reset worksheet ![AI support KPI reset worksheet](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/10/AI-support-KPI-reset-worksheet.png) [AI support KPI reset worksheetAI support KPI reset worksheet.pdf203 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/10/AI-support-KPI-reset-worksheet.pdf "Download") [AI support KPI reset worksheetAI support KPI reset worksheet.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/10/AI-support-KPI-reset-worksheet.docx "Download") [AI support KPI reset worksheetReset your customer support KPIs for AI: A worksheet Pick the AI use cases that remove the most friction, then measure the friction removed, not the tickets closed Most support teams still report on SLAs, CSAT, and handle time. Those metrics show how fast tickets get closed, not whether people sh…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-ed1f31a3-ece9-4f5c-b41d-4cc59f540b1e.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyITND8-y2HPFmTopHY9U1uYRCJbBYjJ-oPxjr1LhxEiHljyQvpN_PrEOa7j4llkEBj0eyKd6IUMBRClHNyVpsGJfTSkGq2KG0LxHnQnKoD3JQJFoMPx-w1200-h630-p-c92e9058-7b86-4b6b-a0fc-360c1e85ccea.png)](https://docs.google.com/document/d/1Jfm2l2Al6uK-KFabp9XM63xrozo6gLQ9RtGmMXzduKY/edit?usp=sharing) _This post is for paying subscribers only._ ### How to build a strong renewal case... before your customer builds one against you URL: https://www.customersuccesscollective.com/build-a-strong-renewal-case/ Last updated: 2026-10-06T13:32:06.000Z At Dreamforce this year, a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) executive told me about a renewal call they expected to be simple. The usage numbers were strong. The health score was green. Their [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) knew the account better than most people know their own team. Then the customer's finance lead asked, plainly, what the business had gotten out of the last twelve months for the price they were paying. Nobody in the room could answer it cleanly, even though the product had done exactly what it was supposed to do. The proof of that lived across three different systems, built for an internal audience, not for a finance lead with a laptop open and a spreadsheet already half-built. ## The case against you is already half-formed That's the part of this [AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) moment nobody talks about enough. Everyone is focused on what AI lets customer success teams do faster. Fewer people are talking about what it lets customers do to us. A finance team can now run your usage exports and your ticket history through a model and get a full case against renewal built before their coffee gets cold. That's not a hypothetical, by the way. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### The pinnacle challenge for CS teams today I've watched account teams build genuinely persuasive cases against renewal for their own vendors, purely as an exercise, in under 10 minutes. If your team can't produce something faster and more convincing, the decision is made before anyone says hello. At a recent event, Certinia’s Chief Customer Officer, Todd Kisaberth, sat down with Melissa Langworthy, Director of AI & Data Solutions at ESG, and Rod Cherkas, an independent advisor to Chief Customer Officers and post-sale executives and author of *The Chief Customer Officer Playbook for the AI Era* (2026), to unpack a data point that drives the point home. Rod had surveyed close to 200 post-sale leaders and found that more than 70% were piloting AI in some form – yet only 7% could point to a metric that had moved because of it. The distance between those two numbers is where most CS organizations are living right now, and renewal is where it shows up first. You can [watch the full discussion](https://www.certinia.com/dreamforce?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=brand-nam-ent-tofu&utm%5Fcontent=exec-leadership) to get the complete lowdown. ## Why signals aren't the same as proof Most CS teams are good at generating signals: health scores, NPS, adoption dashboards, QBR decks assembled the night before. What's harder is turning those signals into a running account of value that would hold up against a skeptical buyer, and that's less a skills problem than an architecture one. The data usually exists. It sits across three systems that don't talk to each other, gets pulled together once a year under deadline pressure, and tells the vendor's version of the story when the customer wants their own. The [2026 Global Service Dynamics Report](https://www.certinia.com/blog/new-global-study-finds-ai-success-three-times-more-likely-at-fully-integrated-organizations/?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=brand-nam-ent-tofu&utm%5Fcontent=exec-leadership) – which analyzed a recent independent survey of 1,000 professional services and IT/technology leaders worldwide – found the same gap from another angle. [Net revenue retention](https://www.customersuccesscollective.com/the-handoff-quietly-killing-your-nrr/) (NRR) across the market sits at an estimated average of just 73%, and ownership of that number is scattered: 62% of executive leadership teams have defined NRR goals or KPIs, but only 45% of Services and Delivery teams do, the lowest of any function, despite being closest to the work that actually drives whether a customer stays. It's hard to answer a renewal question you were never made accountable for in the first place. We traced this problem back further than most people expect in a recent ebook we built with Customer Success Collective: [AI Across the Customer Journey](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/). It starts at the [handoff](https://www.customersuccesscollective.com/cs-to-sales-expansion-handoff-template-framework/) between sales, professional services, and customer success, the point where a customer's original definition of success usually gets lost before onboarding even begins. If your renewal conversations feel like they're starting from zero every year, that handoff is the first place to look. [![AI Across the Customer Journey ebook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--3---1-.jpg)](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/) ## Three things the better-prepared teams do Fixing this has less to do with new technology than with a discipline built into the relationship from day one. Three things separate the teams who can answer the "what did we get" question from the teams who can't. The first is defining success in the customer's own terms before the deal closes, not after go-live. A generic health score measures usage. It says nothing about whether the customer got what they paid for, and those turn out to be very different questions at renewal time. The second is giving the customer a way to see their own progress as it builds, well before your next quarterly review arrives to deliver a verdict. A [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) stops being a confrontation once the customer has spent months watching the value build for themselves. The [QBR](https://www.customersuccesscollective.com/qbrs-in-customer-success/) becomes a confirmation of something they already know. The third, and the one most [CS leaders](https://www.customersuccesscollective.com/authentic-leadership-guide/) underrate, is earning the right to the data that proves the case. Customers don't open up their usage and outcome numbers because you asked nicely. That access gets earned through small, early moments of transparency, long before the big ask at renewal time. ## Start with one renewal None of these are big projects. You can pick one renewal happening in the next month and rebuild the story for that account. Write down what the customer wanted when they signed, what's true today, and what changed in between. Do that once, well, and you have a template. Do it across every account and you have a system. Describing this is the easy part; doing it consistently, on every account, at scale, is another matter. In a recent Customer Success Collective webinar, [Back to actual intelligence: Demonstrating real ROI from onboarding to renewal, ](https://www.customersuccesscollective.com/back-to-actual-intelligence/)Certinia’s Business Strategy and Operations Manager, Brooke Mayden, and I walked through the framework we use with clients to build that value case at every stage of the journey, from onboarding through renewal, using data most teams already have. The finance lead from the story I opened with got an answer eventually, three weeks later, once the team pulled the numbers together by hand. The deal renewed. Next year the same customer will ask the same question with less patience, and probably a model helping them build the case against you before the call even starts. Deploying a system to get there first is what the next twelve months of customer success work needs to be about. FREE EBOOK ****One renewal down. Every other account to go.** So you've rebuilt the story for one renewal. Nice. Now for the slightly harder bit: doing it on every account, every year, without scrambling to pull the numbers together by hand three weeks after finance asked. That's where our [****AI Across the Customer Journey ebook**](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/) comes in. It traces where value actually goes missing and what to do about it. It's free, and it's a lot less painful than a renewal call gone bad. 👇 [Get your copy ](https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/) ### The 3-pillar framework for turning CS data into renewals URL: https://www.customersuccesscollective.com/framework-for-turning-cs-data-into-renewals/ Last updated: 2026-10-02T13:00:17.000Z Customer success (CS) teams have access to more data than ever: internal product data, usage metrics, sentiment, and a growing pile of external benchmarks. The hard part is acting on it. With so much information coming in, it's difficult to know where to focus and which numbers move the needle for your customers. I see this everywhere, regardless of industry or the type of SaaS product you support. Almost every CS team I've worked with or spoken to has the same issue: too much data and too little clarity on where to focus. I've built and refined a framework for this over my career, first as a CSM, then managing CSM teams, and now leading operations and analytics at Mastercard Dynamic Yield. I've used it to build several health scores. It works whether you're an individual contributor managing a book of accounts or a CS leader helping your team prioritize. It comes down to three steps: - Filter out the noise - Establish a data hierarchy - Translate what you're seeing into clear actions ## A renewals scenario you'll recognize You're on a call with a frustrated customer, and they're throwing everything at you at once: - "I don't see any ROI." - "We're only using one feature." - "Onboarding took way too long." - "We keep having technical issues." It's an extreme scenario, but it happens. When it does, it's tempting to try to fix everything at once or to get defensive, especially when the person on the other end is more senior than you. Take a deep breath, leave the emotion out, and look objectively at what's in front of you. Customers do this because it's human nature. Your job is to break the information down and decide what to tackle first. Here's how I'd prioritize that list: 1. **Product reliability and usage.** You can't generate value if the customer is dealing with technical issues or barely using the product, so these are your two areas of immediate focus. 2. **Value and ROI.** This is one of the most important items on the list, and it depends on getting the first two right. 3. **Onboarding.** It's already done, and you can't change the past. (If anyone has that superpower, I'd love to talk.) This one goes lower on the list. I open with this example because the same logic applies to how you work with data every day. Filter out the noise, work out what matters most, and build a clear path to action. ## Keep revenue retention as your main goal Before anything else, be clear on the objective: renewing customers. You can run the best QBR of your career and tell a compelling story about value and partnership. If the customer doesn't renew, none of it lands the way you needed it to. Revenue retention, whether you measure gross or net retention, is the outcome everything else works toward. This matters because other people will push items onto your agenda that have nothing to do with renewal. Customers do it. Management does it too, and I say that as part of management. It's easy to get pulled into work that feels productive but doesn't bring you any closer to a renewal. So keep coming back to one question: **how does the data I'm looking at help me achieve this goal?** If you can't answer that clearly, it's probably noise. _This post is for paying subscribers only._ ### How to plan your next 5 years in customer success URL: https://www.customersuccesscollective.com/plan-your-customer-success-career/ Last updated: 2026-10-01T15:05:31.000Z In 2026, **44%** of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) professionals have been at their current company for less than two years. That's shot up from **18%** **in 2025**, according to the [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/); to be specific, we’re talking a **26-point swing** in a single year. If the [average CS professional](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) is changing employers every couple of years, then the traditional idea of a "five-year plan" – build skills here, get promoted there, grow with the organization – is harder to execute than it used to be. Which means the age-old question isn't just, "Where do I see myself in five years' time?" It's "What *kind* of CS professional do I want to be – and will my current skill set travel with me?" There are two broad [career architectures](https://www.customersuccesscollective.com/the-career-gap-nobody-in-cs-is-talking-about/) in customer success: the **industry expert**, or the **problem solver**. In fact, most professionals are building one more than the other, often without realizing it. [![New data about the state of customer success professionals' tenure at their current company (State of Customer Success 2026 Report)](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/10/Report--Mockup-resize---600-x-400px--11-.png)](https://www.customersuccesscollective.com/state-of-customer-success-report/) Source: State of Customer Success 2026 Report ## Path 1: The “industry expert” The industry expert's value is **domain knowledge**. They know [fintech](https://www.ibm.com/think/topics/fintech) compliance well enough to advise customers on regulatory risk. They understand [how healthcare procurement works](https://www.customersuccesscollective.com/challenges-facing-customer-success/), why [implementation](https://www.customersuccesscollective.com/customer-implementation/) timelines look the way they do, and what a typical CS buyer profile looks like in their vertical. Their practice is built on "trust me, I understand your world." At the senior end, this profile is kind of formidable. A [head of customer success](https://www.customersuccesscollective.com/5-interview-questions-to-land-that-cs-role-video/) who’s spent 10 years in fintech brings something to a customer conversation that no methodology can replicate: credibility. But there’s a risk involved with this level of specialism. When your career is tied to one vertical, and if that vertical consolidates, deprioritizes CS, or moves to a self-serve model, the domain knowledge that made you valuable becomes less portable than the methodological skills you *may have* underinvested in. (Emphasis on “may have.”) [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_CS_Hiring_Playbook_Assets_Banner--1---1-.png)](https://www.customersuccesscollective.com/the-customer-success-hiring-playbook/) And without being the grim reaper of recruitment, there's an even harder version of this risk. As **Mike Lee, Head of Customer Success & Post Sales at PublicInput,** put it in his session at [Customer Success Summit Las Vegas in 2023](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-may-2023-2/) on hiring specialized CSMs: > *"A 'generalist CSM' can learn about an industry, but they'll never be* in *that industry. There's a difference between working in that industry for a while and understanding the ins and outs, the problems they may have, the stresses, all the different intricacies of that role."* Mike’s shorthand for [hiring customer success managers](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) is: *"I can teach CS. I can't teach industry experience."* That said, he was careful to qualify it: > *"I think there's a place for generalist CSMs and specialized CSMs. I think it's important to have both. Totally in one direction is going to be a problem. Both have something to add."* The flip side is that the reverse is also true – an industry specialist who hasn't built [transferable CS skills](https://www.customersuccesscollective.com/realize-your-customer-success-transferrable-skills-with-ryan-noakes/) can struggle to move laterally if their vertical changes underneath them. ## Path 2: The “problem solver” Now, the problem solver's value is hugely transferable. If you’re a problem solver, you’re busy [solving the same core challenges](https://www.customersuccesscollective.com/challenges-facing-customer-success/) in every role you land – whether it’s [adoption](https://www.customersuccesscollective.com/customer-adoption-enablement-plan-template-framework/), [retention](https://www.customersuccesscollective.com/customer-retention/), [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) or [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) – and getting better at the commercial and operational mechanics of doing it. The problem solver’s skill transcends industries because the underlying problem doesn't change much: [help customers get value](https://www.customersuccesscollective.com/roi-framework-to-prove-value/), make that value visible, turn it into revenue. At the senior end, this profile builds leaders who can speak directly to business outcomes – [NRR](https://www.customersuccesscollective.com/the-handoff-quietly-killing-your-nrr/), [churn](https://www.customersuccesscollective.com/customer-churn/), [expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) – in any industry context. **Irina Kyselova, Customer Success Lead at EY**, made this point during a panel discussion on future-proofing your career at [Customer Success Summit London in 2024](https://www.customersuccesscollective.com/customer-success-festival-london-december-2024-2/): > *“Depending on the size of the organization, there may not necessarily be career progression within the same work stream. That's why I always say: think about where you want to branch out.* > > *“Some CSMs can be good salespeople, and the opposite is true.* [*Some CSMs who would like to be more technical*](https://www.customersuccesscollective.com/technical-customer-success-manager/) *can become implementation engineers at some point. It's important to understand what skills you need, and what level, to branch out to a particular job."* The real risk with this type of CSM is that without **deep subject matter** or domain knowledge, it can be harder to earn the most senior advisory relationships, where customers want someone who [speaks their language](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/), not just CS methodology. The problem solver who also invests in understanding their customers' world – not just CS process – is the harder profile to compete with. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## What the 2026 customer success trends data tells you Our **State of Customer Success 2026** research has a few signals worth sitting with if you're figuring out which path to invest in. ### The commercial pressure is real, and it's growing **80.4%** of CS professionals say their function is a [key revenue driver](https://www.customersuccesscollective.com/scale-customer-success-and-revenue-with-ai/). [Monetization](https://www.customersuccesscollective.com/monetizing-cuhttps://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/stomer-success-isnt-optional/) is up 9.5 percentage points year-on-year to **46.7%** – the fastest shift in the six years we've tracked it. [CS is being asked to own more of the revenue](https://www.customersuccesscollective.com/who-owns-customer-renewals/) equation, which means professionals who can speak fluently about commercial outcomes are the ones getting invited into the rooms where decisions get made. ### AI governance is an open gap (and someone has to own it) **45.7%** of CS teams are planning investment in [AI-driven insights](https://www.customersuccesscollective.com/ai-to-build-customer-stories-drive-revenue/) and predictive analytics. **41.3%** have [no formal AI governance process](https://www.customersuccesscollective.com/ai-governance-in-customer-success/). If you build that fluency before your organization figures out it needs someone to own it, you've created a career opportunity nobody was advertising. [The AI governance gap in customer success41% of customer teams have no AI governance in place in 2026 – even as plans to invest in AI soar. Find out where the gap is and how to close it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-905359a8-c673-414f-aab0-f426637f1429.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--7--3e98b53d-5b6c-4026-a662-ce1379db56c4.jpg)](https://www.customersuccesscollective.com/ai-governance-in-customer-success/) ### The tenure crash makes portable skills matter more right now If you're [changing employers every two years ](https://www.customersuccesscollective.com/the-customer-success-job-market/)– or if the data suggests you might – your career compounds on skills you take with you, not institutional knowledge you leave behind. That said, domain expertise isn't disappearing. The 2026 sample is getting more senior, not less – Directors, Heads, and VPs are a growing share of the profession. At that level, understanding the customer's world deeply is often what separates a good CS leader from a great one. The honest answer is that the strongest five-year plans build both. But most people don't have the bandwidth to develop in all directions at once, which means choosing where to put your energy intentionally. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## How to figure out which fits you A few questions worth considering: ### Where have you had the most impact? If your most impactful moments have come from knowing something the customer didn't expect you to know about their industry – regulatory context, competitive dynamics, typical procurement cycles – you're operating as an industry expert. If they've come from diagnosing a structural problem and building a process to fix it, you're a problem solver. ### What does your next role actually require? Look at the job descriptions for the roles you want in five years. Are they asking for experience in a specific vertical, or demonstrated commercial outcomes across [multiple customer segments?](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) That tells you what the market is actually paying for. ### Are you tracking your skills, or just your titles? **Natalie Fraser, Director of Customer Success at Litera**, put her experience plainly in a Customer Success Summit London 2024 panel on [career development](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/): > *“I started in account management – in sales. When I was more junior, I started looking for senior account manager jobs because I thought: ‘Well, I'm an* [*account manager*](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/)*, so my next job is* senior *account manager.’* > > *“It took a while until I hit a wall and realized that the job title, and focusing on what you think you should be doing because of your role, is kind of irrelevant. It's way more about the skills you have.* > > *“Focusing on skills rather than what your job title is, or what you think it should be, is far greater.”* It sounds obvious. It's harder to action than it looks. [The customer success job market in 2026Experienced CS talent is moving on – and most companies are misdiagnosing why. What the State of Customer Success 2026 report reveals about retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-289e58a8-e019-4bca-a36f-f974a61b4626.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--6--38cfda47-700d-41df-b367-a96d0a24bfd5.jpg)](https://www.customersuccesscollective.com/the-customer-success-job-market/) ### How much of your knowledge travels with you? If a significant chunk of your knowledge is specific to your current stack, your current customers, or your current [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) model – and it doesn't transfer – that's a risk worth taking seriously given the mobility data. ## Building your plan The 2026 data shows **66.8%** of CS teams have no dedicated enablement function. If you're waiting for your org to develop you, you may be waiting a while. The professionals building the most durable careers are largely self-directing their development. One of the most practical approaches to this comes from **Melissa McMillan, former VP of Customer Success at Screencastify**, who shared her methodology at a [Customer Success Summit](https://events.customersuccesscollective.com/) panel on career progression: > *“I have a spreadsheet. Tab one is every relevant CS role – from junior CSM all the way up to* [*CCO*](https://www.customersuccesscollective.com/chief-customer-officer/) *and beyond – with all the skills from our org's job descriptions listed out in categories: account management, people management, strategy.* > > *“In my first session with a* [*new CSM*](https://www.customersuccesscollective.com/new-hire-onboarding-checklist-framework/)*, we look at: what is the next role you want? If you want to be a senior CSM, we go through that column and highlight all the skills you don't demonstrably have today.”* It's a simple system, but the discipline of naming the gap is more than most people do. ### The skills worth building regardless of path Whatever path you choose, build on the skills the function is actually demanding right now: commercial fluency (connecting CS activity to revenue outcomes, not just satisfaction scores), [AI literacy](https://www.customersuccesscollective.com/work-smarter-not-harder-with-ai/) (understanding where AI can support CS work and where the governance gaps are), and operational credibility (the ability to design, measure, and defend a CS program at a leadership level). On top of that foundation, an industry expert builds vertical depth. The problem solver builds cross-functional range – into product, revenue operations, finance. But neither path is more secure than the other. The professionals who are clearest about which skills they're building, and why, are the ones most likely to look back in five years and recognize the plan they were following. The data says **43.9%** of CS professionals want to stay at their current company and get promoted. That's a healthy aspiration. The question is whether the path forward is visible enough – and specific enough – to make it happen. If it isn't, the same data says **39.9%** are planning to move companies. The market for experienced CS professionals is active. The difference between using it strategically and using it reactively is whether you had a plan before the decision got made for you. Either way: have a plan! --- ### Editor's note: *Quantitative findings in this article are drawn from the* [*State of Customer Success 2026 Report*](https://www.customersuccesscollective.com/state-of-customer-success-report/)*.* *Speaker quotes are taken from the following Customer Success Summit sessions:* - *"The power of hiring specialized CSMs who reflect your ideal customers," by Mike Lee at Customer Success Summit Las Vegas 2023* - *"Future-proofing your career – essential skills for tomorrow's CSM," by Irina Kyselova and Natalie Fraser at Customer Success Summit London 2024* - *"To VP, C-suite and beyond: success stories in career progression," by Melissa McMillan at Customer Success Summit San Francisco 2023\.* *All job titles reflect speakers' roles at the time of their respective events.* ### Customer Success Summit San Francisco | September 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-san-francisco-september-2026/ Last updated: 2026-09-30T09:33:13.000Z Catch up on all main stage sessions from our flagship Customer Success Summit San Francisco 2026. _This post is for paying subscribers only._ ### AI Across the Customer Journey Ebook URL: https://www.customersuccesscollective.com/ai-across-the-customer-journey-ebook/ Last updated: 2026-10-22T13:32:41.000Z A 49-page guide for CS leaders on fixing the handoff failures that kill NRR – with practical frameworks for building AI on a foundation that actually works. # You're not losing revenue at renewal. It's leaking at every handoff before it. Start your next renewal conversation knowing the value case has been building itself for 12 months. Stop finding out a customer is at risk two months before the contract expires. You shouldn't be spending two days pulling data that should be available in 30 seconds – there's a new path for you. [Download your copy](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/GyVuod8YNTqlIMDctRrGOQ/yqg2f7k-C0ZppC1wDOpfAYzphZmGNYyQOfu-jh7h1lg7kdYDGHFy__jzXxkK3XIDQH94Y23uSb3ChHgotW9440iWeiXPSZLcMoZ3-qTxZxLbX79UsTiORgxI7RUwcif3FmRYdN20fhZ7DoWaliiz2g/KhboBIuu65mqj00aa-Qnz_xiGo3Dd4PBVuPcSzWRPEM) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/0aqlhInW6cJwPT4SVXV2lw/3DP6i5x9chpjLIW-zafW23_qcRRqvtMwMj8pHhZJ_8TaEMg4mUa5QyqcMTnzgOGBzIrB8UK12E-VSu6S77-NoPvdM2lp6R-rWRqJe65wSK3Fi4rUev3EQFiHNnxN4aOT2MXKv_lU9Yez5ixY3yx9kg/el2eaZWpAPFYfKy6TON_t5k2T3exOiWDNrYEyzvy8M0) ## Everyone's patching the same broken process. This guide fixes it. Drawn from the latest CS research, real-world insights from leaders at Atlassian, CDK Global, LinkedIn and ZoomInfo, and frameworks from Certinia's executive advisory practice, this ebook goes further than "align your teams and fix your data." It shows you the specific moments where NRR breaks, why they break the same way every time, and what AI can actually do at each stage once the foundation is in place. [Get yours today](#download) ## In partnership with Certinia We're proud to partner with [Certinia](https://www.certinia.com/) on the AI Across the Customer Journey ebook. Certinia's System of Action powers modern services organizations with a unified source of truth – bringing the right knowledge and judgment to every decision across the services lifecycle. Purpose-built for professional services, customer success and financial management, Certinia helps organizations maximize margins, deliver faster time-to-outcome, and grow customer value with certainty. [Access it now](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/98rH5W-KYIerdUQHFyWqCA/T2sfktsQ6fE-q49zuG6TDmLfxNUVP_8_tJ1-jiwtcor9H4QPSFnzJT5oW58uuSd7VfyxwCmNRkE7VNk76tbqNJcKLtNs5q2_vVNLNmpSn_Ic4FSyFgTcrWS1lpP5FXI0RFEGSMC1CznrdHf9ooAGWQ/360N7OimIj9Dc-LycTuOqVugzNS3vRrc6RCu4So3ndw) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"watermelon problem"** that makes your healthiest-looking accounts churn without warning – and how top CS teams have eliminated it entirely. (Page 25) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why 44% of subscription cancellations happen within the first 90 days – and the **one architectural decision** that prevents this from ever happening to your accounts. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **asymmetric cost of AI errors** in customer relationships – and the governance framework that protects you from catastrophic mistakes. (Page 41) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) What a mobile gaming KPI reveals about the **real definition of customer success** – and why most CS teams are measuring the wrong things entirely. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"acquisition trap"** that keeps sales-first companies spending heavily just to stand still – and how to escape it permanently. (Page 21) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **single most expensive failure point** in your post-sale operation – and why it has nothing to do with your team's talent or commitment. (Page 8) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why less than 1% of CS teams have achieved advanced, AI-driven data maturity – and the **4-pillar framework** that gets you there. (Page 17) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **surprising team** you should think twice about excluding from late-stage sales conversations – and what happens when you include them. (Page 12) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why your customers can't tell you what outcomes they actually want – and the **pre-sale technique** that extracts this information anyway. (Page 23) [Fix the gaps](#download) ## The fix starts here Yes, this guide is free. But the revenue you're losing to broken handoffs certainly is *not*. Download today to get the AI frameworks, the failure modes and the four questions that will change how your leadership team thinks about post-sale operations – so you can stop fighting fires and start compounding results. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/EdCsQyQE4w-CX8EjKzV2Wg/h29Zwx4AZRPCELFXS13Et67A0LP7x9lIImYwDYpMI8upzoavA_8MvlXsHc-O9hohYn0x4FC5cNjPPEXfw71-J8y7Whl3odNMygxH3D_HTVE1IMFWVJ59bSdutxRKpVGfe9Q5lowSq6R53ei-Ozx4oQ/xdaZheSSwg1ZFTqeiAj5dz_76YJJQoKgTE0y0ebm7IY) [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/EdCsQyQE4w-CX8EjKzV2Wg/h29Zwx4AZRPCELFXS13Et67A0LP7x9lIImYwDYpMI8upzoavA_8MvlXsHc-O9hohYn0x4FC5cNjPPEXfw71-J8y7Whl3odNMygxH3D_HTVE1IMFWVJ59bSdutxRKpVGfe9Q5lowSq6R53ei-Ozx4oQ/xdaZheSSwg1ZFTqeiAj5dz_76YJJQoKgTE0y0ebm7IY) ## The fix starts here Yes, this guide is free. But the revenue you're losing to broken handoffs certainly is *not*. Download today to get the AI frameworks, the failure modes and the four questions that will change how your leadership team thinks about post-sale operations – so you can stop fighting fires and start compounding results. ## Please add title in Airtable Please add content in Airtable [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ### The major challenges in customer success in 2026 URL: https://www.customersuccesscollective.com/challenges-facing-customer-success/ Last updated: 2026-09-29T16:45:52.000Z Tight budgets, tech consolidation, and a restless job market rain down on the [current working landscape](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/). Everyone’s feeling it, both customers and businesses alike, which makes for a unique situation for customer relationship management positions. [Customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. But what are **the most common internal and external challenges** or barriers to customer success today? Let’s look into it together and equip you with a strategic roadmap for identifying, preventing, and addressing the critical barriers facing [customer success teams](https://www.customersuccesscollective.com/customer-success-in-crm-video/). We've updated this article with fresh findings from the [State of Customer Success 2026 report](https://www.customersuccesscollective.com/state-of-customer-success-report/) and set them against what CS professionals told us in 2025 and 2024\. So you can see which challenges are sticking around, which have eased, and which are new. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## Internal barriers for customer success teams in 2025 In order to manifest career progression, help shape the future of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), *and* provide customer value, you need first to realize what’s holding you back. From a [management perspective](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/), understanding what’s going wrong for other CS teams is like gold dust – it allows you to make sure your company doesn’t make the same mistakes and re-focus efforts on ensuring CS is as effective and valuable as possible. In the [State of Customer Success 2026](https://www.customersuccesscollective.com/state-of-customer-success-report/), we asked hundreds of customer success professionals to describe their biggest challenges right now, in their own words. As in previous years, every quote is anonymized. First, some context. **80.4%** of respondents say CS is a key driver of revenue through retention and expansion, up from 78.7% in 2025, and another **16.8%** say its impact is indirect but real. The question of whether CS matters is settled. What's holding teams back in 2026 is the operating model behind the role. Here are the six challenges that came up most often. ### 1\. Proving and communicating value The most common challenge this year, cited by around **28%** of respondents. CS teams are expected to prove ROI, justify renewals, and show value at every stage of the customer journey – often without the data to do it. - *"Institutionalize product value proof across the customer journey, so value is not only delivered but consistently captured, measured, and communicated to the right stakeholders."* - *"Renewing customers without major increases in servicing resources and large discounts."* - *"We don't have accurate data so it's hard to determine when customers get value or what to do to increase value."* The numbers back this up. **23.9%** of respondents say they don't currently track or focus on adoption rates at all, up from 14% in 2025\. That's nearly one in four teams trying to prove value without adoption visibility. ### 2\. Role clarity and scope control Cited by around **22%** of respondents. CS is still the default owner of anything that doesn't have a clear home. - *"Being a catch-all for customer needs – distracts from strategic work to drive value."* - *"A non-defined role."* - *"Responsibilities dumped to our team."* One respondent managing a 100+ account portfolio described fielding "constant requests from multiple internal departments regarding marketing, VOC, expansion, testimonials, value frameworks" – all at the same time. The responsibilities data shows how wide the job has become. Customer retention is still the top core responsibility at **81%** (down from 87.2% in 2025), but value realization (**64.1%**), product adoption (**61.4%**), and strategic customer engagement (**60.9%**) have closed the gap. ### 3\. Data, tooling, and process maturity Cited by around **18%** of respondents. Systems gaps, CS platform limitations, and unreliable health scores came up again and again. - *"Customer insights centralized for all teams to use – silos of systems."* - *"Data visibility. We're struggling to get data into a usable place for CSMs to understand predictive analytics and be able to see and act on risk proactively."* - *"Everything is manual and data is not good quality, yet no one cares."* **52.1%** say their customer data is fragmented across systems. Only **5.9%** use predictive insights to inform prioritization, and just **0.8%** describe their data maturity as advanced and AI-driven. Meanwhile, **54.3%** have no dedicated CS operations role and **66.8%** have no dedicated [CS enablement](https://www.customersuccesscollective.com/customer-success-enablement-readiness-template/) role. This matters more now that AI is on every roadmap. **45.7%** of respondents plan to invest in AI-driven insights and predictive analytics, but only **29.4%** have formal governance and quality assurance around AI use in CS workflows. ### 4\. Product, support, and cross-functional friction Cited by around **16%** of respondents. Product instability, technical support issues, and internal misalignment show up as blockers CS can't fix from where it sits. - *"Product does not fix bugs fast enough."* - *"Development team has historically done their own thing and not focused on customer feedback."* - *"Leadership listening and delivering what the customer wants."* CS sits closest to the customer, which also means it absorbs the impact of every gap upstream. ### 5\. Capacity and workload Cited by around **14%** of respondents. Headcount, account volume, and reactive work remain constant constraints. - *"Finding time for strategic revenue planning – stuck in reactive work."* - *"Too many accounts for my segment."* - *"My team is underpaid and stretched too thin, and expectations are unclear and constantly changing."* - *"Workload to CSM ratio."* More than one respondent simply wrote "capacity" and left it there. Part of the problem is that capacity often isn't planned at all. **37%** of respondents say CSM capacity is not formally defined, and the share of one-person CS functions rose from 4.9% in 2025 to **8.7%** in 2026. ### 6\. Retention and expansion pressure Cited by around **12%** of respondents. Churn, net revenue retention (NRR), upsell, and expansion appear throughout the survey, sometimes as goals and sometimes as pressures. - "*Avoid churn and expand NRR."* - *"Retention amidst budget and tech consolidation pressures in the market."* - *"Retention in a SaaS model."* These aren't new challenges. What's changed is how much revenue CS now carries. **38%** of respondents say CS owns all expansion, and many more own renewals or upselling in part. But CS often doesn't control pricing, contract terms, or product quality – so teams end up with accountability for revenue outcomes they can't fully influence. Beyond these six themes, two other issues ran through the data. **22.3%** of respondents say leadership doesn't value customer success, with one pointing to a "lack of executive sponsorship that understands customer success." And career mobility is rising: **39.9%** plan to change employers in the next one to two years, and two of the six respondents who explained why they're leaving CS entirely cited burnout. ### So, what does this mean for CS professionals in 2026? The 2026 data paints a picture of a function that has earned strategic relevance but hasn't yet secured the operating model to match it. We asked our panel of experts how the field has changed over the past year. **Chinelo Diejomaoh, Senior Customer Success Manager at HiBob:** > "Customer success has shifted from focusing mainly on relationships to being held accountable for business results, and this change sped up a lot in the past year. Building strong customer relationships is no longer enough. Now, customer success professionals are expected to take responsibility for revenue, explain ROI in financial terms, and show how their daily work affects the business." R**aymond Otero, Customer Success & Experience Executive:** > "The biggest shift is that customer success stopped being measured on intent and started being measured on execution. A year ago, being proactive was still largely a philosophy. Today, it's an operating requirement… AI compressed the distance between identifying a risk and acting on it from weeks to hours. But AI didn't level the playing field. It widened the gap. Organizations with disciplined data, clear operating motions, and strong governance accelerated." **Kourtney Thomas, Head of Customer Success at TakeUp**, on fixing the data problem: > "From what I've seen, it takes a strong argument and advocate to draw a line and say, 'Hey, we all want the same things, but we can't get there unless and until we make the time and investment to get our data clean and clear.' And from there, it takes strong, dedicated CS ops investment as well… Sometimes, you have to slow down to go fast." ## How 2026 compares with 2025 and 2024 The same core problems have shown up three years running: product friction, stretched resources, and a function that has to keep explaining itself. What's changed is the framing. In 2024 and 2025, CS professionals mostly wanted to be understood. In 2026, they're being asked to prove it – with data they often don't have. | Challenge | 2024 | 2025 | 2026 | | ------------------------------------- | -------------------------------------------------------------- | ------------------------------------------------------ | ----------------------------------------------------------- | | Proving value and being understood | A lack of understanding of CS; CS measured on sales metrics | Poor leadership and organizational understanding of CS | Proving and communicating value (#1, \~28%) | | Role clarity | Not a standalone theme | Lack of clarity around role and prioritization | Role clarity and scope control (#2, \~22%) | | Data, tooling, and process | Too many processes; operations immaturity | Part of resource constraints (e.g. CRM hygiene) | Data, tooling, and process maturity (#3, \~18%) | | Product and cross-functional friction | Breakdown of product relationship; communication and alignment | Product issues and misalignment; communication silos | Product, support, and cross-functional friction (#4, \~16%) | | Resources and capacity | Lack of resources and budget | Resource constraints | Capacity and workload (#5, \~14%) | | Revenue pressure and sales alignment | Sales and marketing misalignment | Sales-led cultures that overpromise | Retention and expansion pressure (#6, \~12%) | | Leadership | Leadership problems | Poor leadership (combined with understanding of CS) | Not a top-six theme; 22.3% say leadership doesn't value CS | | Career path | Lack of pay progression and high staff turnover | Lack of strategic influence or career path | Not a top-six theme; 39.9% plan to change employers | ### What's stuck around Product friction is the most persistent challenge in the data. In 2024, respondents said CS had *"no influence on the product roadmap."* In 2025, it was *"too many bugs, no development."* In 2026, it's "product does not fix bugs fast enough." Three years, same complaint. Resourcing hasn't gone away either, but it's changed shape. The 2024 and 2025 responses were about budget and headcount. In 2026, the conversation is about capacity: how many accounts one person can realistically carry, and whether anyone has actually defined it. ### What's shifted Role clarity has moved from a supporting theme to the second biggest challenge. In 2025, respondents said, *"If it's not support, it must be success."* In 2026, CS is *"a catch-all for customer needs."* The mandate has widened, and the job description hasn't caught up. Leadership and career frustrations dropped out of the top six, but they didn't disappear. They show up elsewhere in the data – in the 22.3% who say leadership doesn't value CS, and in a sharp rise in mobility. ### What's new Data and AI. Data quality was a background issue in previous years. In 2026, it's a named challenge in its own right, and it sits underneath almost every other one. You can't prove value, prioritize capacity, or use AI well on fragmented data. ### What's easing Company culture. Sales-led culture came up in both the 2024 and 2025 responses. In 2026, customer-first culture (**34.2%**) has overtaken sales-first (**32.2%**), reversing a 6.7-point lead for sales in 2025\. The margin is still just two points, though. ### Year-on-year: the numbers behind the shift | Metric | 2025 | 2026 | | ---------------------------------------------- | ----- | ----- | | CS is a key driver of revenue | 78.7% | 80.4% | | Organization has monetized CS | 37.2% | 46.7% | | Customer-first company culture | 31.7% | 34.2% | | Sales-first company culture | 38.4% | 32.2% | | Customer retention is a core responsibility | 87.2% | 81% | | Don't track or focus on adoption rates | 14% | 23.9% | | Dedicated CS operations role | 48.5% | 45.7% | | Dedicated CS enablement role | 30.5% | 33.2% | | One-person CS function | 4.9% | 8.7% | | At current company for 0–2 years | 18% | 44% | | Plan to move companies into a more senior role | 21% | 26% | | Plan to move companies in the same role | 9.9% | 13.9% | ## Internal barriers for customer success teams in 2025 In the [State of Customer Success 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/), we asked hundreds of customer success professionals what their biggest internal barriers are, and what gets in their way of true customer success. The results were fascinating. It's important to mention that this survey was conducted anonymously. We did not request any personal identifiers such as names, email addresses, or company details. Therefore, the insights into company irregularities were captured without fear of reprisal or penalization. ### Lack of clarity around role and prioritization For many CSMs, the role itself remains contested ground. Instead of a clearly defined mandate, many describe a fog of expectations where "everything that isn't support" defaults to customer success. Without direction from leadership, teams struggle to set priorities, explain their scope, or establish boundaries. For those who took our survey, this is what they had to say: - *"Lack of clarity around what should be CSMs' highest priority/role."* - *"Understanding the actual scope of success. Sometimes it feels like 'if it's not support, it must be success' is the go-to answer."* - *"Explaining my role."* - *"Educating people on the scope of CSM & our ownership of all customer touchpoints."* This lack of clarity leaves CSMs vulnerable to role creep – pulled into tasks that dilute their real impact. ### Poor leadership and organizational understanding of CS Just like we saw in 2024, leadership missteps compound the problem for CSMs. Our survey respondents pointed to short-term thinking, strategic blind spots, and executives who underestimate the complexity of CS work. - *"Negativity from leadership."* - *"Leadership and investors mandating CS decisions without actually understanding a day in the life of CS."* - *"Leaders in the organization who don't understand how a SaaS organization is supposed to be run."* - *"Poor leadership at the moment – lack of strategy, vision, and ability to effectively execute at the VP level."* When CS is viewed as tactical rather than strategic, its ability to influence company direction is inevitably stunted. ### Product issues and misalignment CS cannot thrive if the product itself is shaky. Many respondents described buggy platforms, slow development cycles, and features that miss the mark for customers. In these cases, success managers are left apologizing for shortcomings rather than enabling value. - *"Our product doesn't work as it should."* - *"We haven't been solving customers' most common issues. Instead, we've been delivering other features and products."* - *"Too many bugs, no development."* - *"The direction of the product – whether it serves the customer or sales."* Without tighter product-CS alignment, these frustrations become systemic blockers to retention and growth. ### Communication silos and cross-functional misalignment While customer success thrives on collaboration, many respondents described siloed information, poor cross-functional communication, and competing departmental priorities. - *"Siloing of information amongst teams leads to conflicting work."* - *"Communication with teams outside of CS; other teams not wanting to communicate."* - *"Cross-functional collaboration – competing priorities."* - *"Lots of teams working in silos."* Sadly, this often leads to duplication of effort, lost opportunities, and customer experiences that feel fragmented rather than seamless. ### Resource constraints What emerged as a major issue in 2024 continued into 2025: underfunded, understaffed, and under-equipped CS teams remain the norm. Despite CS being more widely acknowledged as vital to revenue, many teams still operate with minimal headcount, lean budgets, and limited access to the tools they need. Many respondents noted that this hampers their ability to deliver value to their customers: - *"*\[My\] *company does not value* \[its\] *customer success team… They cut our pay and positions and then get upset about customers churning."* - *"We are small, so severe lack of resources from manpower to systems to hygiene in places like our CRM."* - *"Too many internal inefficiencies."* [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Lack of strategic influence or career path Career progression remains a sore point. Many CS professionals feel they lack a seat at the strategic table, with limited visibility into decision-making and few opportunities to grow. There's a definite whiff of frustration aired by our survey respondents at being sidelined: - *"Having a voice in strategic decisions."* - *"Lack of career growth."* - *"The perception that a VP of Customer Success is not needed even though I'm responsible for all tasks a VP would be responsible for."* - *"Internal inertia."* Beyond these six themes, respondents pointed to broader organizational issues: sales-led cultures that overpromise to customers, legacy structures resistant to change, and outdated mindsets preventing the CS function from evolving. ### What the experts said in 2025 These insights paint a picture of a function still fighting for influence – often without the budget, alignment, or recognition needed to thrive. But our panel of experts offered both realism and hope. **Julien Le Terrien, Chief Customer Officer at Mobilexpense:** > "Compared to more established and well-understood roles, CS often struggles to secure the legitimacy it deserves. However, the greater the challenge, the greater the opportunity! > > "It's up to us as CS professionals to clearly define and communicate our roles and impact… Lack of clarity? Bring up your own definition. Limited influence? Show the numbers on how much you helped save, renew, or expand. Once CEOs and CFOs see clear evidence of CS's direct impact on the bottom line, their attitudes shift significantly." **Chinelo Diejomaoh, Customer Success Manager at HiBob:** > "Some organisations are still stuck in the old mindset about customer success. When role definitions aren't clear, CS gets mistaken for reactive support instead of a crucial strategic function. CS leaders must be part of decision-making and ensure CSMs have the tools, training, and opportunities to collaborate effectively across teams." **Andreja Mrzel, Director, Customer Success (EMEA) at BlackLine:** > "I've seen all of these barriers firsthand. The mix changes, but they're ever-present. In today's economy, we're seeing decreasing resources and rising targets, which blocks career growth and risks damaging the profession long term. The decline in customer-first culture is already showing the consequences of these internal barriers." **Mark Higginson, Chief Customer Officer at ScreenSteps:** > "Resources will always be limited, and CS must evolve with the business. Post-sale is where complexity and ambiguity live – and that's where CS leaders need to step up. > > "The most effective teams don't wait on the sidelines; they co-create the customer journey, redefine their role, and align with revenue goals. If CS doesn't lead the post-sale experience, no one will – and the function risks becoming an afterthought rather than a strategic driver." It's also worth looking back at the 2024 findings to see which challenges have persisted and which have evolved over time. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Internal barriers for customer success teams in 2024 ### Lack of resources and budget [Penny pinching](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/) can yield long-term gains, but, in the short term, it can make day-to-day activities pretty challenging. If a fiscally shrewd agenda is a company-wide initiative, that's one thing; however, if a customer success department is targeted, then this puts a new perspective on the matter. ### Startup struggles For example, if you work in a [startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/), the goal for that company will be to maximize its existing resources to build a full customer success org. An Implementation Specialist corroborated this, noting that they work for a "'bootstrapped' startup with limited resources." ### M&A chaos Sometimes lack of resources stems not from cost-cutting but through structural changes. [Mergers and acquisitions](https://www.customersuccesscollective.com/mergers-and-acquisitions) are notoriously tricky beasts, inviting a lot of uncertainty. Another person in our survey, a VP of Customer Success, revealed that their "department was made via an acquisition," therefore, a "CSM layer only exists within my department." This VP is now in the tough position of "trying to socialize CSMs across the entire company and expand the role outside the department." In this situation, there appears to be a lack of leadership consideration for how customer success can operate within the newly merged organization. [How to survive a mergers and acquisition as a CSMThe structural change of mergers and acquisitions is felt keenly by CSMs. As customer-facing professionals, they’re weathering the storm from both angles; they’re employees but also the trusted advisors who customers turn to.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-c4faa966-c8df-4abe-bdf6-66ad4820e126.png)Customer Success CollectiveAndreja Mrzel![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--6--799f66de-ea58-432e-9c7c-f78f70e3e3e7.jpg)](https://www.customersuccesscollective.com/mergers-and-acquisitions/) ### Lack of pay progression and high staff turnover For other customer success professionals, common topics emerge like a lack of pay progression and a high staff turnover, both of which invite employee dissatisfaction. If you're not provided with clear career pathways, you can't envisage your future at a company, and are not supported professionally, it becomes increasingly difficult to maintain motivation and commitment. The result is a potential exodus of talented professionals who feel undervalued and overlooked, creating a cycle of instability that further undermines the effectiveness of the customer success department. Without investing in staff development, career progression, and [competitive compensation](https://www.customersuccesscollective.com/customer-success-salary-survey-report/), companies risk losing their most valuable asset: their skilled and dedicated employees who are crucial to maintaining strong customer relationships and driving organizational success. ### Communication and alignment This isn't an issue unique to customer success, but boy, does it grind our gears nonetheless! Poor [communication](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/) and a lack of cross-functional alignment can utterly derail an organization's effectiveness. As a Director of Customer Success bluntly stated in our report, there's a *"lack of communication and managers who don't understand customer acquisition and success."* Without a fundamental understanding of the intricate journey from acquisition to success, there's going to be an inevitable barrier to strategic alignment. ### Too many processes Having the structure of streamlined processes is a luxury missing in many startups, but there can be too much of a good thing. An overload of processes can negate the efficacy of the process and be a blocker in and of itself. *"There are too many processes; my company doesn't do a good job of supporting current employees,"* noted one frustrated CSM. This bureaucratic complexity can stifle productivity and employee engagement. ### Leadership problems [Leadership](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) dynamics further complicate the landscape. "*The very male-dominated and engineering-led leadership team undervalues customer success and sees it as a cost center,"* reveals a deeper issue at play: not only are there cultural challenges that marginalize customer-centric approaches but structural gender inequality. Perhaps most destabilizing is the lack of strategic consistency. As one professional candidly shared, *"We have constantly shifting targets as our CEO's 'vision' changes frequently."* Such constant pivoting creates an environment of uncertainty, making it nearly impossible for teams to develop and execute consistent, long-term strategies. These communication breakdowns are more than mere operational challenges – they represent systemic issues that can critically undermine an organization's ability to deliver exceptional [customer experiences](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/). [Product feedback loop templateFramework for capturing, organizing, and acting on customer feedback – without letting anything slip through the cracks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-8fe9eead-8758-485a-a5ab-0917bedf8189.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Product-feedback-loop-template-meta-435ff4db-44a8-4db9-9a83-9cbacb6ce2f6.png)](https://www.customersuccesscollective.com/product-feedback-loop-template-framework/) ### Breakdown of product relationship [Interdepartmental relationships](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) prove particularly problematic among a minority of customer success professionals. One CSM lamented their *"poor relationship with* \[their\] *product team,"* highlighting the friction that can emerge between customer-facing and product development teams. Such misalignment can lead to disconnected product strategies and unmet customer needs. Curious to hear it from the horse's mouth? Here you go. When asked what their biggest internal barriers are, this is how some customer success professionals responded: - *"Slow product development – and requests being ignored for an alternative agenda."* - *"We have no leverage over the product; we're being forced to make do with whatever the product team builds, while it should be the other way around."* - *"Poor product stability."* - *"Our product doesn't build new features quickly enough to justify its price i.e. closing the value gap quickly."* - *"Customer success has no influence on the product roadmap."* - *"We don't have enough engineers to build the features our customers want."* - *"It's a very product-led company and made up mostly of engineers. I'm piloting the entire customer success function alone."* We put this dissonance to two acclaimed customer success leaders, to understand their take on it, and to provide their experience of product-customer-success collaboration. **Jess Galenski, Director of Customer Success at Apryse**: > "There needs to be an open line of communication between the two teams whether that is monthly meetings, system tools for feedback, and cross-collaboration on customer needs. > > "The teams should understand each other's goals, CS should understand the roadmap and the product should be just as accessible to customers as CS is. This helps drive the feedback loop and create strong alignment between CS, product, and your customers." **Mark Higginson, Chief Customer Officer at ScreenSteps**: > "Our CS teams have historically worked very well with our product teams. The first thing I do when I start at a new organization is ensure the relationships between CS, product, and sales are strong. > > "We focus on bringing value to the product team and developing a clear, mutually agreed-upon feedback loop. Often, this needs to be driven by CS. > > "This collaboration ensures that customer feedback is effectively integrated into product development, enhancing the overall customer experience and aligning our efforts with customer needs and expectations. > > "Leveraging the data we can glean from our customers, CS can paint a clear picture of what the potential risks and rewards are in future development plans." [Why 35% of customer success leaders feel undervalued by the C-suiteDespite its increasing importance, not all organizations recognize customer success’s full value at the executive level. So why do over one-third of CS leaders feel undervalued by their executive teams? Our research points to several key factors.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-bc72282c-15f7-4691-ac1d-314801d9d21f.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--27--d3524f74-6f47-48b0-844e-b53894d6b2bc.jpg)](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/) ### A lack of understanding of customer success In many organizations, customer success remains a misunderstood and [undervalued](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/) function. *"There's just a general lack of direction and processes at our company,"* one professional candidly shared, highlighting the organizational underdevelopment that plagues many customer success teams. Operational challenges run deep. *"There's an operations immaturity and lack of change management culture,"* revealing the systemic barriers preventing effective customer success implementation. Even at more established companies, professionals find themselves constantly "evangelizing customer success to internal sales." Management misconceptions further complicate the landscape. *"Our management doesn't understand what CS is about and sees it as a mere sales function,"* which illustrates the reductive view that undermines the strategic importance of customer success. This misalignment becomes most apparent in performance measurement, as one Manager of Customer Success noted: > "While the [C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) recognizes the value of CS, they measure our success through sales metrics, which conflicts with our primary goal of retention." As we kept digging into our research, we discovered that interdepartmental friction emerged as a critical challenge. Another Manager of Customer Success admitted that the real blockage to their customer success function is, *"There isn't enough genuine* [*partnership with sales and product teams*](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/)*."* The result is a suffocating environment where "there are too many layers of management and not enough respect and autonomy." There's a lot of truth in fearing the data side of customer success taking over the human aspect. We need both to bring true success. One Senior CSM remarked that their "goals of meeting [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) are prioritized over the quality of calls and connections," highlighting how quantitative approaches can overshadow the nuanced, [relationship-driven](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) nature of customer success. [How to perfect customer success and sales alignmentFostering seamless collaboration between customer success and sales teams involves transforming traditional boundaries into synergistic partnerships. In this article, we’ll share the practical strategies and insights to significantly improve CS and sales alignment.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-703b8725-97ae-46f0-9485-079861f27b36.png)Customer Success CollectiveNatalie Fraser![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-perfect-customer-success-and-sales-alignment-d30daffa-9fca-4e20-b7d7-f1fe7684506f.jpg)](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) ### Sales and marketing misalignment It's not just product teams causing issues; tension between customer success and traditional sales approaches is palpable in some organizations. One consultant notes that "*There's an excessive focus on sales growth,"* highlighting the continued prioritization of acquisition over retention. Marketing dependencies create additional challenges. "We're overly dependent on marketing," and "trying to prove our value and what revenue we produce without directly being tied to renewals" underscore the ongoing struggle for recognition. The fundamental disconnect is perhaps best summarized by a stark assessment: *"We're* [*sales-driven not customer-driven*](https://www.customersuccesscollective.com/product-led-vs-sales-led-vs-marketing-led-vs-customer-led-whats-the-difference/)*."* This mindset, a rejection of [customer-centricity](https://www.customersuccesscollective.com/customer-led-growth/), continues to undermine the strategic potential of customer success as a holistic business approach. ## External challenges Where digital marketers grapple with Google core updates or fluctuating social media algorithms, CSMs are faced with systemic pressures that directly impact their ability to deliver value. Consider a CSM working with B2B clients. When a CSM experiences internal problems stemming from the current [economic landscape](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/) – think budget constraints and recruitment freezes – chances are their customers are experiencing near identical pressures. This creates a unique symbiosis of struggle: internal barriers that perfectly reflect external market constraints. ### Budget restraints Global economic trends are creating a domino effect. Clients' businesses are reluctant to spend, struggling with: - Tight budget allocations - Limited departmental buy-in - Escalating ROI expectations CS teams are feeling the same squeeze internally. In 2026, around four in ten respondents say they're operating under some form of budget constraint, and only **10.8%** say their budget and resources have increased. ## How the economic climate has affected customer success budgets in 2026 | How the economic climate has affected CS budgets | 2026 | | ------------------------------------------------- | ----- | | Budget and resources have remained the same | 35.4% | | Budget has decreased, but resources maintained | 16.9% | | Budget and resources have decreased significantly | 12.3% | | Shifted focus to efficiency and cost reduction | 10.8% | | Budget and resources have increased | 10.8% | As one respondent put it: "I don't even have a budget. I have to ask other stakeholders above me for anything I want, and it's usually rejected." These financial pressures directly impact a CSM's ability to drive upsells, cross-sells, and renewals. In 2024, **49.1%** of customer success professionals were responsible for these. In 2026, renewals are a core responsibility for **59.8%** of respondents, and upselling and cross-selling for **56.5%**. Another respondent summed up the challenge as "retention amidst budget and tech consolidation pressures in the market." It's a bitter pill to swallow, but in circumstances where your clients are feeling the pinch, potential [expansions](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) become non-starters when your clients are implementing strict spending freezes, dealing with internal cost-cutting mandates, or experiencing significant financial uncertainty. But here's where the domino effect truly comes into play: compounding these challenges is the issue of organizational instability. High staff turnover among client organizations creates additional friction. When key stakeholders change, a CSM's carefully cultivated relationships get reset to zero. Each new point of contact means: - Rebuilding trust from scratch - Re-explaining product value propositions - Potentially losing institutional knowledge about the client's specific use cases The result? A CSM's job transforms from relationship management to economic navigation – threading a needle between organizational limitations and client expectations. These interconnected challenges don't just complicate the CSM's role; they fundamentally reshape the landscape of customer success. Success now requires not just relationship skills, but economic adaptability, strategic thinking, and near-prophetic anticipation of market shifts. The core insight remains stark: in 2026's economic climate, customer success is as much about survival strategy as it is about [delivering value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). ## Why it's important to understand what's impacting customer success in 2026 Recognizing the pitfalls that plague other customer success teams enables a proactive approach, transforming potential missteps into milestones of learning and growth. Three years of data tell a clear story. The problems CS professionals face haven't changed much, but the stakes have. CS now carries more revenue responsibility than ever, and teams that don't fix the basics – role clarity, clean data, defined capacity – will struggle to prove the value they're creating. Like intrepid adventurers who thrive, not despite, but because of the obstacles they encounter, insightful management can sculpt a customer success environment that is dynamic, resilient, and uniquely tailored to avoid the errors of their predecessors. On the individual level, grasping at the gnarly roots of these internal barriers becomes a tool for personal evolution. As a customer success professional, you are the conduit between the company's purpose and the customer's needs, and understanding your colleagues' pain points provides a rich context by which to fine-tune your approach. So, if you find familiar echoes in the struggles shared here, let them be the nudge you need to reassess your goals and recalibrate your compass towards a more fulfilling customer success journey. --- *If you enjoyed reading this article, you'll love our State of Customer Success report. It's packed full of real-life insights like these challenges, the core responsibilities of CSMs and the KPIs teams are measured on. It's not one to be missed!* [ Discover the report ](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### Positioning the CCO as a GTM power player URL: https://www.customersuccesscollective.com/positioning-the-cco-as-a-gtm-power-player/ Last updated: 2026-09-28T10:14:18.000Z The way the best companies are structured is shifting, and it's becoming harder to ignore. The Chief Customer Officer, once seen mainly as a retention function, is moving to the center of commercial strategy. I've spent my career running customer success, sales, partnerships, channel, and account management: the full bow tie. I've been through five customer transformations, including leading global customer success at Vimeo through a $1.5 billion acquisition. One thing has become clear across all of it: companies win when they listen to their customers and act on what they hear. The customer org sits closest to that learning. That's why the CCO is positioned to drive commercial outcomes, not just protect the revenue that's already there. Here's why that's true, and what it looks like in practice. ## Revenue models have changed, and CS is at the center of it Ten years ago, customer success was mostly about adoption metrics. You tracked usage, ran QBRs, and hoped the renewal came through. Go-to-market was linear: marketing generated leads, sales closed them, and CS picked up from there. That model is gone. Today, revenue is earned continuously. Usage- and adoption-based pricing is becoming standard, especially as AI reshapes how software gets priced and packaged. On a usage-based model, what a customer does after the sale decides whether you retain and grow that account. That puts CS in the middle of the revenue equation. Every interaction your team has with a customer protects revenue or loses it: a support ticket, a QBR, a renewal call, a casual check-in. Your CS team is the human in the loop between your company and your customer. Most organizations still measure CS on NPS and CSAT. Those metrics have their place, but they don't tell the full commercial story. Here’s what speaks the business's language: - Resources saved - Dollars gained - Value earned - Risk avoided ## The customer sits at the center now The old bow tie model put the customer at the end: marketing feeds sales, sales closes, CS retains. Clean, linear. The modern version looks different. The customer sits in the center, with sales, marketing, product, finance, and operations orbiting around them. AI increasingly connects those functions, surfacing friction points and making it easier to assign accountability across the business. For CS leaders, that means your function is central. The intelligence your team generates from customer conversations flows into product decisions, pricing strategy, sales messaging, and executive planning. That's a different seat at the table than CS has traditionally had. _This post is for paying subscribers only._ ### Why do leadership and management keep misaligning (according to CCOs) URL: https://www.customersuccesscollective.com/leadership-and-management-misalignment/ Last updated: 2026-09-22T14:00:44.000Z In all businesses, [leadership](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) sets the direction. Sure, metrics come and go, often redefined depending on business priorities. Usually, a kickoff happens and everyone nods along. But there can often be a disconnect. Many [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) find themselves in an all-too-familiar situation where months later, leadership’s message *still* hasn't quite landed two or three levels down. And the real sticky point is that nobody can quite explain why. That gap, between what leadership *decides* and what actually *happens* on the ground, is different from the usual [sales-CS-product](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) friction that gets most of the attention in CS debates online and at conferences. It's vertical rather than horizontal: the [C-suite](https://www.customersuccesscollective.com/c-suite-buy-in/) sets a vision, and somewhere between the executive floor and the frontline, the message gets thin, stalls out, or stops. Four practitioners at [Chief Customer Officer Summits](https://events.customersuccesscollective.com/) described pieces of this problem from different angles, in their own words. ## What happens when nobody manages the gap on purpose **Mike Merit, Chief Customer Officer at Planet,** gave the clearest account of what this looks like left unmanaged, in his talk at [Chief Customer Officer Summit San Francisco](https://www.customersuccesscollective.com/rewriting-customer-support-playbook-anecdotal-to-actionable/) 2024 on building [customer-centric culture](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) across remote teams. His whole talk was about operational clarity, so this is squarely what he was there to discuss. When he joined his company, role clarity between CS, sales, presales, and support hadn't been defined at a leadership level, so it was being fought out informally by the people doing the work. *"What had been happening until then was that it was happening at the bottom level,"* he said. *"The* [*account executive*](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/)*, the CSM, the* [*tech support manager*](https://www.customersuccesscollective.com/technical-customer-success-manager/)*, you know, the presales engineer, they all were fighting over this at their level, and trying to get clarity. That just doesn't work long term."* His fix was what he called the “Clarity Engine,” built around a specific communication structure that ran the full length of the organization. > *"There's the exec meeting, then we do a VP meeting, then we do the* [*customer success people managers*](https://www.customersuccesscollective.com/from-individual-contributor-to-management-a-customer-success-managers-transition/) *meeting where I brief them. Then we do the all-hands, and then we do comms out to partners, then we do comms out to customers.”* Crucially, Mike also didn't assume his CS managers already knew how to carry that cascade. At the end of his talk, he was asked directly in a Q&A portion about the type of training he gave the managers in his team leading remote teams; he described bringing them together in person before rolling anything out: > *"This is the training we brought the table group in and actually showed them how to run meetings* \[...\] *So the cascade down, but also the cascade up of information.”* [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## A CCO's case for staying close to the frontline **Lynn Dick, Chief Customer Officer at Language Services Associates**, made a related case from a different angle, in her talk at [Chief Customer Officer Summit New York](https://events.customersuccesscollective.com/location/cconewyork) about her 26-year path from entry-level coordinator to the executive team. Her core argument was that a leader's job is to keep [advocating upward](https://www.customersuccesscollective.com/authentic-leadership-guide/) for what the frontline actually needs, not just to set direction and walk away. > *"Ultimately, I see myself very much as an advocate for our customers and for our customer-facing teams* \[...\] *I want to talk to them, too. Because they're the ones that are actually on the front lines. They're the ones that are talking to my customers. They will tell me what is not working, for sure."* She also described a specific mantra she uses to [train the managers](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) coming up underneath her, on delegating without disappearing: *"You don't have to do it yourself. You just have to inspect what you expect and that it's getting done."* She said she teaches this *"to my up-and-coming next-level leaders, everybody, this concept."* Her closing framing of the leadership role was direct: "We [hear the customer's voice](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/). We understand the realities of our frontline workers. And we are able to influence strategy at the highest levels of the organization." Her advice to the room was correspondingly simple: > *"Stay connected. Walk your customer journeys. Talk to your customer-facing teams. And advocate, sometimes loudly."* [Learning to lead: A guide to authentic leadershipThis article will serve as your personal guide through the sometimes hazardous journey of leadership. Here’s what you’ll walk away with: the five rules that encompass my leadership framework; the five promises you won’t compromise on; and the 10 deliberate actions you can take.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-d6026c59-80a5-4032-9bf0-cb143aeba90c.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--14--7a3dd1e7-a12a-4903-b0ea-f3a04581e8a5.jpg)](https://www.customersuccesscollective.com/authentic-leadership-guide/) ## Leaders as the buffer, with nowhere to put the pressure **Maranda Dziekonski, Chief Customer Officer at Fexa**, spoke to the cost side of this gap in her talk at [Chief Customer Officer Summit London](https://events.customersuccesscollective.com/location/ccolondon) 2025 that was mainly about burnout economics, not leadership structure directly. Her point about the vertical squeeze came up in Q&A, when an audience member described a CFO pushing aggressive year-on-year price increases without registering the toll it was taking on her CS team. Earlier in the talk, describing people in her role generally, she said: > *"Hard truth: I think CCOs or VPs of CS are the organization's emotional shock absorbers.* \[...\] *We absorb stress from our teams, from our customers, and our executives often without a safety net of our own."* When the audience member asked how to get her CFO to actually register that cost, Maranda's answer wasn't really about the team. It was about the position of the leader stuck in between: *"You have to be the buffer between CEO, CCO, or whoever is above you and your team."* ![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg) ## Leading a team through change means giving context, not just direction **Julia Matviichuk, Chief Customer Success Officer at Taimi**, addressed this from a different context still, in a [Chief Customer Officer Summit London](https://events.customersuccesscollective.com/location/ccolondon) talk on resilient leadership, drawn from leading a distributed CS team through the early days of the invasion of Ukraine. It's worth being precise about her framing, because she explicitly scoped her strongest claim to crises rather than presenting it as a universal rule: > *"There are different situations. And sometimes you need to be a manager. Sometimes you need to be a strong leader. But in times of crisis, it's about the first one."* That's the context for her line about what a leader owes a team [during upheaval](https://www.customersuccesscollective.com/behavioral-science-behind-change-management/): > *"So if you want to overcome something and get to new heights as a team, you need to get stronger, to get a stronger vision, and to learn how to lead, not to manage."* In a normal operating environment, by her own framing, managing is also legitimate. It's specifically [in crisis or major change](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) that she argues leading has to take over. Her point about what happens when a manager doesn't buy into the strategy came from the same talk: > *"If, for example, one of your leaders, team leaders, doesn't understand the whole idea of your strategic goals, doesn't support it, it will influence the rest of their team."* [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Communicating past the leadership team, not just within it **Astra Duke, Global VP, Customer Success at 1E**, named the mechanical version of this problem directly, in her talk on change management at [Chief Customer Officer Summit London](https://events.customersuccesscollective.com/location/ccolondon) in 2024: > *"This is more so from a leadership perspective* \[...\] *It's just making sure that we are actually communicating not only within our leadership teams but to our individual team members and, you know, our customers."* ## Where these perspectives converge Mike and Lynn both describe active practices for closing the gap on purpose, one through structure, the other through staying personally connected to the frontline and training managers to delegate without disappearing. Maranda names the cost to the people stuck absorbing it, in an answer to one specific question rather than as her central thesis. Julia argues that a manager who doesn't buy into a strategy can't be expected to carry it forward, though her strongest language about leading over managing is specific to crisis conditions. Astra points out that leaders often mistake talking to their peers for talking to their organization. None of this is a problem better Slack/Teams habits would fix. It's an [accountability gap](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/): nobody owns making sure strategy survives the trip from the executive floor to the frontline, and closing it looks different in a routine quarter than it does in a crisis. [![Evaluate your CSM's performance scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--3-.jpg)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ## Practical moves that surfaced across these talks ### 1\. Train managers on the cascade itself, not just the message Mike’s team brought managers together for a dedicated kickoff and taught them how to run meetings that would carry information both down to their teams and back up to leadership. ### 2\. Build a specific, repeatable communication structure Mike's exec meeting to VP meeting to people-managers meeting to all-hands to partners to customers gives every layer a defined moment to pass information along, rather than relying on it trickling down informally. ### 3\. Give managers the why, not just the what Julia's point was that a team lead who doesn't understand or believe in a strategy can't effectively represent it, however clear the instructions are. ### 4\. Recognize that the buffer role has a cost Maranda’s "emotional shock absorbers" framing is a reminder that the people managing this gap are absorbing real pressure from both directions, which is a retention risk at the management layer itself if it goes unacknowledged. Check where your last communication actually landed. Astra’s point is a useful gut check; ask yourself about the last time you communicated a priority: who was actually in the room? ## The gap that keeps reappearing None of these speakers treated this as solved once and left behind. Mike built an entire operational framework around it and still described it as needing constant reinforcement. Maranda’s framing suggests it's a permanent structural feature of the CS leadership role, not a bug to patch out. The distance between what leadership decides and what happens on a customer call doesn't close by itself, and it doesn't stay closed once someone does the work. It has to be managed on purpose, continuously. --- ## Keep the strategy conversation going The gap between leadership and the frontline doesn't close with one article; it takes ongoing access to the thinking that's shaping how top CCOs actually operate. With a [CSC Pro+ membership](https://www.customersuccesscollective.com/pro-plus-membership/), you get early and ungated access to [reports](https://www.customersuccesscollective.com/content-hub/?filter=reports) like this one, 100s of hours of OnDemand sessions from CS leaders at companies like LinkedIn, Intercom, and Stripe, access to 9+ certifications, as well as members-only strategic content delivered straight to your inbox, so you can build strategies and make decisions backed by a wealth of real-world leadership insight. [ Convince your boss ](https://www.customersuccesscollective.com/pro-plus-membership/) ### CS-to-sales expansion handoff template URL: https://www.customersuccesscollective.com/cs-to-sales-expansion-handoff-template-framework/ Last updated: 2026-09-22T10:00:49.000Z ### What is a CS-to-sales expansion handoff playbook? It's a working template for deciding who owns each stage of an expansion opportunity, spotting it, qualifying it, and closing it, and ensuring the customer never feels the seam when the deal moves from your success team to your sales team. ## What's inside the template? Five sections, each building on the last, from your current state to a fully aligned operating model: 1. Map your current model 2. Define ownership across identify, qualify, and close 3. Design your warm handoff moments 4. Align your KPIs so both teams win together 5. Put the supporting systems in place ## How to use the template Before you touch process, get honest about where the line already sits today, then work through the sections with your CS and sales leads in the same room. The ownership split, the handoff checklist, and the KPI table all depend on both teams agreeing to the same definitions. Revisit section five every quarter. The systems you put in place are the early-warning system that tells you whether the model from sections two to four is actually holding, or quietly drifting back to how things used to work. ## Download your CS-to-sales expansion handoff template ![CS-to-sales expansion handoff template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CS-to-sales-expansion-handoff-template.png) [CS-to-sales expansion handoff templateCS-to-sales expansion handoff template.pdf149 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/09/CS-to-sales-expansion-handoff-template.pdf "Download") [CS-to-sales expansion handoff templateCS-to-sales expansion handoff template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/09/CS-to-sales-expansion-handoff-template.docx "Download") [CS-to-sales expansion handoff templateCS-to-sales expansion handoff template Define who owns identify, qualify and close, and design a handoff your customer never feels When customer success and sales both touch expansion revenue, unclear ownership shows up fast. Deals stall waiting for someone to pick them up, customers get pitched…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-fb712426-5297-457d-ac5e-ea86fc689b92.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLVv_b8zmXt7_AjO0w72af6K37PB_Evpg41OL4T0frfVv5TnCu2mKVDWc8R82Xj_tIOeAW6x6QcB27QBk0SUssz74npxas_3qHOJZHN4X-MgiUHbAA-w1200-h630-p-9654bc74-ad42-4937-befc-770367131bfd)](https://docs.google.com/document/d/1YaxaTon2XpvxlBFOMWAiRtUFuytHjQ9uIw25JvMAkjM/edit?tab=t.0) _This post is for paying subscribers only._ ### What happens when AI starts working before your team does URL: https://www.customersuccesscollective.com/agentic-support-vs-ai-assisted-support/ Last updated: 2026-10-21T16:36:17.000Z I'm the Co-Founder of [Helply](https://helply.com/), an AI-native support platform. Our agentic support platform includes a modern help desk and [ticketing system](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/) designed for humans and AI agents to work together, an [AI knowledge base](https://www.customersuccesscollective.com/ai-knowledge-base-customer-support/) that keeps itself up to date, and a powerful MCP that allows you to connect with your tech stack to give Helply full context on every customer. Think of Helply as the context and orchestration layer that allows AI to take action on every ticket, from responding and investigating to resolving end-to-end. I spoke at this at the [AI for Customer Support Summit in San Francisco](https://events.customersuccesscollective.com/location/supportsf) in September 2026\. Here's what changed once we stopped asking AI to draft and started asking it to work. A customer wrote in because their imports kept failing. They had already tried uploading the file again. They didn't include an error message, job ID, or attachment. That ticket used to begin with a human [customer support](https://www.customersuccesscollective.com/customer-support/) agent opening four tabs. The Helply AI agent matched the conversation to the customer's account. It found their last three import attempts. Then it checked the relevant knowledge article and identified the problem. The uploaded file had a column mismatch. The investigation took a total of four seconds. The best part was, nobody on our team had to even open the ticket. The [AI agent](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) didn't send the reply automatically. That wasn't within its permissions for this case. It completed the investigation and prepared a customer-ready response. A human agent then reviewed, approved and sent it. That was the moment the change felt real. Our [customer support agent](https://www.customersuccesscollective.com/customer-support-manager/) opened the conversation with the work already done. They made the decision – it only took a couple of minutes – instead of spending 20+ minutes gathering evidence manually to eventually make that same decision. ****Watch how this played out live** Tom spoke at the [****AI for Customer Support Summit in San Francisco**](https://events.customersuccesscollective.com/location/supportsf/) about what happens when AI starts working before your support team does. [Watch OnDemand ](https://www.customersuccesscollective.com/signup/) ## Where we started with AI Before we got where we are today, we went through two phases. First, we added [AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) to Groove, our help desk at the time. This drafted replies and summarized conversations for us, helping agents work faster while making sure the workflow stayed the same. But then we started using Claude with MCP connections. We decided to connect it to Groove, our knowledge base, Linear, Stripe, Slack, product data, and logs. Now AI could investigate, not just write. But a real human person still had to run the process: a ticket arrived; someone opened it and had to decide *what* to investigate; then they gave Claude the context, waited, reviewed the output; in the final stage, they then returned to the help desk. Our process didn't feel broken anymore. Instead, it felt like progress. The problem became clear after we mapped a [complicated ticket](https://www.customersuccesscollective.com/how-to-lead-team-complex-customer-empathy/). Before anyone replied, they had to understand the request, gather account details, search past conversations, check the knowledge base, investigate product usage, involve engineering, and decide what to do. Writing the reply took two minutes. Figuring out what the reply should say could take up to 20 minutes. AI was helping with the final step, but most of the work still happened before that. [![What happens when AI starts working before your team does. Tom Morkes, Co-Founder at COO ar Helply ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_In-Article_Ads_Template--11-.jpg)](https://events.customersuccesscollective.com/location/supportsf/speaker/tommorkes) ## We hit a ceiling While Claude made the investigation faster, it didn't remove the investigative process from our human agent's plate. We hit three limits. ### 1\. Cost We were on pace to spend about **$48,000 per year on Claude workflows**. One complicated investigation could take 25 minutes and cost $8. ### 2\. Context A single ticket might require information from 7 systems. Someone still had to find and assemble that information for Claude. ### 3\. Orchestration A person had to open the ticket, start the workflow, wait, review everything, and take the next action. Those workflows also lived in individual setups. They were hard to share and maintain. Each investigation started close to zero. We estimated Claude made each support person about 22% more efficient. That saved roughly 8 hours per week. Those were real gains, but we were still [limited by human capacity](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/). The bottleneck was the system: for all its wisdom, Claude didn't know when to start, what it could do, or when it needed approval. We had to build the new agentic support platform around this new concept of directing AI work. ## The question we had backwards As neat as it would be, there wasn't “one ticket that changed everything.” We realized we were asking the wrong question. We kept asking, *how can AI help our support team work faster?* That question assumes every ticket must start with a person. We started asking, *what if our team directed the work instead of executing every step?* Some tickets don't need a person. Some need a person after the investigation is complete. Others require [human judgment](https://www.customersuccesscollective.com/why-ai-falls-short-in-customer-success-without-human-insight/) from the start. The system should determine which path fits. It shouldn't send every conversation to a person by default. We couldn't get there by adding more AI features to Groove. Claude gave us the reasoning engine. We still needed shared context, reusable skills, clear guidelines, repeatable processes, integrations, actions, permissions, and [escalation rules](https://www.customersuccesscollective.com/how-xbox-support-reduced-escalations/). We needed AI agents that could start working when the ticket arrived. That became Helply. [![AI-first customer support playbook template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/AI-first-support-playbook.jpg)](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) ## What actually changed for our customer support agents Our human support agents eventually stopped starting every ticket from zero. The AI agents now handle repetitive tickets, gather context, search, investigate, follow our processes, and take approved actions. Our people direct the work. They make judgment calls, handle exceptions, [manage relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/), and improve the system. The results showed up in four weeks. Median first response fell from 18.2 minutes to 5.8 minutes. That was a 68% improvement. Responses within our one-hour target increased from 61% to 82%. Agents performed substantive work – checking accounts, gathering info, validating data – on 64% of conversations. Escalations to product and engineering fell by 40%. We established pretty early on that [capacity matters most to us](https://www.customersuccesscollective.com/coverage-models-segmentation/). We now support about 1,300 customers and 1,800 monthly conversations with two full-time support people. At one point we had six. More importantly, we're growing, and we don't expect to hire a third customer support agent for the next 1,000 customers. The biggest surprise was how quickly this spread beyond support. We're a 15-person company. About seven people use Helply each week across support, [product](https://www.customersuccesscollective.com/customer-success-and-product-management-saas-dream-team/), engineering, [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), and [leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/). They can start with the context already assembled. They don't need to find the person who knows where everything lives. Nobody misses copying account IDs between tabs. Removing that work didn't make the job smaller. It created space for the creative, more meaningful work that only a human can do. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Earning the right to act If every ticket still waits for a person to begin, AI hasn't truly changed your capacity – it’s only made part of the existing workflow faster. I get so many support teams ask me whether I trust AI. I’ll be honest, that question is too broad to be helpful. Instead, I like to ask what AI has earned the *right* to do. Use evidence. Measure resolution accuracy, escalation rates, customer satisfaction, policy compliance, and human correction rates. Then create three clear paths. 1. **Resolve repetitive work** when the agent has enough knowledge, confidence, and permission. 2. **Collaborate** when the agent can complete the investigation, but a person should decide. 3. [**Escalate**](https://www.customersuccesscollective.com/how-to-lead-team-complex-customer-empathy/) when the case requires human judgment from the start. Every time an exception happens – the AI agent gets something wrong, or a human support agent has to step in – treat it as a diagnostic, not just a one-off fix: - Was **context missing?** - Was the **knowledge out of date?** - Was the **process unclear?** - Did the **AI agent lack permission** to act? Fix the actual cause, and the system handles that type of case correctly next time. AI should own as much work as it can handle reliably. No more and no less. The gap between AI assisting and AI acting is the system that lets the model do real work, and lets people audit and improve it in real time. ****Get the full playbook** Tom, Co-Founder of Helply, spoke at the [****AI for Customer Support Summit in San Francisco**](https://events.customersuccesscollective.com/location/supportsf) about what he learned moving from traditional support and Claude workflows to [****a fully agentic support model**](https://events.customersuccesscollective.com/location/supportsf/speaker/tommorkes)****.** [Watch OnDemand ](https://www.customersuccesscollective.com/signup) ### Rewriting the customer support playbook: From anecdotal to actionable URL: https://www.customersuccesscollective.com/rewriting-customer-support-playbook-anecdotal-to-actionable/ Last updated: 2026-09-18T14:00:12.000Z At Elsevier, we run a global customer service operation with around 300 agents supporting academic researchers, doctors, research leaders, and R&D pharma companies. They rely on our products every day to do serious, meaningful work. So when something goes wrong with access, or when they can't find the information they need, the stakes feel real. For years, we had a problem I suspect a lot of you will recognize: our agents knew exactly what customers were contacting us about. That knowledge was sitting right there in the room. But we couldn't translate it into data. We couldn't take it upstairs. We couldn't use it to drive change across the business. It was anecdotal, and anecdotal only gets you so far. We've been on a deliberate journey to change that. We introduced a set of analytical tools designed to extract genuine insight from customer conversations and journeys, then convert those insights into concrete initiatives. Here's how we did it, what tools we used, and what we actually built as a result. ## The problem with support agent tagging Before getting into the tools themselves, it's worth pausing on why we needed them in the first place. Like most support operations, we used to rely on our support agents tagging tickets to understand contact reasons. In theory, that makes sense. In practice, it rarely works. Agents want to move on to the next ticket – they're not thinking about data integrity in the middle of a queue. What we found, consistently, was that the first option on the dropdown was the most frequently selected. Not because it was the most accurate, but because it was the easiest. That's not insight, that’s just noise. And when you're trying to build a business case for investment or change, noise doesn't help you. What we needed was a way to understand what customers were actually saying, in their own words, without relying on agents to interpret and tag in real time. ## Interaction analytics: Letting the conversations speak The first tool we introduced was **interaction analytics**. The mechanics are fairly straightforward: it takes every verbatim interaction from phone calls, transcribes them into text, then applies analytical tools alongside chat and email data to extract patterns and themes. In the past, that meant keyword identification. Increasingly, it means large language models doing the heavy lifting. The output tells you: - How many times a particular issue came up - How customers felt during those interactions, based on the language they used - How those contact reasons shift over time You can visualize all of this in dashboards, spot peaks and troughs, and catch a specific issue starting to spike before it becomes a crisis. The real value, though, is in the depth of understanding you get. Because you're working from customers' actual words, you can go much further than a tag ever allowed. You can understand what the problem really was, what the customer was feeling, and what your team did to resolve it. That's a fundamentally different quality of information. ## Adobe Analytics: Understanding the digital journey Alongside interaction analytics, we deployed **Adobe Analytics** to track how customers behaved on our support hubs. Other tools do similar things, but the principle is the same: you're watching what customers actually do when they try to help themselves online. How many clicks did it take them to find an answer? Did they eventually give up and click on a contact option? That last action is particularly telling. When a customer moves from browsing your support hub to initiating a chat or picking up the phone, that's a signal – they didn't find what they needed, and your self-service content failed them in that moment. Tracking that journey lets you understand how effective your support hub genuinely is, not based on assumptions, but based on observed behavior. _This post is for paying subscribers only._ ### Scaling Customer Success: How AI is reshaping the CS maturity journey URL: https://www.customersuccesscollective.com/scaling-customer-success-how-ai-is-reshaping-the-cs-maturity-journey/ Last updated: 2026-09-30T08:26:58.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** September 26, 2026 **Time:** 5:00pm BST **Location:** Online [Watch Ondemand](https://www.customersuccesscollective.com/chief-customer-officer-summit-boston-2026-video/?wchannelid=d7vf731gm7&wmediaid=au6knm4hvk) While AI promises to accelerate every aspect of Customer Success, many leadership teams are still determining where it delivers measurable value, where it falls short, and how it changes the roadmap for organisational maturity. Explore a proven Customer Success maturity model through the lens of today's AI landscape. Examine the critical capabilities that define high-performing CS organisations, identify the inflection points that require leadership attention, and discover how AI is transforming some stages of maturity while leaving others fundamentally dependent on strategy, culture and human leadership. Leave with a framework for assessing where your organisation stands today, where AI can create meaningful advantage, and how to invest in the capabilities that will define the next generation of Customer Success. --- ### **Key Takeaways:** - **Understand where AI adds real value** \- Identify which areas of Customer Success AI can accelerate, automate and enhance, and where human expertise remains essential. - **Assess your CS maturity** \- Use a proven maturity model to understand where your organisation stands, identify key capability gaps and spot the inflection points that require leadership attention. - **Build for the next generation of CS** Learn where to invest in strategy, culture, capabilities and AI to create sustainable advantage as your organisation matures. --- ### Meet the speaker: William Chester, Chief Customer Officer at VitalSource Technologies William Chester has more than 30 years of experience in digital learning, with a career spanning Customer Success, operations, business development, education, and organisational leadership. As a member of the founding team at VitalSource Technologies, William has held a range of operational and global business development roles before becoming Chief Customer Officer. Today, he leads a 150+ person, multi-segment Customer Success, Support, and Operations organisation, focused on developing leaders, aligning teams around strategy, and delivering measurable, sustainable improvements across SaaS and non-SaaS lines of business. Before VitalSource, William’s experience included higher education research, teacher training, instructional research and innovation, classroom teaching, an ### How RevOps and CS Ops can work together URL: https://www.customersuccesscollective.com/revops-and-cs-ops/ Last updated: 2026-09-17T16:38:51.000Z There’s nothing more debilitating to a company’s [data hygiene](https://www.customersuccesscollective.com/bad-customer-data-hygiene/)– and any to [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) opportunities – than siloed [revenue operations](https://www.revenueoperationsalliance.com/what-is-revenue-operations-revops/) (RevOps) and [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/) (CS Ops) teams. Sure, they sound like they’re two distinct branches of general business operations, floating about in the ether of your org chart; it can be so easy to view these roles in siloes, but when they’re synchronized, the potential is staggering. When both revenue and customer business functions collaborate, they’re able to break down silos, improve data quality, align on shared goals, and drive retention, expansion, and customer lifetime value. **💡 TL;DR: Essentially, if you have RevOps and CS Ops functions that *aren’t* collaborating, you’re sitting on an untapped opportunity to transform customer relationships into long-term revenue engines.** Looking for the best way to get this off the ground? Start with regular touchpoints between your two operations teams – *then* reinforce them with shared KPIs, integrated tools, and one or two joint pilot projects to prove impact quickly. ![What is RevOps? RevOps centralizes and aligns marketing, sales, and customer success processes, data, and tech to maximize revenue. What is CS Ops? CS Ops ensures the CS function runs efficiently, strategically, and with measurable business impact.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/RevOps-vs-CS-Ops--2-.jpg) ## Why the RevOps-CS Ops relationship matters It’s 2025, and customer success isn’t just about keeping customers happy anymore. It’s a revenue engine in its own right. And the numbers prove it. According to the [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/), 78.7% of CS pros believe CS is a key revenue driver, and nearly half (49%) fully own expansion revenue through [upsells](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), [cross-sells](https://www.customersuccesscollective.com/cross-selling/), and [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/). In other words, CS teams aren’t just influencing revenue, they’re actually closing it. [Retention and expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) now sit right alongside new logo acquisition in boardroom conversations. With 87.2% of CS professionals naming retention as a core responsibility, it’s no surprise that the smartest orgs are putting RevOps and CS Ops at the same table. As **Franca-Sofia Fehrenbach, Head of Customer Success at PlanRadar**, put it at the [**Customer Success Summit London 2023**](https://www.customersuccesscollective.com/customer-success-festival-london-2023-ondemand/): > *“One of my main takeaways… is get your data straight, get your data quality up. You cannot work in a silo. You have to make sure everything is well integrated with your CRM and all the other systems you’re using.”* While CS Ops might be the architects of a great customer experience, RevOps brings the blueprint for *scaling* it. We’re talking clean data, the right tech, and processes that connect every single touchpoint. Together, this marriage of Ops turns “good customer service” into measurable business growth. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## 4 ways RevOps and CS Ops win together ### 1\. Clean, connected data If you want clean, accurate, and actionable customer data, your RevOps team is a key player. They help CSMs access insights like [usage trends](https://www.customersuccesscollective.com/product-usage-metrics/), sentiment scores, industry data, and [internal champions](https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/), giving teams the clarity they need to drive retention and growth. Then, CS Ops takes that squeaky clean data and runs with it – spotting churn risks, finding upsell opportunities, and pulling customer stories for advocacy. And since 65.6% of CS teams use product usage data to predict churn ([State of Customer Churn 2023](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/)), having a RevOps partner to make that data clean and reliable is a game-changer. 💡 ****Example:** LinkedIn built a unified customer health score that [rolled 30+ metrics into one easy-to-read number](https://www.revenueoperationsalliance.com/linkedins-strategy-for-unifying-sales-and-customer-success/), as revealed by ****Sara Katzman, VP Customer Success Strategy & Operations at LinkedIn**. Suddenly, sales and CS could speak the same language and prioritize accounts together. ### 2\. Shared goals, shared success Nothing kills alignment faster than tracking totally different KPIs. That’s why the strongest RevOps-CS Ops partnerships rally around metrics like: - [**Net revenue retention**](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) **(NRR)** is tracked by 58.5% of CS teams (State of Customer Success 2025). - [**Expansion**](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) **revenue** is tracked by 36.6% of teams (State of Customer Success 2025). - [**Churn**](https://www.customersuccesscollective.com/customer-churn/) **rate** is tracked by 51.2% of teams (State of Customer Success 2025). When those numbers live in a shared dashboard and come up in every business review, you stop working in parallel and start pulling in the same direction. [Sales to customer success handover templateAn email protocol template between sales and customer success to ensure a smooth handover process.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-352.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Sales-to-customer-success-handover-template-meta-1.png)](https://www.customersuccesscollective.com/sales-to-customer-success-handover-template-framework/) ### 3\. Seamless sales-to-CS handoffs Sales closes the deal. CS delivers the value. That’s the story in a nutshell, right? But without a clean handoff, things get messy… and pretty fast. What *should* happen is for RevOps to design the process so that CS knows exactly which outcomes were promised during the sale. Then, CS Ops makes sure those outcomes get tracked, measured, and achieved. Now, this is especially critical given that 67.7% of CS teams handle onboarding and 76.8% focus on value realization, two areas that can make or break a customer’s first year (State of Customer Success 2025). And when sales comp models reward [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) and retention? Everyone’s invested in long-term success. ### 4\. Operational efficiency that scales Scalable, iterable processes are the aim of the game when it comes to Ops. The long and short of it is that RevOps fine-tunes your systems and automations so the org’s machine runs smoothly. Over in the customer success camp, you’ve got CS Ops, who’re building scalable plays like digital onboarding programs, churn post-mortems, and proactive renewal cadences. But scaling isn’t just about speed. In fact, speed can be the kryptonite of any Ops team. Instead, it’s about calculated sustainable progression that frees time for revenue-driving work. As **Steve Cornwell, then founder and CEO of Northpass**, noted in his 2023 Customer Success Summit New York keynote: > *“Many of our customers say that 30% of their CSM time is spent on training… for a mid-sized company with 20 CSMs, you’re talking three-quarters of a million dollars spent on training alone.”* That’s why automation and scalable customer education programs aren’t just nice-to-haves, but are high-impact cost savers. For example, 23.2% of CS teams are already investing in automated onboarding and training (State of Customer Success 2025), and those who do often see faster time-to-value and better adoption. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## A simple framework for teaming up Here’s how to get RevOps and CS Ops aligned without overcomplicating things: 1. **Lock in joint KPIs:** NRR, renewal forecast accuracy, time-to-value. 2. **Create one source of truth –** same dashboards, same data hygiene standards. 3. **Start with a pilot:** One joint project, prove impact, then scale. 4. **Set regular touchpoints:** Monthly journey reviews, quarterly revenue meetings. 5. **Enable with tech:** CRM, analytics, and automation tools that talk to each other. [CS Ops: The ultimate guide to customer success operationsCustomer success operations, otherwise known as CS Ops, is a new type of role we’re beginning to see crop up within customer success. Like any ordinary operations role, CS Ops functions within customer success to help it run smoothly.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-353.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CS-Ops-2.jpg)](https://www.customersuccesscollective.com/customer-success-operations/) ## The LinkedIn example At LinkedIn, [Account Directors](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (sales) and CSMs (CS) had competing priorities and no unified way to track customer health. This was revealed at [Revenue Operations Summit](https://www.revenueoperationsalliance.com/events/) by **Sara Katzman, VP Customer Success Strategy & Operations at LinkedIn.** Their fix? A three-part health score: - **Product utilization:** Are they logging in and using the key features? - **ROI:** Are they getting measurable business [value](https://www.customersuccesscollective.com/value-most-important-metric/)? - **Sentiment:** How do they feel about the partnership? According to Sara, they piloted it with a small group, then they refined it based on feedback, and completed it with a company-wide roll-out. The payoff? - Shared understanding of [account health](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/). - Better territory and account planning - Leadership visibility into risks and opportunities. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The bottom line RevOps and CS Ops collaboration is all about creating a connected revenue engine. The result: - Higher [retention](https://www.customersuccesscollective.com/customer-retention/) and [lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) (and with 87% of CS pros focused on retention, this is the big win). - Healthier margins. - Scalable customer programs. - A [smoother journey](https://www.customersuccesscollective.com/professional-services-to-customer-success/) from day one. Start small. Pick one shared initiative. Prove the value. Then watch how quickly those “two distinct branches” start growing in the same direction, straight toward growth. --- ## Looking for an even deeper understanding of CS Ops? We have the perfect course to help you establish a successful customer success operation. Introducing... [**Building a Customer Success Team Certified: Masters**](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/). By taking this course, you'll discover how to: 🔧 Leverage technology and automation to streamline customer success operations and improve efficiency. 🧑‍🎨 Sculpt out a strong CS function and learn for your business, including where CS slots into the client experience and why it’s an investment for the future. 🎨 Create effective customer onboarding processes and ensure a seamless transition from sales to customer success that sets the stage for long-term relationships. 🧱 Build a culture of continuous improvement by cultivating a mindset of learning and growth within your customer success team [ Get certified ](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ### Why your knowledge base decides whether AI works in customer support URL: https://www.customersuccesscollective.com/ai-knowledge-base-customer-support/ Last updated: 2026-09-14T13:00:12.000Z During a recent [Customer Support Summit](https://events.customersuccesscollective.com/), it was revealed that a VP had been pressed by their [C-suite](https://www.customersuccesscollective.com/chief-customer-officer/) about expediting their AI rollout: *“Can't you just make this thing work without a knowledge base?”* It's a fair question to ask if you've never built an [AI support deployment](https://www.customersuccesscollective.com/will-ai-replace-customer-support-video/). But it's also the wrong question, and the answer explains most of the difference between support teams whose AI actually works and teams whose AI keeps making things up. New research from our [**AI in Customer Support Leaders Report**](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/), which surveyed support leaders alongside speakers from the Customer Support Summit series, backs that up with numbers: - Only **32%** of support leaders describe their knowledge base as fully AI-ready: structured, maintained and reliably retrieved. - **42%** say theirs is only partially there, meaning AI can find information but not consistently enough to trust. - **17%** say their knowledge isn't AI-enabled at all. That's a majority of teams asking AI to answer customer questions from a knowledge base that isn't built for the job. [![AI for Customer Support Leaders 2026 Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ## Why knowledge quality matters, not the AI model AI can only retrieve, reason with and communicate the information it's given. That sounds obvious written down. It's somewhat *less* obvious when a vendor demo promises a chatbot that resolves **80%** of tickets, and *considerably* less obvious once the budget's already been signed off. **Megan O'Donoghue**, VP Global Support at Bazaarvoice, saw exactly how much the knowledge layer mattered once her team fixed it: > "When we pointed our bot at our KCS knowledge base, and we had been implementing KCS for over a year before that, the quality of our responses increased by about 80%." Bazaarvoice didn't switch AI platforms or upgrade to a newer model. The AI stayed the same. The information it was pulling from got better, and the results changed by **80%**. That pattern holds across the research: teams with fully AI-ready knowledge cluster in the highest deflection bands, while teams without AI-enabled knowledge sit stuck at 0 to 10% deflection. At this [stage of AI adoption](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/), the knowledge base is the ceiling everything else operates under, well ahead of any single other factor. ****Your knowledge base could be costing you 80% in AI performance** That's what fixing it did for Bazaarvoice. Get the full [****AI for Customer Support Leaders 2026 Report**](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) for the deflection rate data by AI-readiness tier, plus six leader interviews in full. [Download your copy ](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ## What the AI knowledge base problem actually looks like It rarely looks like one big obvious gap. **Katherine Gutierrez**, Sales Operations Manager at Oticon, described the more common version: > *"We had duplicate* [*content*](https://www.customersuccesscollective.com/customer-success-value-led-content/)*, outdated content, content that no one had looked at in years, spread across departments with no single source of truth."* That's usually years of ordinary documentation habits, nobody's fault in particular, adding up into something AI can't reliably use. What changed wasn't a new tool. *"When we finally centralized it and built a structure agents could actually use, onboarding time dropped by half and escalations went down significantly,"* Gutierrez said. Fixing the structure paid off for [human agents](https://www.customersuccesscollective.com/human-first-approach-at-work/) before AI ever entered the picture, which is worth sitting with. Good knowledge infrastructure helps everyone using it, not just the bot. The research backs up where teams are actually putting effort. **57%** have restructured articles for [AI consumption](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/), adding clear titles and tagging. **55%** have implemented retrieval-augmented generation (RAG). **48%** have consolidated into a single source of truth. **38%** have built out a taxonomy for products and issues. Those are the four investments showing up most, and they're also, not coincidentally, the four things Bazaarvoice and Oticon both did before their numbers improved. **One in five teams** in the research **have made none of these investments.** That group is almost certainly sitting in the lowest deflection band, and it's unlikely to move without doing this work first, no matter which AI platform or model it switches to next. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Problems with AI knowledge bases (and the fixes) **Olga Rais**, Senior Director of Technical Support Americas at Autodesk, named the failure mode that worries leaders most: > *"Hallucinations happen. The systems deliver the most probable next answer, and they don't know when they're wrong. That is the scary part."* 85% of support leaders in the research name hallucinations as their top AI trust concern, more than 20 points ahead of anything else on the list. There are actually two separate failures hiding under that one word. 1. AI answering confidently and incorrectly, which in a [B2B account relationship](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) can do damage that's hard to undo. 2. The second is AI refusing to answer when a good answer genuinely exists in the knowledge base, defaulting to an escalation that wastes everyone's time. Both trace back to the same root cause: [thin knowledge structure](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) with no guardrails on top of it. The fixes aren't identical, but they start in the same place. **Burak Kebapci**, Sr. Director of AI Customer Support at Cardlytics, put the accountability question bluntly: > *"What failed was not the model. It was the boundaries. If you don't have proper guardrails, AI will confidently guess and send the wrong answer."* A capable model without guardrails just produces capable-sounding wrong answers, and knowing what the AI should refuse to touch is a leadership decision, not something to hand off entirely to an implementation vendor. [![AI-first customer support playbook template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/AI-first-support-playbook.jpg)](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) ## Successful AI knowledge base implementation **George Sullivan**, Senior Director of Support and Customer Education at Clio, described what the payoff looks like once the knowledge work is actually done: > *"We're getting 80% independent non-human resolution with the AI support agent. And because of the audit trail, we're able to go in and see where we have knowledge gaps. We've been able to work cross-functionally from support into customer success and customer education to figure out where our gaps are, because now we have insights we didn't have before."* The AI's own audit trail is now pointing Clio's team to where its knowledge is still thin, beyond cleaner retrieval alone, and that's feeding back into what gets fixed next. That's the pattern across every [high-deflection](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/) team in the research: knowledge work first, deployment second, then a continuous loop where the AI's performance points to the next gap worth closing. Teams that reversed that order, deploying first and discovering their knowledge gaps through [customer complaints](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/), ended up doing the same work anyway. They just did it later, at greater cost, with a failed pilot behind them that made [the next round of investmen](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/)t harder to justify internally. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## Sort out your foundational base first, not after The teams furthest along in their [AI deployments](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) didn’t necessarily move the fastest. Some might have. But they succeeded because they got their sequencing right. Every high-deflection team in the research we undertook did the knowledge work first, *then* deployed AI. The teams that skipped it got disappointing results. They then had to go back and build the foundation they should have started with, on a longer timeline and with less internal confidence than they had before the failed pilot. That's the expensive way to learn the lesson that one[ C-suite](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) member asked about. You can, technically, make AI answer questions without a [proper knowledge base](https://slack.com/intl/en-gb/blog/productivity/what-is-an-ai-knowledge-base-tools-features-and-best-practices) behind it. It'll just make things up while it does it, and someone will notice before you'd like them to. If there's one place to put budget and headcount before the next AI rollout, it's here: - Restructure the articles - Consolidate the sources of truth - Build the taxonomy None of it’s glamorous, and none of it will show up in a vendor's product demo. It's also the single clearest predictor, across every team in this research, of whether the AI you deploy on top of it actually works. --- ## Get the full picture before your next AI rollout This article covers a fraction of what's in the [AI for Customer Support Leaders 2026 Report](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/): deflection rates broken down by knowledge-readiness band, the complete interviews with Bazaarvoice, Oticon, Autodesk, Cardlytics and Clio, and the specific investments separating high-deflection teams from the rest. [ Get your copy ](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ### I've been asking CSMs to do the wrong job. So have you URL: https://www.customersuccesscollective.com/asking-csms-to-do-the-wrong-job-so-have-you/ Last updated: 2026-09-14T10:11:26.000Z Let's start with a confession. I've spent the better part of four decades in post-sales leadership. I've built teams, redesigned them, and rebuilt them again. And somewhere in all that experience, I kept having the same debates, running the same playbooks, and wondering why things weren't clicking the way I wanted. Here's what I've finally come to terms with: **I was asking CSMs to do the wrong job**. Not because they weren't capable, not because the people we hired weren't talented, but because I designed the role incorrectly, then kept defending that design instead of questioning it. The good news? I think most of us made the same mistake. So let's talk about what went wrong, and what the job should actually look like. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_CS_Hiring_Playbook_Assets_Banner--1---1-.png)](https://www.customersuccesscollective.com/the-customer-success-hiring-playbook/) ## The debate we keep having You know the conversation. It happens in boardrooms, in leadership offsites, on Slack threads at 11pm. - Do we need more CSMs, or fewer? - Should CSMs own revenue, or stick to account management? - Do we even need CSMs at all, or should we just hire forward-deployed engineers? I've sat through that debate more times than I can count. And what I've realized is that as long as we're stuck debating, we're not doing the actual work. Something has to change. To understand what needs to change, you have to be honest about how we got here. ## How we designed ourselves into this corner When SaaS companies started scaling their customer bases, there was a real and legitimate need to address [retention](https://www.customersuccesscollective.com/customer-retention-survey-framework/). Customers were churning. Revenue was at risk. So we created a function whose primary purpose was making sure nobody left. We became, as I like to put it, really good goaltenders. Excellent at stopping things from going wrong. There's nothing inherently bad about that instinct, but it shaped everything about how the CSM role was designed. We built a defensive function when what we actually needed was an offensive one. From that foundation, we layered on responsibility after responsibility: - **Support triage**, because CSMs "owned the relationship" and were on the hook whenever something went sideways. - **Business reviews**, because we needed a structured moment to show the customer we were paying attention. - **Regular check-ins**, because staying engaged felt like the right thing to do. - **Firefighting**, because when a crisis hit, CSMs were the ones who ran toward it. None of those things are wrong on their own. But together, they created a role that was reactive, relationship-dependent, and very difficult to measure in any meaningful way. _This post is for paying subscribers only._ ### What is gamification? How to use it to drive customer engagement URL: https://www.customersuccesscollective.com/gamification-customer-engagement/ Last updated: 2026-09-17T13:19:58.000Z When I first heard the word "[gamification](https://www.customersuccesscollective.com/gamification/)," I assumed it had to mean something more complicated than it actually does. But gamification is simply the practice of making things fun by using game elements inside something you actually want a person to do. What makes it interesting is how you apply it, especially in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS), where getting clients to engage with the things you need them to engage with can sometimes feel like pulling teeth. Let's talk about what gamification actually looks like in practice, why it works, and how you can use it to drive [engagement](https://www.customersuccesscollective.com/customer-engagement-plan-framework/), learning, and long-term customer outcomes. ## What gamification really means The reason gamification matters so much in [customer success](https://www.customersuccesscollective.com/customer-success-support-video/) is straightforward: it increases client engagement. And engagement is, of course, the currency we trade in every single day. Fun comes in many forms. On one end of the spectrum, you've got something as blunt as, "I'll give you $50 if you answer my survey." *That's* gamification. You're attaching a reward to an action, and people respond to rewards. On the other end, you've got something far more sophisticated, like the badge systems companies use to recognize knowledge or achievement. Both work. They just work differently. Plenty of large organizations already use gamification in [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), training, and certification. That's the obvious territory. But the real opportunity lies in all the other customer engagements we struggle to get traction on, the touchpoints where clients go quiet, drop off, or simply don't show up. That's where gamification earns its keep. [![Customer engagement plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/Client-engagement-plan-template.jpg)](https://www.customersuccesscollective.com/customer-engagement-plan-framework/) ## The gamification examples worth studying ### How Salesforce uses gamification Salesforce does this exceptionally well, in more than one place. Their badge system rewards you for the things you do inside the platform. When you're new, they take you on a journey. You: - Warm up - Complete something - Set up your profile - Open an opportunity - Close one Each action carries its own criteria, and each one gives you a small sense of achievement. When my team built out a [digital onboarding journey](https://www.customersuccesscollective.com/customer-onboarding-framework/) at one point, complete with in-app notifications and online training, I'd be the first person to click "go away" the moment one of those prompts appeared. Believe me, I understand the resistance. That's exactly why the approach Salesforce takes is clever. Clicking through courses on its own is tedious. Wrapping those recognizes the same mechanics in the apps you already use. They take this even further with their Trailblazer training and certification program. You pay for the courses, exams, and, in return, you get a badge. A virtual picture. Knowing Salesforce becomes such a point of pride that people happily pay for the privilege of proving it. You'll recognize the same mechanics in the apps you already use. ### How Duolingo uses gamification Duolingo hands out achievements. Running apps let you level up as you rack up kilometers. And then there are streaks, which might be the most quietly powerful mechanic of all. Miss one day, and you feel genuinely bad about losing your 10-day run. Think about what's actually happening there. The app is pulling you back in, day after day, and you're the one having fun while they collect the usage. That's a beautiful arrangement when you're the one building it. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Simple gamification Then you've got the simpler stuff: $11 per [survey](https://www.customersuccesscollective.com/customer-churn-survey-template-framework/). Sure, why not, if you've got the time. Conference booths offering to enter your details into a draw for a Google Home. Nobody actually needs a Google Home, and yet somehow you find yourself thinking, *Yes, I need it.* That's short-term gamification doing its job. ### How LinkedIn uses gamification Now here's my favorite example – and I put this question to the room during my talk at Customer Success Summit Sydney. Can you think of a company that gamifies the paid version of its solution? Someone in the audience mentioned a meditation app that rewards daily use, which is a good answer. But the one I keep coming back to is LinkedIn, who do something genuinely impressive. When you scroll through a list of people, the ones paying for premium have that little golden badge next to their name. And you find yourself faintly jealous of it. Why? All the badge really means is that they're paying LinkedIn and you're not. But LinkedIn has made that badge feel so desirable that you start inventing reasons to pay for it yourself. I'll admit it worked on me. When I had LinkedIn Premium, I felt good about that badge. When I cancelled, I noticed its absence. That feeling kept me coming back to the platform more often. LinkedIn didn't just gamify the customer experience; they gamified their entire pricing model with one small golden icon. You either have it, or you have nothing. There's no consolation blue version. That's a masterclass in using a tiny visual cue to shift behavior. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## Gamify your own workflows So how do you take these ideas and apply them to the work you're doing? The obvious starting point is onboarding. At Smokeball, a platform that provides legal practice management software, we released an [AI solution](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) inside our product. (Our first reaction was probably the same as yours: *more* AI?) The challenge became: how do you get a 60-year-old lawyer who barely uses a mobile app to genuinely engage with AI? Our [generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) tool reads through enormous documents, sometimes several 200-page files, and surfaces the insights a lawyer would otherwise spend hours hunting for. Powerful stuff. But we quickly noticed a problem. Nobody knew how to ask it the right questions. Someone at [Customer Success Summit Sydney](https://events.customersuccesscollective.com/location/sydney) used a great analogy for this: tell ChatGPT to "book me a flight" with no other context, and it'll respond with a 6am flight to Madagascar tomorrow. That's precisely what was happening with our lawyers – they'd type "summarize this matter," and the tool had nothing to work from. So, instead of trying to teach every client how to use our Gen AI one at a time, we shifted the whole approach. We decided to teach them how to use it, and to position Smokeball as the voice of AI in the legal space. We built a certification program. We piloted it expecting five users; we ended up with 65\. That's a 1.3K% result against the target, and the person who ran it deserved every bit of the credit. ### Next: Gamify it *properly* It's the same playbook as Salesforce: complete the course, earn a badge, become Smokeball AI certified. Nobody else in legal has made that kind of [noise about AI ](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/)yet – we get to own that space, and every certified user knows how to actually apply AI day-to-day. The same thinking applies to **onboarding drop-off**. We built a detailed digital onboarding journey, but we kept seeing people abandon it partway through. So how do you keep them moving? You can go large-scale with tiered certifications and exams. Or you can keep it simple. When a large firm is onboarding 20 people and you're not sure they'll all finish, tell them the first five to complete it get some swag or a $10 coffee voucher. Small, easy wins that nudge people toward the actions you need. But it's worth remembering that **gamification isn't only about getting people to tick boxes.** It's about what genuinely brings value, both to the client and to you. [![AI for Customer Support Leaders 2026 Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ## The gamification challenge I still can't crack Here's a challenge I'll happily admit I haven't solved. Getting executives to show up to business reviews. I have no clever answer for this, mostly because I'm one of those executives who never shows up to the reviews people try to book with me. Which is deeply hypocritical, given I'm forever telling my team to get the executive in the room. The standard advice applies: provide real value and they'll come. But if anyone has a genuinely good way to gamify executive attendance, I'm all ears. Some problems are still worth talking through over a drink. ## Does gamification actually work? Let's talk proof, because [engagement](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) claims mean nothing without evidence. Gamification has been shown to increase engagement by up to 48%. That number is significant when you consider how poorly some of our standard tools perform. Take [NPS](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/). We used to send out surveys and get a 2% response rate. When your score is built off maybe six responses, it's not data you can act on. So we started small. When a survey went out, the CSM team called clients and asked them to respond. That pushed us to five, then ten percent. Once we layered in more game elements, our response rate climbed to 30%. Not the full 48%, but enough that when I now look at a 66 NPS score coming off onboarding, I trust it. Now apply that same lift to everything else. [Onboarding](https://www.customersuccesscollective.com/onboarding-checklist-framework/). Training. Business reviews. One-off surveys. Getting your biggest clients to your user conference. This year we've set a target of 400 attendees at ours, and you don't hit that number by sending invites and hoping. It falls to the [CSMs](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) and onboarders to actively incentivize clients to attend. There's a version of gamification for nearly every touchpoint you care about. [The psychology behind customer successTo speak in layman’s terms: you build a product, you market that product, you then sell that product, and the customer uses the product. In this most basic form, this is the lifecycle of a product and one that most businesses will follow (to a certain degree).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-58ef0ebb-7ad9-4dd6-b5ff-37a5325f9a46.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/vector-rorschach-inkblot-test-symmetrical-abstract-ink-stains-0c28d0e3-7770-4d5d-a744-5c48a68d4061.jpeg)](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) ## Why it works: the psychology underneath Three things explain why gamification is so effective. ### 1\. Reward and recognition We're wired to feel good when we win something. And the genius of a well-designed system, like the Salesforce badges, is that you associate that good feeling right back to the product, even when you paid for the privilege. Your product becomes the source of the win. ### 2\. Visible progression Think about those mandatory employee training modules, the 40-slide cybersecurity ones you'd rather avoid entirely. The progress bar at the bottom is often the only thing keeping you sane. It shows you the end is coming. Now apply that to the long-term things you want clients to do: certification levels, onboarding milestones, product tiers you help them climb over time. Visible progress gives people a reason to keep going. The streak mechanic sits inside this too, and it's one I'm keen to bring into onboarding at Smokeball. Imagine keeping a login streak alive through the first thirty days. Our onboarding leader in the US already uses tasks inside Smokeball to remind clients of what they need to do during onboarding, which is two birds with one stone. You're pulling them back into the product and guiding them through the process at the same time. Bringing users back into the product is one of the most valuable things we can do, so build that pull into your programs from the start. ### 3\. Competition This one cuts both ways. It works on clients through healthy challenges like "first five to finish wins a voucher." It works internally on your team too. My CSM team is fiercely competitive but genuinely kind with each other, always trying to win together. When I started, we were barely scratching 100% of target. One of my managers mentioned a bottle of Penfolds Grange she wanted. Offhandedly, I said if her team hit 115% for the quarter, I'd buy it. Two quarters later, she landed on 112% and was devastated, even though 112 is an excellent result. Then she went on maternity leave halfway through the following quarter; her team heard about the challenge, and they closed it out at 116%. I'm now out a very expensive bottle of wine! But the point stands. Those competitive elements drive real behavior. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Thinking long-term about gamification… Gamification isn't only about winning small moments. It's about crafting experiences that keep customers engaged, encourage learning, and drive the interactions that lead to long-term success. Gabe Zichermann's book *Gamification by Design* digs into exactly this: the idea that you can use gamification for short bursts, but the real value comes from building it into a long-term strategy. Onboarding covers your first 30, 60, and 90 days. But what happens at six months? At 12? You created a great feeling early on, so how do you sustain it across the whole contract? This is where you bring gamification into business reviews, [new feature releases](https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/), partnership announcements, and efficiency conversations. [Customer maturity](https://www.customersuccesscollective.com/customer-experience-maturity-model-template-framework/) models help enormously here. I used to work at Dynatrace a few years ago, and they have a strong one. You start with the table-stakes functionality and build clients toward higher and higher levels of success. At Smokeball, we serve everyone from solo lawyers to 30-user firms, and their value propositions differ completely. A solo lawyer only cares about billing time quickly, so that's our first time-to-value marker. Everything else – intake, matter management, AI, trust accounting – comes later, because bringing in a new solution is hard enough without piling it all on at once. Show clients where they sit today, show them where your best clients sit, and invite them to climb. At Dynatrace, clients would look at the maturity levels and say, "I want to be that firm." That's how expansion, upsell, and cross-sell opportunities grow naturally out of the journey. So the next time a three-year deal lands on your desk, ask yourself what you're going to do to keep that client engaged and progressing across all 36 months. That's the real game, and it's one worth playing well. --- *This article has been adapted from a talk Navneenth gave at Customer Success Summit Sydney 2024\. You can watch his full presentation – and others like it – with a* [*CSC Pro+ membership*](https://www.customersuccesscollective.com/pro-plus-membership/)*.* *Simply hit play and catch up on hundreds of hours of elite customer success knowledge-sharing.* ### The Customer Success Hiring Playbook URL: https://www.customersuccesscollective.com/the-customer-success-hiring-playbook/ Last updated: 2026-10-22T13:33:38.000Z The Customer Success Hiring Playbook is built on 40+ years of scaling CS and CX teams – not generic interview tips, but the real signals that separate a good hire from a great one: behavioral frameworks, red-flag checklists, and ready-to-use worksheets for building teams that actually retain revenue. # Don't hire on paper. Hire on instinct. A hands-on playbook for customer success hiring managers that breaks down candidate evaluation, interview techniques, and retention strategies – built from 40+ years of combined experience scaling CS teams. [Download the playbook](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/c3mYRwTJkAEcYdpJt2nLMQ/y8Rlzw9dLJ3fdqcALAC0v2FpNWpRVeV5RL4WHfHjLLl7uc0m7186b9nYenyUxrOQweljVs0A2RawWHDEpubjx98okTteZoOrcsvDvHIErwM3GxDweobBkcPvdt3IYCcTLDZitWBK71c8izF8Gj31EFbTCtvF_JDyMRl4j_ylYqfUqNMV-Eugx2lbAWT0B4WaML2L3qCGiHmDb1m8FySQcw/UGGNs84DDwkA4rkh-vwwmJSGchESi8KQJDShuzWiL8k) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/757uttQJaJTTDHmIHpwpuQ/I03_YmgfqVSKWm3y5_JiXc7KYsiT_JZwIu5a453MheN0O6IKRxisDDdRw8kC5wxivNrpGeX7k7SALg14HM5mEJIrb-kDTLQCeI44biZsGGTMB_UynYPTwfQ-mwxL1DO1PPZVmRkbKJWIl1ggx_z-m3iYhMHVAOczrbsgIWHsCbDpRLK0iaWDdFURE9cKbvqmxSw1b0C8LBBsBBrZ_qr0dg/r5dKPkJNYy6vWfBLEY8Gm1aJroB4Sm3CekxPFPn22Us) ## The Customer Success Hiring Playbook Download this free guide and stop second-guessing your hiring decisions. Inside, you'll find everything you need to identify genuine potential in interviews, avoid the red flags that only show up in hindsight, and keep your best people growing with you – not looking elsewhere. Your next great hire starts here. [Stop hiring the wrong people](#download) ## Stop guessing. Start hiring right. Packed with interview frameworks, red flag checklists, and ready-to-use worksheets, this playbook gives you a repeatable system for identifying growth-minded candidates, asking the follow-on questions that expose what's real, and keeping your best people engaged long after the honeymoon period ends. [Give me my copy](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/Wzi-Vb1N1Y6Izl9P6-CB2w/a57an4htn0moumli_X9rsbybCI4v9moLH7Oy8H3PBKw_UAJTRSPHxIt3SirCn38OGcvZ9w4hPNxqA4Mbsf7crKiTQuOkH6Sr3iWXkEUktNE2cs-6_GHHAAM9wKQH1PDcksCqKaDiD7QjnIlSjqw5pRwtzsL_qhSa0Ysl48vCt28euNIDOobX75zyqOHGIM5WzlcO_RP5to8KVT3UGzUjoQ/yfxxZ5h7Ijg5OOkxI_QiJRbIhM1ST47qJcAIVI-Xf9o) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"weak signal vs. strong signal" framework** that instantly tells you whether a candidate's impressive-sounding answer is real or rehearsed. (Page 13) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) What to look for in the **first 30 seconds** of a conversation that tells you more than any resume ever could. (Page 5) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) What happens when you screen for credentials instead of curiosity and the **growth mindset markers** that predict long-term success. (Page 4) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"60-70% fit" principle** that explains why your best hires almost never match the job description – and why that's exactly what you want. (Page 13) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"story library" method** top candidates use to nail any behavioral question thrown at them – and how hiring managers can use it to spot the real performers. (Page 14) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why asking "Where do you see yourself in five years?" misses the point entirely, and the **personal motivation question** that actually works. (Page 25) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **single question** candidates should ask in every interview that sends the strongest signal to hiring managers, and why most never think to ask it. (Page 19) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **one interview red flag** that looks like confidence but almost always predicts a bad hire. (Page 16) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why the most revealing interview moment happens *after* the candidate finishes their polished answer, and the **follow-on question technique** that exposes what's real. (Page 15) [Pore over these insights](#download) ## Meet yourexperts ![](https://www.customersuccesscollective.com/assets/img/reports/decal-6.svg) ![Kimberly Ayala](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/AYpv3P-3NXqkcSeDBqq9aA/F780yzyi42_x2Nqp4YsZGWhITt2Prr10gw_H9PhB9ViOQwCdHWPwwIzpZcgd4lvxWbQq_bMkGCjnFDNyg5bcP-EVQbDhLw9lfneibHJRQtKluaT--hz8dYf4-KaHMnP89B19ZGTI8gNN-jFRcMAM2aA-aeJyAkdvYeSm__eKXpA/TZFfvFHCV_B4MWQYEO1GJtWf7T2vwWb9dYg6LGSuLtE) ![Akeneno, Inc](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/VkqMeh77yo18fdhSkTwvig/Iq1L1Mgo5Kttok7tfMvah3oRO5P0uxw-q-SoW-URiTyCk_CFB7GzirkEIycP-u6GNA8slb13KGoFt3-MPvwKCaW7WHRdSlbDU9j5x8tD_7yTSo6hCINZIC5h_X1d2FOOk7TqnZu6ktg-N49J6Dzlv6ut30E8v_-wWNCAZ_XERI05EmTitNf7vt4iNe-Hxh-L/dvShN9ifBLXSioMgJClScgm8Vmj4B2dLIApeFF2l7kE) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Director of Customer Success, Americas and APAC Kimberly Ayala ![Raymond Otero](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ZJ7BdYpdJXNMb8uYuAaPJQ/Xh6dbU-Glk5kAWwXjc0J134d-6prVVM6GwJtEqomrziphCrE9gRpNcT4H4ciP5EBKQVh-vxdp1HMqbZIV8bH6yFNZVgB5EfDr8jnQwL9Nad3Cy280W4jHJyZ1uWzpBcdtzwQ8iEwuRlGD7hWFdqhahYkGfg6vISE2NzR-PPSqa1b147Onp7e13-3EulmZAP5/73TeLcxo2cbI5M3ndd3FnNgQldNHgBb85MrU1gNX5mk) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Director, Global Customer Success Raymond Otero ## Become a free member to read this playbook You’ve landed on a playbook that’s exclusive to CSC Insider members. Sign up in seconds to unlock the frameworks, checklists, and worksheets you need to spot top performers, ask questions that cut through the polish, and build a team you won’t have to rebuild in six months. Plus, you’ll get instant access to a full library of exclusive articles, templates, frameworks, OnDemand presentations, and a CSC-GPT. No credit card, no catch. Totally free. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/LcNrd_o9_L4J53MHsAbINw/Lar0QJWvJGGsus2KwscW-q2uA_crPiUSzY8OvMWp0GsDIRlcFFFZDE6Ui69jPPhVnn8IjJbKAe3I6wLN6q_3FxSL_6us0KxbSFx4jMdTJIAub4ZvB0XZvHReGfV0HluheS4LjnwotbRnhuQ1vJCjuOhlndgFwMJHbRv3RtDkYHkWgzhg6_Yw3MqU5s8vSNBusKQwu-exQMjdm2RoQkfK0A/zZYI-JTl_gaKXBBGXvoiEu14VSBxJrIayJ8CzhXzwMM) [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/LcNrd_o9_L4J53MHsAbINw/Lar0QJWvJGGsus2KwscW-q2uA_crPiUSzY8OvMWp0GsDIRlcFFFZDE6Ui69jPPhVnn8IjJbKAe3I6wLN6q_3FxSL_6us0KxbSFx4jMdTJIAub4ZvB0XZvHReGfV0HluheS4LjnwotbRnhuQ1vJCjuOhlndgFwMJHbRv3RtDkYHkWgzhg6_Yw3MqU5s8vSNBusKQwu-exQMjdm2RoQkfK0A/zZYI-JTl_gaKXBBGXvoiEu14VSBxJrIayJ8CzhXzwMM) ## Become a free member to read this playbook You’ve landed on a playbook that’s exclusive to CSC Insider members. Sign up in seconds to unlock the frameworks, checklists, and worksheets you need to spot top performers, ask questions that cut through the polish, and build a team you won’t have to rebuild in six months. Plus, you’ll get instant access to a full library of exclusive articles, templates, frameworks, OnDemand presentations, and a CSC-GPT. No credit card, no catch. Totally free. ## Your next great hire starts here Download this free guide and stop second-guessing your hiring decisions. Inside, you'll find everything you need to identify genuine potential in interviews, avoid the red flags that only show up in hindsight, and keep your best people growing with you, not looking elsewhere. [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) Close ## Kimberly Ayala ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/AYpv3P-3NXqkcSeDBqq9aA/F780yzyi42_x2Nqp4YsZGWhITt2Prr10gw_H9PhB9ViOQwCdHWPwwIzpZcgd4lvxWbQq_bMkGCjnFDNyg5bcP-EVQbDhLw9lfneibHJRQtKluaT--hz8dYf4-KaHMnP89B19ZGTI8gNN-jFRcMAM2aA-aeJyAkdvYeSm__eKXpA/TZFfvFHCV_B4MWQYEO1GJtWf7T2vwWb9dYg6LGSuLtE) ![company logo](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/VkqMeh77yo18fdhSkTwvig/Iq1L1Mgo5Kttok7tfMvah3oRO5P0uxw-q-SoW-URiTyCk_CFB7GzirkEIycP-u6GNA8slb13KGoFt3-MPvwKCaW7WHRdSlbDU9j5x8tD_7yTSo6hCINZIC5h_X1d2FOOk7TqnZu6ktg-N49J6Dzlv6ut30E8v_-wWNCAZ_XERI05EmTitNf7vt4iNe-Hxh-L/dvShN9ifBLXSioMgJClScgm8Vmj4B2dLIApeFF2l7kE) Director of Customer Success, Americas and APAC, Akeneno, Inc Kimberly Ayala is an innovative Customer Success leader with over 15 years of experience in guiding enterprise customers through transformative technology initiatives. Renowned for her expertise in strategic account management, risk mitigation, sales, and change management, Kimberly excels at forging enduring partnerships that drive mutual growth. As the Director of Customer Success at Akeneo, Kimberly spearheads regional strategy and leads a dedicated team of Customer Success Managers (CSMs) committed to delivering exceptional customer experiences. Her “everybody can win” philosophy and strategic vision enable her to tackle challenges with enthusiasm and creativity. Passionate about professional development and continuous learning, Kimberly is an active contributor to the Customer Success community, always eager to share insights and learn something new every day. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](www.linkedin.com/in/kimberlyayala) Close ## Raymond Otero ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ZJ7BdYpdJXNMb8uYuAaPJQ/Xh6dbU-Glk5kAWwXjc0J134d-6prVVM6GwJtEqomrziphCrE9gRpNcT4H4ciP5EBKQVh-vxdp1HMqbZIV8bH6yFNZVgB5EfDr8jnQwL9Nad3Cy280W4jHJyZ1uWzpBcdtzwQ8iEwuRlGD7hWFdqhahYkGfg6vISE2NzR-PPSqa1b147Onp7e13-3EulmZAP5/73TeLcxo2cbI5M3ndd3FnNgQldNHgBb85MrU1gNX5mk) Director, Global Customer Success , Enhesa Raymond Otero is a technology and customer success executive recognized for helping organizations transform customer engagement into a measurable engine for growth. With more than twenty-seven years of experience across cloud, AI, enterprise transformation, and customer experience leadership, Ray has built a reputation for bridging the worlds of technology innovation and operational execution. His work focuses on helping organizations turn complex technology ecosystems into disciplined operating models that accelerate adoption, strengthen customer relationships, and drive long term revenue expansion. Ray’s career spans leadership roles at Microsoft, Amazon Web Services, global system integrators, and high growth technology firms. Across these environments he has consistently worked with executive teams to design operating models that connect product, sales, support, and customer success into a cohesive value delivery engine. His experience guiding Fortune 500 organizations through cloud adoption, modernization, and AI enabled transformation gives him a unique perspective on how customer success must evolve in an increasingly data driven and automated world. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/rayotero) ### How to build an AI-first customer success organization URL: https://www.customersuccesscollective.com/ai-first-customer-success-organization/ Last updated: 2026-09-07T10:05:21.000Z In two to three years, the Chief Customer Officers who win won't be the ones with the biggest teams; they'll be the ones with the best systems. That shift is happening right now, whether you're designing for it or not. I've worked with over 150 organizations, companies like Okta, ZoomInfo, Adobe, and SAP, and what I keep seeing is CS leaders standing at a fork in the road. Some are choosing to optimize: pushing CSMs from 20 accounts to 40, improving unit economics, trying to squeeze more efficiency out of what already exists. Others are going the opposite direction, betting everything on product-led growth and assuming the product alone will make customers successful. That works for a small number of companies. For the other 95%, it doesn't. The third path, the one worth talking about, is building a system good enough that customers can progress and achieve success with your product in a structured, scalable way, where humans are still in the loop, but customers aren't entirely dependent on them. That's what building an [AI-first](https://www.customersuccesscollective.com/artificial-intelligence/) CS organization actually means. ## Where most customer success orgs are today Let's be honest about where we're starting from. The majority of CS organizations were built around CSMs doing manual, relationship-driven work. Someone had to take care of customers, and CSMs did that, managing 20, 40, maybe 100 accounts through one-on-one meetings and personal outreach. That model served the industry well for a long time. Then came the AI-enhanced CSM: someone with a few tools layered on top. Insights about engagement drops. AI-generated email drafts. Call summaries. Some basic workflow automation. Helpful, sure, but still fundamentally the same model with a few productivity gains bolted on. Most companies are somewhere in those first two stages right now. The goal should be to move at least one step further to the right this year: ### An AI CS organization This is where agents are doing real work, there's an actual [AI strategy](https://www.customersuccesscollective.com/open-ai-customer-success-strategies/) mapped out by quarter, and cross-functional processes connect sales, product, and post-sale in ways that weren't possible before. ### A genuinely hybrid organization This is where I believe most of us will need to be within the next two years, managing both humans and agents. Our agents might match or exceed our CSM headcount. We’ll have a strategic AI motion, not just a plan on a slide, but a real operational advantage. And we’ll have a seat at the revenue table in a way that CS historically hasn't. [![AI for Customer Support Leaders 2026 Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ## The efficiency question CS has been asking for a decade For years, the central question in CS has been: how do we make our CSMs more efficient? How do we get someone managing 20 accounts to manage 30, then 40, then 50? Doubling a CSM's capacity over a decade was considered a real success. But that question may no longer be the right one to ask. The more useful question now is: how do we make our customers more autonomous? How do we build systems where customers can progress, find value, and take the next right action without always needing a CSM to guide them there? These are two very different organizational philosophies: | | Efficiency-led | Autonomy-led | | -------------- | --------------------------- | ----------------------------------------- | | Goal | Each CSM owns more accounts | Customers progress with or without a CSM | | Role of AI | Gives CSMs better tools | Guides customers toward next-best actions | | Value delivery | Through people | Systems and people, together | | Scale | Limited by headcount | No real ceiling | It’s worth noting that this doesn't mean removing humans from the process. It means designing systems where humans intervene strategically rather than being the only mechanism through which customers can move forward. _This post is for paying subscribers only._ ### The $4.2 million reason customer support isn't a cost center URL: https://www.customersuccesscollective.com/why-customer-support-isnt-a-cost-center-video/ Last updated: 2026-09-04T14:15:47.000Z _No content available._ ### The real reason your product team keeps missing customer feedback URL: https://www.customersuccesscollective.com/product-decisions-customer-feedback-video/ Last updated: 2026-09-04T14:04:21.000Z _No content available._ ### The 4 CS metrics your board actually wants to see URL: https://www.customersuccesscollective.com/cs-metrics-your-board-actually-wants-to-see/ Last updated: 2026-09-04T13:25:19.000Z I've spent years in post-sales operations at Cisco, Dell, Lenovo, and now CoStar Group. I've sat through countless board meetings, presented dozens of dashboards, and watched plenty of [metrics](https://www.customersuccesscollective.com/lifecycle-metrics-that-drive-retention-advocacy-gtm-labs/) get brushed aside by CFOs and board members who simply didn't care. That experience taught me something worth sharing: most CS teams are measuring the right things for the wrong audience. We track [NPS, CSAT, QBR](https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/) completion rates, email volumes, and health scores. All of it has its place. But when you're in a board meeting, justifying headcount to your CFO, or explaining the value CS generates to PE-backed investors, most of that data doesn't move the needle. So let's walk through the metrics that do: the ones that earn CS a seat at the table by connecting daily work to the financial outcomes boards actually care about. ## Reframe how you talk about CS Before diving into the numbers, it's worth talking about framing. How you position customer success internally shapes everything, including which metrics you get asked to report on. For a long time, CS was treated as a support function: a cost center whose job was to stop churn and handle complaints. If that's still how your organization sees CS, you'll struggle to gain traction in executive conversations, no matter how good your numbers are. The shift that matters is **repositioning** **CS** as a growth engine, a revenue-generating function with a direct line to enterprise value, margin expansion, and forward-looking revenue predictability. Change the framing, and the metrics you lead with change too. Change the metrics, and the conversation changes with them. [![AI for Customer Success Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/CSC_Education_In-Article_Banner_--6-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) ### Cut the noise Most CS organizations track too many metrics, dozens, often. And when everything gets reported, nothing gets prioritized. Some metrics are signals: they tell you something meaningful about the health of the business and where it's heading. Others are noise: interesting operationally, maybe useful for coaching, but not decision-driving at the company level. Activity metrics fall firmly into the noise category for board reporting. Think: - How many QBRs did CSMs run this quarter? - How many emails were sent? - How many calls were logged? These are useful for understanding day-to-day work, but they don't connect to outcomes. And a metric that can't connect to an outcome doesn't belong in front of your CFO. The goal is to strip out the noise and focus on four signals. ## The 4 metrics that belong in every board presentation ### 1\. Net revenue retention (NRR) [NRR](https://www.customersuccesscollective.com/customer-success-and-marketing-alignment-nrr/) is the north star. Some call it net dollar retention; the terms are interchangeable. It measures how much revenue you're growing from your existing customer base, without counting new logos. If a customer spent $100 at the start of the year and $120 by the end, that's 120% NRR. Factor in downgrades and churn across the book of business, and you get a clear picture of whether existing customers are growing or contracting. A few years ago, NRR of 120% to 130% wasn't unusual among large, established SaaS companies. Today, that kind of number sits closer to best-in-class than average. **What it tells the board:** valuation. NRR above 110% signals that the company is generating more enterprise value from its existing base, exactly what investors want to see. _This post is for paying subscribers only._ ### Why great work isn't enough to get promoted URL: https://www.customersuccesscollective.com/why-great-work-isnt-enough-to-get-promoted/ Last updated: 2026-09-04T13:07:08.000Z There's a parallel that doesn't get talked about enough in customer success. We spend so much energy figuring out how to demonstrate [ROI](https://www.customersuccesscollective.com/the-ultimate-roi-toolkit-ebook/) to our customers, stay top of mind with stakeholders, and connect our work to business priorities. Yet most of us are doing almost none of that for ourselves internally. The same skills we use to retain and grow accounts need to be applied to our own careers. I've been in customer success for almost 20 years, back before it was even called that. I've worked on Wall Street, moved through startups, lived through an IPO, and now I'm at Microsoft. Across all of that, one thing has stayed consistent: talented people are leaving visibility on the table every single day. ## The promotion I didn't get Early in my career, I was working in a male-dominated industry, lucky enough to have two strong female [mentors](https://www.customersuccesscollective.com/customer-success-mentorship-ecosystem/), and genuinely crushing it: long hours, strong output, real impact. I walked into my performance review feeling confident. Ready. I didn't get promoted. The conversation didn't even go there. I was devastated. I went to one of my mentors and told her I couldn't understand how this had happened. She asked me the simplest question: did you ask to get promoted? I hadn't. Of course I hadn't. I didn't know that was something I needed to do. I assumed that doing great work would speak for itself, that someone above me would connect the dots, notice my contributions, and reward them accordingly. That moment was clarifying in a way that's stuck with me ever since: working hard and doing great work is genuinely not enough to get visibility. It never has been, and it won't be. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## No one cares about your career more than you do That might sound blunt, but it's true. Sometimes you get lucky. You get a [manager](https://www.customersuccesscollective.com/customer-support-manager/) who sees your work, believes in you, and talks about your name in executive meetings without you having to prompt it. Those managers exist, and they're wonderful. But plenty of people have had the opposite experience: - Managers who are too stretched to notice - Managers who cycle out every year - Nine managers in five years at one company (yes, nine, for me) Even when each of them was great, every new arrival meant starting from zero again: re-establishing your impact, re-explaining your contributions, rebuilding that foundation of credibility. That's exhausting, and it puts you in a reactive position every single time. The only consistent advocate for your career is you, which means you need to get comfortable doing it. _This post is for paying subscribers only._ ### Why most AI projects in customer success fail (and how to avoid it) URL: https://www.customersuccesscollective.com/prevent-customer-success-ai-failure/ Last updated: 2026-09-02T14:08:53.000Z [AI customer success](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) (CS) tools are nice and shiny things. But here's the uncomfortable truth behind all of that: buying the tool is maybe 10% of the work. And it's the 10% everyone spends their budget on and their energy on. When a team tells me they want to implement an [AI tool](https://www.customersuccesscollective.com/best-ai-tools-for-customer-success-video/), what they've actually signed up for is an operating model change. Underneath all of the bells and whistles, that's a different conversation to be had. ## What does operationalizing AI in customer success actually involve? 1. **Your data has to be usable:** AI is only as good as what you feed it. If your data is a mess, you're just automating on top of that mess and making it faster. 2. **You redesign your workflows rather than bolting tooling onto the side of them:** The output has to land in the tools [CSMs](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) already live in, at the exact moment they need it, attached to decisions they actually have to make. 3. **You need the operating cadence around it:** Ownership, governance, a feedback loop. This way, things get smarter instead of staler. Skip those and what you've really bought is a very expensive tool, a [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) that nobody opens, nobody wants to deal with and [no one wants to adopt](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/). The whole game is closing the loop from signal to action. See, that's a people and process problem far more than a technology problem. [![Become your customer success team's go-to person for AI](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_Education_In-Article_Banner_--1-.png)](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) ## Which AI use cases deliver the most value in customer success? My advice is to start where the pain is highest, and the signals are richest – not where the demo looks the coolest. I’ve often found that the shiniest demos are usually the ones where projects go to die. First up, I run every candidate use case through three questions: - Is it repetitive and high volume? - Is there a clean signal to learn from? - Is there a real decision at the end that a human has to make? [![3-question filter for choosing the right AI use case](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/3-question-filter-for-choosing-the-right-AI-use-case-1.jpg)](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) That filter gets you to the money fast. The two places I've seen the biggest return are **health scoring** and **QBR prep**. ### Customer health scores Most [health scores](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/) today are lagging and honestly subjective – a gut feel dressed up as a number. Move to signal-based scoring, pulling in [support data](https://www.customersuccesscollective.com/customer-support-roadmap-ebook/), product utilization, and sentiment, and you get an earlier and far more honest read on risk, early enough to actually do something about it. ### QBR preparation [QBR](https://www.customersuccesscollective.com/qbrs-in-customer-success/) and EBR prep is the quiet time thief in every CS org. AI can assemble the account narrative, the usage stories, the risks, and the expansion signals within minutes, instead of a CSM burning through half their day trying to formulate something. But if you were to twist my arm and make me pick one place to start, it's got to be **customer health scoring**. Why, you ask? Because it feeds everything else: retention, expansion, and where your best CSMs actually spend their time. [Bain & Company](https://www.bain.com/insights/prescription-for-cutting-costs-bain-brief/) puts numbers on this: a 5% increase in customer retention can lift profits anywhere from 25% to 95%. Small moves in [churn](https://www.customersuccesscollective.com/customer-churn/) move real money. That's why I point AI at [retention](https://www.customersuccesscollective.com/customer-retention/) first. [How to lead successful AI adoption in customer success teamsChristine Lawther led her customer success team from 0 to 80+ AI adoption wins. Learn how she mapped tasks, tackled change management, and used AI tools to boost efficiency – one micro-win at a time.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-44381212-2d06-47ef-a1ae-77c6cc8b06c8.png)Customer Success CollectiveChristine Lawther![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--26--665ab2c1-2ff9-40ce-9d26-2e8afe9ec3ee.jpg)](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) ## How do you integrate AI into existing customer success workflows? If you add another step, forget about it. The insight or the recommended action has to show up in the system record they already use at the exact moment they need it. Not in yet another tab they have to remember to check. I tie every recommendation to what I call a next best action – not just a score, but “Do this for this account today." I bring the frontline in early as co-designers. If your [CSMs](https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/) don't trust it, they'll just quietly ignore it. The adoption dies in silence and you've got a tool just floating out there, wasting money. Start narrow: one workflow, one pod, prove it, then expand. I use the “KISS approach” – keep it simple, stupid. You don't build AI that replaces your people. You build AI that makes your people look brilliant. The first time a [CSM](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) watches it hand them a save they would have missed, you don't have to sell adoption anymore. It sells itself. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## What does AI governance look like in customer success? [AI governance](https://www.customersuccesscollective.com/ai-governance-in-customer-success/), or lack thereof, is the part that will end your program if you get it wrong. ### Ownership has to be explicit Somebody owns the AI tool in the CS org the same way somebody owns the CRM. If it belongs to no one, it just drifts. I stand up small governance groups with CS, data security, and legal – with real cadences, not one-time sign-offs you frame and forget. ### Data privacy You have to know exactly what data the model touches, where it lives, and what it allows you to do with it. I've spent a lot of my career in defense, federal, healthcare, life sciences, and financial services, where zero-trust and compliance aren't just a checkbox – they're the whole game. I design for data boundaries and least-privilege access from day one. On humans in the loop, my line is simple, and I don't move it. Let AI triage, score, summarize, and prepare. Let it do the mundane things. But keep a person on the send button for the moments that matter, because that's what drives the relationship. The goal is augmentation with [accountability](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/). Write that down before you scale, not after something has blown up. [![AI for Customer Support Leaders 2026 Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/CSC_AI_for_Customer_Support_Leaders_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/ai-for-customer-support-leaders/) ## How do you measure the ROI of AI in customer success? The top ways to measure your AI’s [ROI](https://www.customersuccesscollective.com/measure-product-success-and-demonstrate-roi/) are by looking at **efficiency and business outcomes**. My advice is it’s a huge mistake to stop at the first one. Efficiency is the easy sell – time given back per CSM on QBR prep, onboarding, routine queries. That capacity is real and it funds the program. But the prize is the outcomes. - **On** [**adoption**](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/): are people actually using it and acting on it? - **On** [**efficiency**](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/): cycle time, cost to serve. - **On** [**retention**](https://www.customersuccesscollective.com/customer-retention-playbook-that-reduces-churn/): GRR and [NRR](https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding/), and are you catching [at-risk accounts](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) earlier than you used to? - **On** [**risk**](https://www.customersuccesscollective.com/customer-renewal-risk-scorecard-template-framework/): are you killing the surprises – the [churn nobody saw coming](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/)? On growth: are you surfacing expansion you were flat-out missing? The business case comes together the moment you can say, "We gave back this much capacity, we caught risk this many weeks earlier, and we moved NRR by X points." I always drive it back to [net revenue retention](https://www.customersuccesscollective.com/customer-success-and-marketing-alignment-nrr/), because that's the number your board actually feels – and it connects the cost of the AI straight to dollars retained and expanded. Do one thing before you turn anything on: **capture the baseline.** If you can't show anything before, you'll never get credit for it after. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Why do AI projects in customer success fail? The most common failure I see is what I call the **ROI-to-adoption gap**. The tech works in the demo, the business case sings on the slide – it looks great, it's beautiful – and then nobody uses it. It's usually one of three things: 1. It was bolted on rather than built into the workflow. 2. The frontline was never in the room, so they don't trust it. 3. You started on [dirty, thin data](https://www.customersuccesscollective.com/bad-customer-data-hygiene/), and after the first couple of wrong calls the team quietly writes it off and you rarely win that trust back. People also try to boil the ocean – transforming the whole CS motion at once instead of proving one use case that earns the right to the next one. My favorite tell: if people are copying data back out into their own spreadsheets, your workflow integration already failed. They just haven't said it out loud. [Gartner projects](https://www.gartner.com/en/newsroom/press-releases/2024-07-29-gartner-predicts-30-percent-of-generative-ai-projects-will-be-abandoned-after-proof-of-concept-by-end-of-2025) that at least **30% of gen AI projects get abandoned after the proof of concept**. The reasons they named – poor data quality, weak risk controls, escalating costs, unclear business value – are exactly the warning signs I watch for. You see those four? You're heading to the scrap heap as far as I'm concerned. [Can Agentic AI and CSMs work together? The 7-skill breakdownDiscover real-world examples of agentic AI in action and see which skills belong to humans and which to machines.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-2b42ba20-6486-4100-ab4b-b3f5a0f2c2af.png)Customer Success CollectiveKay Mukherjee![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Can-Agentic-AI-and-CSMs-work-together--The-7-skill-breakdown-93d6e61f-075b-44ad-8f11-9a6ddbe727e1.png)](https://www.customersuccesscollective.com/can-agentic-ai-and-csms-work-together/) ## What's the one thing CS leaders should do before rolling out AI? Outcomes. Outcomes. Outcomes. Not the model. The [leaders](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) who win with this don't ask, "[What can AI do?](https://www.customersuccesscollective.com/ai-to-build-customer-stories-drive-revenue/)" – *that* question has a thousand answers and none of them are yours. They ask: “Where is my team losing time? Where is my team losing customers?” Then they point AI at exactly that, with the frontline in the room, starting with one specific use case and one clear outcome. Treat it as an operating model change. Do that and [adoption](https://www.customersuccesscollective.com/how-agentic-ai-drives-product-adoption/) stops being a fight, because your team feels it making their day lighter and their numbers better. That's the whole game, and that's the difference between the teams getting real returns and everyone else still waiting for them. --- *This article draws on a fireside chat Raymond Otero's participated in for the* [*AI for Customer Success certification*](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/)*, where he divulges how to embed AI into customer success operations.* ****Want to put this into practice?** The [****AI for Customer Success Certification**](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) goes deeper on everything Raymond covers here – built by CS leaders from Cisco and Microsoft who are applying AI across the full customer lifecycle right now. [Enroll today ](https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/) ### Chief Customer Officer Summit | Boston 2026 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-boston-2026/ Last updated: 2026-10-06T12:28:58.000Z Catch up on all the insights from our first Chief Customer Officer Summit in Boston with presentations from Mastercard, Vimeo, PTC and more. _This post is for paying subscribers only._ ### In-app user engagement worksheet URL: https://www.customersuccesscollective.com/in-app-user-engagement-worksheet-template-framework/ Last updated: 2026-09-01T14:17:10.000Z ## What is an in-app user engagement worksheet? The in-app user engagement worksheet is a five-step worksheet for planning, launching, and pitching an in-app guidance program. Instead of general advice on "being more proactive in the product," it gives you the actual tools: a journey-mapping table by persona and stage, a four-source method for finding your highest-value features, and the specific questions to put to engineering when you're deciding whether to build or buy. ## What's inside the template? The worksheet has five sections, each with its own table, fill-in prompt, and rollout checklist: 1. Map your onboarding journey by persona 2. Identify your golden features 3. Design your multichannel experience 4. Track leading and lagging metrics 5. Build your build-vs-buy business case ## How to use the template Start with section one: pick one product, one persona, one stage. Naming that up front keeps the rest of the worksheet from sprawling. Work through sections two and three with whoever owns your existing channels: sales, renewals, and CSM input for golden features, marketing for the channel map. Agree the trigger points before you build anything. Fill in section four's baseline before you launch, not after. That lagging metric is what proves the business case once your proof of concept runs. ## Download your in-app user engagement worksheet ![In-app user engagement worksheet](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/09/In-app-user-engagement-worksheet.png) [In-app user engagement worksheetIn-app user engagement worksheet.pdf179 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/09/In-app-user-engagement-worksheet.pdf "Download") [In-app user engagement worksheetIn-app user engagement worksheet.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/09/In-app-user-engagement-worksheet.docx "Download") [In-app user engagement worksheetIn-app user engagement worksheet Map your onboarding journey, find your golden features, and build the business case In-app guidance typically sees around 30% engagement, against 2 to 3% for a standard email nurture campaign, but most teams stall before they ever ship a guide. They don’t know wh…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-ebe6c50c-0676-4acd-bbf1-b8d9e9b75df6.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLGPbCcVZRh42aXZC5nCWqgxyfPh_yDgzEtDRfQqAJcaLUzjXCf6Jlxl-bez4pvJodILv095Np8T7AVv65C3LQDdIFDCdkTZKihp0fOyGms-a_MZyfu-w1200-h630-p-5f3924b9-5998-4363-b025-d5007955d3b2)](https://docs.google.com/document/d/1pIgpAW%5FapRjOms0YaL3zFONb%5FYiz0ZcmXhwZEgtnLsc/edit?tab=t.0) _This post is for paying subscribers only._ ### The customer value playbook for the age of AI agents URL: https://www.customersuccesscollective.com/customer-value-playbook-for-the-age-of-ai-agents/ Last updated: 2026-08-27T10:43:08.000Z We're living through one of the most disorienting and genuinely exciting periods our industry has ever experienced. The pace of change is unlike anything we've seen before, and it's accelerating. Every week brings new tools, new frameworks, and new debates about what our roles will look like in two or three years. It can feel overwhelming. But here's what I keep coming back to: this is an era of learning, unlearning, relearning, and underscored learning. We're all figuring this out together, and that collective experimentation, that shared sense of navigating something genuinely new, is one of the most powerful things about this moment. Consider the numbers: - Microsoft Copilot usage sits at [**94%** among organizations](https://www.getpanto.ai/blog/microsoft-copilot-statistics) experimenting with AI - Fewer than **6%** of those implementations have reached production That gap tells you everything. Everyone is trying things. Very few have fully landed them. Which means the playing field is more level than it might feel right now, and the work you're doing today, even the messy, experimental work, is exactly the right work to be doing. ## The build-versus-buy question is back One conversation picking up serious momentum again is the build-versus-buy debate. It used to be a boardroom discussion reserved for large enterprise technology decisions. Now it's front and center for organizations of all sizes, because building has become accessible in a way it never was before. When organizations face this kind of transformation, familiar patterns emerge: - Teams expand - Teams contract - Roles shift - New roles appear that didn't exist 18 months ago This is the natural rhythm of technological disruption. We've seen it before, even if the current version is moving faster than any previous cycle. [![Customer Success Powerhour](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Powerhour_Newsletter_Asset--3---1--2.png)](https://www.customersuccesscollective.com/cs-powerhour/) ## Stitching the past, present, and future together There's a proverb I return to often: if you want to go fast, go alone; if you want to go far, go together. I've been thinking about how that applies right now, in this agentic era. The updated version might be: if you want to go fast, go with agents. If you want to go far, go together with agents. Agents are everywhere. Every part of the [customer journey](https://www.customersuccesscollective.com/customer-journey-map-framework/) is being touched by agentic AI, and that's not a passing trend; it's here to stay. So the real question for those of us in CS is how we unlock real value for our customers through these tools, rather than just deploying them because they exist. I think of this as bridging past, present, and future, and what makes that bridging work is identifying the themes that remain constant across all three: - **Customers still matter:** That sounds obvious, but it's worth saying plainly: we're in business because of customers. - **Moments still matter:** The experiences we create, the points in the journey where a customer feels seen, helped, or let down, haven't lost their significance just because AI is in the picture. - **Change is a constant:** It always has been. The pace is unprecedented right now, but embracing change is something our community has always done. - **Customer value and customer outcomes remain the key imperatives:** Without value, without outcomes, we don't have customers. Full stop. ## Seamless experiences are finally within reach Five years ago, maybe even two years ago, "seamless customer experience" was aspirational language. We wanted to stitch the customer journey together through technology, but the seams were always visible. The handoffs were clunky. The silos were stubborn. That's changing, and [agentic AI](https://www.customersuccesscollective.com/agentic-ai-cx-frontline-report/) is one of the reasons why. Think about what your customers actually want when they come to you. They don't want to navigate between your marketing agent, support agent, sales agent, and pricing agent. They just need help. They want answers. They want someone, or something, to meet them where they are and move them forward. The combination of human and agentic interactions gives us a real opportunity to deliver on the promise of a seamless experience. That's a genuine superpower if we use it well. _This post is for paying subscribers only._ ### Do customer success teams  share KPIs with sales? URL: https://www.customersuccesscollective.com/shared-kpis-with-sales/ Last updated: 2026-08-27T16:39:01.000Z Over the years, we’ve seen a shift in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS). A concerted effort has taken place to ensure it, as a function, is closely [tied to revenue](https://www.customersuccesscollective.com/scale-customer-success-and-revenue-with-ai/). Teams that were once grouped with [customer support](https://www.customersuccesscollective.com/customer-support-manager/) now report to a CRO. And yet, for all that structural change, [sales and customer success](https://www.customersuccesscollective.com/sales-and-customer-success-together-video/) still aren't as integrated as they could be. If both functions share the same goals – [customer retention](https://www.customersuccesscollective.com/customer-retention/) and [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) – surely they should be measured on the same [metrics](https://www.customersuccesscollective.com/customer-success-metrics/)? The [2026 State of Customer Success Report](https://www.customersuccesscollective.com/state-of-customer-success-report/) asked a straightforward question: **What** [**KPIs**](https://www.customersuccesscollective.com/measuring-customer-success/)**, if any, do sales and customer success teams share?** The most common answer was none. **35.4%** of respondents said their organization has **no shared metric** between the two functions – more than any other group. The CS profession has spent years talking about breaking down silos and treating [retention and expansion](https://www.customersuccesscollective.com/foolproof-guide-to-secure-retention-renewals-expansion-video/) as a shared commercial objective. More than 1 in 3 teams still don't have a single number both functions are held to. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Where sales and customer success KPIs are aligned Where alignment exists, it concentrates around the commercial outcomes that arrive after the deal closes. [Net revenue retention](https://www.customersuccesscollective.com/the-handoff-quietly-killing-your-nrr/) (NRR) and gross revenue retention (GRR) each appear at **17.3%** of responses, followed by [expansion revenue](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) at **15.7%**. Customer satisfaction metrics like NPS or CSAT are shared by just **3.1%**. [Onboarding success](https://www.customersuccesscollective.com/how-client-onboarding-can-improve-customer-success/) or time to value sits at **4.7%**. And **6.3%** of respondents weren't sure whether any shared KPI exists in their organization – which is itself revealing about how clearly the alignment has been communicated. The irony is that shared metrics, when they work, seem to work well. Speaking at Customer Success Summit Amsterdam 2025, **Dhia Hayouni,** then Manager, Growth Accountsat Hivebrite, recounted the shift his organization made when CS moved under a Chief Revenue Officer, alongside sales: > *"For us, a ‘customer success metrics vs. sales’ mentality doesn’t exist. We all are one and the same. We both are measured on NRR, and the same GRR. This structural readjustment has changed the narrative so much."* **Dina Hassan**, Head of Customer Success, Global Accounts, Search and Staffing at LinkedIn, reported that her team had introduced shared value reviews – a metric co-owned by both sales and CS to ensure both functions show up for customer [ROI conversations](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) – and found it changed the internal dynamic: > *"I'm seeing the CS teams feel a lot more empowered and feel like they have an equal place at the table as opposed to a subservient* [*place at the table*](https://www.customersuccesscollective.com/how-customer-success-can-get-a-seat-at-the-table/)*."* Those are the [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) that metric alignment makes possible. The 35.4% without any shared KPI are, by definition, not getting there. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## The handoff problem underneath the numbers The absence of a shared metric tends to calcify the handoff model: sales closes, CS inherits, and the incentive to care about what happens after the signature drops sharply on the sales side. During a panel discussion at Customer Success Summit Las Vegas in 2023, **Maranda Dziekonski,** then SVP, Customer Success & Ops at Datasembly,described the pre- and post-alignment difference at her company explicitly: > "When we had a clawback, that significantly changed behaviors, because we were all aligned around retention. And it also made sales care more about how the onboarding was going. We would hear more questions after the sale." Our 2026 report data reflects the downstream cost of that dynamic. Cross-functional friction was cited by roughly **16%** of open-text respondents as one of their biggest current challenges, with comments like *"our product does not fix bugs fast enough"* and *"development team has historically done their own thing."* CS sits closest to the customer, which also means it absorbs the impact of every gap upstream. Without shared metrics, there's no structural pressure on other functions to feel that impact too. There's also the perception problem. More often than not, CS isn’t in the room when critical major decisions are made. Shared KPIs are, in part, what earns CS that seat. [![Stakeholder communication plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Stakeholder-communication-plan-template.jpg)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ## What the organizations that have solved this actually do Several patterns emerge from Customer Success Summit speakers who’ve made alignment work. ### 1\. Joint accountability Consider building joint [accountability](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/) at the account level rather than just the function level. In another panel discussion at Customer Success Summit Amsterdam 2025, **Margariet Paagman**, Director Customer Success at Contentstack, shared that her CS team has *"biweekly deal-making sessions where the account team – CSM and AE together – prep 30 minutes to discuss strategy on the customer."* It's a small structural intervention, but it creates a regular forum for the two functions to operate off the same information. ### 2\. Align incentive structures directly If CSMs have a GRR target and account executives don't, the tension is baked in: CS cares about retention in a way that sales, structurally, doesn't have to. **Dina Hassan** suggests that both functions share a growth target for strategic accounts, while maintaining separate targets elsewhere. That distinction matters because shared metrics don't have to mean identical metrics, just enough overlap that both teams have skin in the same outcomes. ### 3\. Document everything This option may be simpler: remember to document what was sold, what was promised, and what success looks like [before the deal closes](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/), and make that documentation available to CS before the handoff. When speaking on a panel at Customer Success Summit Boston 2022, **Megan Holsinger**, then Director of Sales & Customer Success at Sell Better, had an interesting case study to share. Her team started implementing three mandatory pre-close questions in Salesforce as a way to stop the mismatch between what sales committed to and what CS could actually deliver. They were able to identify churn at the three-month mark, which had been running high, dropped significantly afterwards. [The case for pre-sale customer success (and how to do it right)Bringing CS into the sales process – even in small, strategic ways – can eliminate those frustrating handoffs, surface risk earlier, and keep customers aligned from day one. It’s not about slowing down deals. It’s about making them stick.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-ee9ec8db-3543-4e3c-b924-daa6833badd4.png)Customer Success CollectiveJohannah Coffey![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--24--8b560748-391e-42da-bd5e-715b299e15cd.jpg)](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/) ## What needs to happen to improve alignment The 2026 data suggests the shared KPI conversation is still largely at the level of aspiration rather than practice. [Talking about alignment](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) is easier than building the incentive structures, measurement frameworks, and cross-functional cadences that make it real. The **6.3%** who were unsure whether any shared metric existed in their own organization suggests that even where formal alignment has been attempted, it hasn't always been communicated clearly enough to land. NRR is the natural starting point for most organizations – it's a number both functions can influence, it reflects the combined outcome of selling well and retaining well, and it doesn't require restructuring the entire go-to-market model to implement. Getting to a point where sales and CS are both asked about NRR in their respective performance conversations is a meaningful step even before any structural change. The **35.4%** without a shared KPI aren't necessarily failing at customer success. But they *are* making alignment significantly harder to achieve, and significantly harder to sustain when leadership pressure increases. --- *This article draws on findings from the* [*State of Customer Success 2026 Report*](https://www.customersuccesscollective.com/state-of-customer-success-report/) *and perspectives shared at* [*Customer Success Summit events*](https://events.customersuccesscollective.com/)*.* ### How Cleo reduced its customer support contact rate while scaling to 1 million users URL: https://www.customersuccesscollective.com/how-cleo-reduced-customer-support-contact-rate-while-scaling/ Last updated: 2026-08-24T11:00:21.000Z Growing a support team from 14 agents to 90 while scaling a customer base from 60,000 to one million subscribers is a success story. But it's also a story full of painful months, hard lessons, and a few experiments that went straight in the bin. I spent five years as Head of Customer Support at Cleo, and during that time I learned more about scaling support operations than I ever expected to, and the lessons weren't always comfortable ones. So here's what actually happened: what worked, what didn't, and what I'd do differently. ## The numbers that actually matter Before getting into the mechanics, some context. I find it genuinely helpful when other customer support leaders put real numbers to what they're talking about: - When I joined Cleo in 2020, we were handling around 15,000 to 16,000 conversations per month - By the end of my tenure in January 2026, that number had climbed to 75,000 per month - Our subscriber base grew from 60,000 to one million in that same window Those two growth curves look similar on a chart. But here's the thing that mattered most: the conversation line eventually moved below the subscriber line. That's the goal. *That's* what you're working toward. The metric that drove that result was **contact rate**, the percentage of your monthly active users who reach out to your support team in any given month. - When I joined, we were sitting at around 12% - Over time, we brought that down to somewhere between three and four percent Think about what that means in practice. If we'd kept a 10% contact rate as we scaled to one million subscribers, we'd have been handling 300,000 to 400,000 conversations per month. That's a completely different operation, and a vastly more expensive one. ## What growth actually feels like Growth looks clean in retrospect. In the moment, it's a different experience entirely. There was a month, around August 2023, where our first response times went from 10 to 15 minutes to over 300 minutes. That happened because I took my eye off capacity planning for one month. I was behind on customer onboarding, and it took six months to recover. If you're not accurately forecasting conversation volume and planning your team's capacity around it, this is what happens. One bad month compounds into six. It's a painful lesson to learn, and I had to learn it the hard way. We also went 24/7 earlier than most teams would plan to, and that wasn't a strategic decision either. One of my agents went backpacking in Australia in February 2020, got locked down during COVID, and asked if she could keep working from there. We said yes, and suddenly we were a 24/7 operation. We built a team around her. By the time I left, we had: - 41 agents in Colombia - Seven agents in the US - Overnight coverage from the UK, Kenya, and the Philippines Sometimes you throw your cap over the wall and figure out how to climb after it. We learned a lot of lessons that way. _This post is for paying subscribers only._ ### AI for Customer Support Leaders Report 2026 URL: https://www.customersuccesscollective.com/ai-for-customer-support-leaders/ Last updated: 2026-10-22T13:33:34.000Z The first study into how customer support leaders are actually using AI in 2026 – not the hype, the reality. Survey data, practitioner benchmarks and strategic frameworks for leaders building both the operational *and* intelligence layers. # Everyone's guessing on AI. This report isn't. Most support teams have deployed AI. This report examines why the gap between what it's doing and what it could be doing is wider than most leaders realize – and what the teams closing that gap are doing differently. Brought to you in partnership with [TeamSupport](https://www.teamsupport.com/), this report cuts through the noise with real survey data from global support leaders, revealing where the field is heading next. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/xnLCL7N-NKoJEwHkdC98eQ/aINEuJe9oYX57ZWrc32FYieHP6xGvsKOl60BQk4NnpQ7_3JrFTJuRmbc0bP-P0NCy50unTVLGxhi5ba9eOZaaVM7Y2-ksIJFXoPbIVuRSp_HaRV40bu1RN1CyFi8-LIRz1s2u2WHg5WKWTU66aPljw/HHmvSQ3QB79mI54Y8_eHbLmGEE6vnjyuEVHWB7yJ29c) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ZWq2t4m6pkV3k2SUFPbrUA/Qyvus0KeOZ_0mRn73DngoZ84eKxS-lU66ZeQgQfVQSju3Vs8jaWMzMnIrwEpOY5S2m_8jtC8_LcIdfTC5mI7YbJwO51_3NxFGcaDaz5YBZ83mpcqtXGn9dWXLQ4RGPYPaqxFG1sigTUR96tN_NboQA/D5J08Gl7yPNujZFExB1owL2jzgtc_YAHJnX6_KZWXv4) ## AI for Customer Support Leaders In 2026, AI shouldn't be used just to handle volume. The teams that are using AI to its full potential are using it to surface customer risk before renewal, flag product friction before it becomes churn, and route revenue intelligence to the teams that need it. This is the intelligence layer – and most support functions are leaving it entirely untapped. [Find out why](#download) ## In partnership with TeamSupport **We're proud to partner with TeamSupport on the 2026 AI for Customer Support Leaders Report.** [TeamSupport](https://www.teamsupport.com/) is an AI-native customer operations and intelligence platform for B2B software and technology companies. By bringing onboarding, support, and customer success together in one platform centered on the customer account, it transforms every customer interaction into actionable business intelligence. [Uncover the data](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/fliJY93-NTfgnBvDlrs-Ew/c49sXxZ787CNJmrzGfREOJlI3HO6zNfMBuvUkGF6vjveC-wE0zj6cqPdFtyiI3rFxIA_nTwL3zqK9lFDPpDgucAUllgkM6msBBCPUz-s4TxdhZO7sMGReH2gtwjK9NLYpG_EWVaNse20D5-5fXR62Q/f65Xjsjsdtd3SiYDmMhzdArnpA1uTF7Ix1YqtiE91Qc) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) 80% of teams have AI summaries in production – but **only 38% have predictive escalation**. (Page 8) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why 88% of teams aren't deploying agentic AI yet – and the **infrastructure prerequisite** they're missing. (Page 11) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why 52% of leaders say their biggest challenge isn't budget or buy-in – it's something **far harder to solve**. (Page 36) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How to shift the CFO conversation from "AI reduced handle time" to **the revenue case** that actually wins investment. (Page 43) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) What happens when you treat knowledge as a **product with a roadmap** instead of documentation with a deadline. (Page 26) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **underdeployed use case** that takes QA coverage from 1% to 100% of tickets. Most teams haven't explored it. (Page 9) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **two-dashboard measurement framework** that separates AI operational performance from the customer intelligence AI is uncovering in real time. (Page 18) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **handoff moment** that produces worse CSAT than no AI at all – and what most teams underdesign. (Page 40) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why **only 20% of support teams have reduced headcount** as a result of AI – and what the other 80% are doing with the capacity instead. (Page 81) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why the most mature AI use case in 2026 isn't chatbots or agentic systems – it's something far more **humble**. (Page 8) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **autonomy principle** borrowed from engineering that determines whether your AI deployment scales or gets pulled back. (Page 38) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why fixing the knowledge foundation – **before any AI deployment** – halved one team's onboarding time. (**Page 25**) [Pore over these insights](#download) ## Benchmark your AI strategy against your peers The support leaders reading this report will walk into their next leadership conversation on AI knowing exactly what to say. The benchmarks are in. The gaps are named. **The roadmap is here.** ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/jsPT1yhzPpCxJ5D8uWQ0eQ/DrCubGEdC1dSyzOV2cPWsBdI8kmZS2LRofofrCEw8wUrtH1ge9ZbmjBBRpVUIv2_MPMZQkXF5CR3wberN_jfP9L45hJCvOuQt0w1jPSAPekWhtUxCbo-_LgDVjkfWQSSiVFm94itUZXSchFU0FsPug/t3FcgeXAgwwSRMqdQZCD-_Nv7tyPR0CV7l3_8XOCmMM) [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/jsPT1yhzPpCxJ5D8uWQ0eQ/DrCubGEdC1dSyzOV2cPWsBdI8kmZS2LRofofrCEw8wUrtH1ge9ZbmjBBRpVUIv2_MPMZQkXF5CR3wberN_jfP9L45hJCvOuQt0w1jPSAPekWhtUxCbo-_LgDVjkfWQSSiVFm94itUZXSchFU0FsPug/t3FcgeXAgwwSRMqdQZCD-_Nv7tyPR0CV7l3_8XOCmMM) ## Benchmark your AI strategy against your peers The support leaders reading this report will walk into their next leadership conversation on AI knowing exactly what to say. The benchmarks are in. The gaps are named. **The roadmap is here.** ## Please add title in Airtable Please add content in Airtable [Get your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ### Turning customer data into executive decisions with AI URL: https://www.customersuccesscollective.com/turning-customer-data-into-executive-decisions-with-ai/ Last updated: 2026-09-02T08:21:16.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** August 31, 2026 **Time:** 4:00pm BST **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/ai-customer-success-summit-virtual-april-2026-2-video/?wchannelid=njx1yj6zox&wmediaid=x9vb2krph0) In today’s fast-moving customer success landscape, AI can help teams move from reactive decision-making to more strategic, data-informed action. This session explores how customer success leaders can use AI to pressure-test ideas, turn customer and business data into clearer decisions, and build practical roadmaps for initiatives such as digital success programs, health scoring, renewals, and customer journeys. Through a practical demonstration of the **CRIT+C framework - Context, Role, Interview, Task and Challenger** \- discover how AI can act as a strategic thought partner, challenging assumptions, identifying gaps, and helping teams bridge the gap between their current state and ideal future state. The session also highlights how AI can reduce the need for lengthy workshops by allowing individuals to develop and pressure-test ideas before bringing them to wider stakeholder groups. --- ### **Key Takeaways:** - **Use AI to pressure-test strategic decisions:** Learn how a structured AI framework can challenge assumptions, surface risks, and uncover questions you may not have considered. - **Turn data into actionable customer success strategies:** Understand how combining customer, product, and business data with AI can help identify opportunities for efficiency, retention, expansion, and better customer outcomes. - **Bridge the gap between where you are and where you want to be:** Use AI to define an ideal future state, assess your current reality, and create practical next steps, roadmaps, and business cases to move forward. --- ### Meet the speaker: [*Jeremy Donaldson*](https://www.linkedin.com/in/donaldsonjeremy/), Senior Director of Customer Success at Lifeloop Passionate about developing people and creating high-performing CS organisations, Jeremy also runs **CS in the Valley**, a Customer Success coaching practice. He has previously served as a founding board member of Gain Grow Retain and led CSM and leadership office hours from 2021–2023. Jeremy brings a highly practical, data-driven approach to Customer Success, with a particular focus on connecting customer outcomes to revenue and using AI to improve decision-making, efficiency, and customer engagement. His teams have achieved 120%+ NRR, 95%+ GRR, significant reductions in at-risk customers, and 99%+ renewal forecast accuracy. ### Customer Expansion Summit | Virtual, August 2026 URL: https://www.customersuccesscollective.com/customer-expansion-summit-virtual-august-2026/ Last updated: 2026-08-19T14:43:27.000Z Stop leaving expansion revenue on the table. Learn how leading Customer Success teams spot expansion opportunities earlier, convert renewals into growth, and build repeatable systems that grow NRR. _This post is for paying subscribers only._ ### Customer success team maturity roadmap URL: https://www.customersuccesscollective.com/customer-success-team-maturity-roadmap-template-framework/ Last updated: 2026-08-25T15:41:38.000Z ## What is a CS team maturity roadmap? A diagnostic to pinpoint exactly where your CS org sits between reactive and strategic, foundation-setting, structured growth, or [driving customer value](https://www.customersuccesscollective.com/customer-value/), and what needs to change to move forward. Progress isn't linear: a reorg or a spike in red accounts can knock a team back a full stage, so this starts with an honest read on where you actually landed, then gets tactical on the highest-risk moment most maturing orgs hit: shifting accounts off a dedicated CSM without damaging the relationship. ## What's inside the template? The roadmap has five sections, moving from diagnosis to a concrete cross-functional plan: 1. Diagnose your current stage 2. What's pulling you backward right now? 3. Score your critical success factors 4. Plan your next segment transition 5. Set your cross-functional cadence ## How to use the template Start with an honest stage diagnosis; section two's checklist is a good gut check if you're unsure. Bring the section three scores to sales and services leadership, since alignment and shared metrics aren't things CS can build alone. If you're planning a segment transition, frame it as a graduation, not a downgrade. And once any pooled model is live, keep section five's cadence on the calendar. Unreviewed risk doesn't reach the right leader on its own. ## Download your CS team maturity roadmap ![Customer success team maturity roadmap](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/Customer-success-team-maturity-roadmap-1.png) [Customer success team maturity roadmap frameworkCustomer success team maturity roadmap framework.pdf117 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/08/Customer-success-team-maturity-roadmap-framework.pdf "Download") [Customer success team maturity roadmap frameworkCustomer success team maturity roadmap framework.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/08/Customer-success-team-maturity-roadmap-framework.docx "Download") [Customer success team maturity roadmap frameworkCustomer success team maturity roadmap A framework to diagnose which stage your customer success team is in, and what it actually takes to reach the next one. Most CS teams don’t move from reactive to strategic in a straight line. They build momentum, lose ground to a restructure or a round of h…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-3c4a9fc3-d1d7-4fe3-b36c-0f01c5cfe2ef.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLuO9PPZdbaXW1JiQIEdOc9gyvVcNqmWxn8aOxBFIc7XURteW5g91kDzkNgzUHl6x0vsF0hgDOxwTvzdUV6K0TnXJQdbJ0BvrB0ZnMqit7I0vv781Ae-w1200-h630-p-31af2439-51e8-4d45-941e-b9529969bdff)](https://docs.google.com/document/d/1LihVZcxTy%5FpKX-rTB6D1gV-%5FR58DPUWqDcA%5F1jBomTs/edit?usp=sharing) _This post is for paying subscribers only._ ### How Chief Customer Officers can prevent burnout URL: https://www.customersuccesscollective.com/how-ccos-can-prevent-burnout/ Last updated: 2026-08-19T15:28:08.000Z In 2026, [Chief Customer Officers](https://www.customersuccesscollective.com/chief-customer-officer/) (CCOs) are at a difficult intersection, caught between two realities. On one side are revenue expectations – [retention, expansion, and predictable growth](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). On the other side are the human realities required to deliver those outcomes: [emotional labor](https://www.customersuccesscollective.com/emotional-intelligence/), constant problem-solving, and the pressure of being the frontline between customers and the business. [Burnout](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) sits squarely in the middle of that tension. And yet in many organizations, burnout is still treated as a wellness or an HR issue instead of a business one. That framing misses the real problem. Burnout is measurable. It’s expensive. And it directly impacts revenue. For CCOs, the responsibility is clear: connect the dots between human sustainability and business performance. ## Translate burnout into financial terms The conversation about burnout should start in a place executives understand: the business case. Burnout is measurable – and the numbers are significant. For a typical organization with 1,000 employees, [burnout can cost roughly $5 million per year](https://fortune.com/2025/03/12/burnout-costing-companies-millions-price-breakdown-worker-executive-disengagement/). And that cost doesn’t come solely from employee turnover. ![Burnout is expensive. 68% of CS leaders report burnout, experiencing symptoms of chronic workplace stress. 1.5x is the cost per CS departure. Companies lose salary multiplied by replacement cost. $5m is lost annually due to burnout (For a typical company with 1,000 people.)](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Burnout-is-expensive.jpg) ### The hidden operational costs of employee burnout It appears across the organization in ways that are harder to see but just as damaging: - Disengagement - Slower problem-solving - Increased escalations - Reduced productivity - Declining customer experience Customers can feel the fatigue behind every interaction. Even at an individual level, the financial impact becomes clear. Research shows [burnout can cost between $4,000 and $21,000 per employee](https://www.hrdive.com/news/burnout-costs-per-employee/742192/) annually in lost productivity alone. When turnover is factored in, the numbers climb quickly. Now consider what that looks like at the team level. In a customer success team with 20 CSMs, even the most conservative estimate of $4,000 per person represents $80,000 in annual risk – and that’s before accounting for customer risk, churn, or downstream revenue impacts. ### The real cost of replacing a Customer Success Manager Replacing an employee typically costs six to nine months of [salary](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/) once recruitment, onboarding, and lost productivity are considered. For a CSM earning $80,000, that’s roughly $40,000 to $60,000 per departure. These aren’t abstract numbers. They represent real operational leakage. Now, think about your [strongest CSM leaving](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/). You probably already know exactly who that person is – the one you’ve quietly thought, “If they ever left, I’m not sure what we’d do...” The cost isn’t just the salary. It’s the six months of lost momentum, retraining, and rebuilding the customer relationships that person had developed. This is why the framing matters. When burnout is positioned as a wellness issue, it often falls to the bottom of the priority list. But when it’s framed as a financial leak, the people holding the purse strings tend to listen. And that’s where the role of the Chief Customer Officer becomes critical. Burnout drives churn. And churn is revenue erosion. If an unexpected $5 million in [customer churn](https://www.customersuccesscollective.com/customer-churn/) appeared overnight, you can be every organization in the world would investigate immediately. Yet many companies tolerate internal systems that quietly create the same level of loss. I want to reiterate: **connecting those dots is part of the CCO role.** [Here’s why emotional intelligence will make you a better CSMWe’ve all heard about empathy in customer success, right? But EQ? That’s something that needs to be discussed more, and I believe it’s absolutely crucial in our field.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-504.png)Customer Success CollectiveJenelle Friday![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Jenelle-friday--1--3.jpg)](https://www.customersuccesscollective.com/emotional-intelligence/) ## Why Customer Success Managers are susceptible to burnout Burnout tends to surface earlier in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) than in many other functions. That’s because CS sits where empathy meets economics. Every conversation requires emotional labor. Every renewal becomes a public measurement of performance. Every interaction carries the pressure of representing the company while protecting the customer relationship. CSMs are often asked to operate inside contradictions: - Be [strategic](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/), but also [empathetic](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) - Be [proactive](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/), but respond instantly when something breaks - Be [data-driven](https://www.customersuccesscollective.com/customer-retention-data-driven-onboarding-video/), but remain deeply [human](https://www.customersuccesscollective.com/how-to-ingrain-a-human-first-approach-in-your-workplace-podcast/) Over time, that emotional multitasking compounds. [Leadership’s job](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/) isn’t necessarily to make the role easier. In many cases, that isn’t possible. The job is to make the work sustainable. That starts with clarifying expectations – helping teams understand what “enough” looks like and when to push harder versus when to step back. [What is burnout and how you can prevent itExplore a comprehensive guide tailored for senior leaders, offering insights into recognizing and combating burnout. This article delves into the nature of burnout, its symptoms and causes, risk factors, and strategies for prevention and mitigation.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-506.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/What-is-burnout-and-how-you-can-prevent-it-1.jpg)](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) ## The early warning signals leaders often miss One of the biggest challenges with burnout is that leaders tend to recognize it all too late. Many discover the problem only when a team member requests a short meeting and announces they’re leaving. (I’m sure you’ve experienced the dreaded “Hey, do you have 15 minutes?” direct message.) In reality, burnout usually appears earlier through a pattern of signals. ![The 3-signal early-warning system: Behavorial changes, performance pattern and energy indictors](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/The-3-signal-early-warning-system.jpg) ### Behavioral signals The first sign is often behavioral. You may notice shorter replies, reduced participation in optional team activities, or subtle withdrawal from conversations. ### Performance signals Next comes a shift in [performance](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/). Work quality may dip. Team members may start focusing on smaller details rather than tackling larger priorities. ### Energy signals Finally, the emotional impact becomes visible. Employees begin to look drained, cynical, or disengaged. There’s a fourth factor worth calling out: negativity spreads quickly. One cynical comment from an [exhausted team member](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) can lower the energy across an entire team. Recognizing these signals early allows CCOs to intervene before burnout becomes irreversible. [![Evaluate your CSM's performance scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--3-.jpg)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ## Customer leaders carry a unique burden CCOs often become the **emotional shock absorbers** of the organization. They absorb pressure from customers, from their teams, and from executive leadership – often without a safety net of their own. Because CCOs are wired to solve problems, they frequently internalize every churn risk, missed goal, or late-night escalation. But protecting personal capacity isn’t a weakness. It’s a safety blanket and a strategic decision. Plus, it sets the example for how your teams should operate. ## Principle 1: Burnout mirrors leadership behavior One uncomfortable truth about burnout is that it often mirrors leadership behavior. The signals leaders send define the boundaries teams believe are real. ### How leadership behavior influences burnout in customer success teams For example, sending Slack messages at 11 PM may seem harmless. As a CCO, you're expected to reply to messages from your CEO at all hours of the evening. But you shouldn't mimic that behavior with your team. To your team receiving those messages, it often communicates something different. It suggests that constant availability is expected. Leaders can reshape those signals through simple actions: - Using delayed send for late messages - Scheduling time for focused thinking - Leaving the office at a reasonable hour Even small behaviors influence [culture](https://www.customersuccesscollective.com/how-to-build-a-customer-success-culture/). I once found out that one of my team members in a previous role wouldn’t leave our office until I had left because they didn’t want to appear less committed. Leadership behavior matters more than leaders often realize. ## Principle 2: Reward clarity and impact, not chaos and volume Somewhere along the way, many organizations started rewarding activity instead of impact. I recently spoke with a leader who still monitors how many [emails](https://www.customersuccesscollective.com/follow-up-email-templates-framework/) their teams send, the number of calls their teams take, and how many minutes they're using Zoom. I would argue that those are the wrong things to measure because constant activity doesn’t equal [meaningful outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/). [High-performing CS teams](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) shift the focus toward value creation. Frameworks such as OKRs can help create that clarity. When implemented correctly, they encourage ambition while maintaining sustainability. One important principle is recognizing that 70% achievement of an ambitious goal is not failure. If teams consistently hit 100%, it often means the targets were never ambitious enough in the first place. The goal is progress with intention – not chaos disguised as productivity. [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-505.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle-5.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## Principle 3: Psychological safety drives performance [Google’s Project Aristotle](https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html) explored what makes teams effective. The strongest predictor of performance wasn’t compensation, skill, or process. It was psychological safety. Teams perform best when individuals feel safe speaking up, admitting mistakes, and offering feedback without fear of punishment. The absence of that safety often drives silent burnout. Leaders can strengthen psychological safety by: - Regularly asking their teams for feedback - Openly admitting their own mistakes - Approaching problems with curiosity rather than blame Even changing the language from “Why did this happen?” to “Help me understand what happened” can transform a conversation. ## Burnout is often a systems problem Organizations often try to solve burnout through mindset shifts. But resilience alone can’t fix broken systems. If customer success teams require constant heroics to keep the machine running, the infrastructure itself needs attention. Three practical changes can help. 1. **Automate repetitive work:** Automation can remove routine tasks such as reporting, health scoring, and renewal tracking. This frees teams to focus on empathy and strategic work. 2. **Align OKRs to outcomes:** CS teams should be measured on results rather than activity levels. 3. **Celebrate strategic “no”:** When someone declines low-impact work to protect higher-value priorities, that behavior should be recognized – not discouraged. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Sustainable culture begins with small choices Creating sustainable organizations rarely requires sweeping change overnight. More often, it begins with small leadership decisions. Chief Customer Officers can start with three simple actions. - **Audit:** Identify where energy is leaking. Which meetings, reports, or rituals consume time without delivering real value? - **Adjust:** Introduce visible changes such as meeting-free blocks or healthier communication boundaries. That means no late-night Slack or Teams messages! - **Amplify:** Publicly celebrate sustainable success. When you see people in your team taking on a process and making it simpler, really celebrate that success because those are the behaviors you want to amplify. ## Simplifying the system One useful experiment when joining a new organization is to question existing processes. Many companies operate with recurring meetings, reports, or rituals that no longer serve a clear purpose. Temporarily stopping some of these activities can quickly reveal which ones actually matter – and which ones exist simply because they always have. The result is often a simpler system that supports both performance and sustainability. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## FAQs about customer success burnout Conversations about burnout often surface the same questions from customer leaders. Two challenges come up repeatedly: how to quantify burnout for executives, and how to manage team wellbeing when leadership expectations remain unrealistic. ### When your CFO doesn’t see the burnout One challenge many CS leaders face is demonstrating burnout in financial terms. Consider the scenario where pricing increases, or company policy puts CSMs in difficult conversations with customers every day. Over time, those interactions can take a significant emotional toll. Leaders may start seeing the warning signs — long-term leave, exhaustion, or declining morale – but struggle to convince their CFO that the issue requires structural change. In situations like this, the key is to connect burnout to the metrics leadership already cares about. One approach is to map the **customer value cycle** and show how engaged teams drive stronger net revenue retention. When CSMs are able to operate proactively – focusing on customer value rather than constant firefighting – they influence renewal outcomes and expansion opportunities. The goal is to shift the conversation from “employee wellbeing” to “revenue impact.” If burnout is reducing proactive work, weakening customer relationships, or increasing churn risk, those outcomes should be modeled and presented in the same way any revenue risk would be. Ultimately, executives respond to the language they already use to run the business. [Speaking the language of the C-suiteDiscover 10 principles to shape customer-centric mindsets, balance growth with trust, and speak the C-suite’s language.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-507.png)Customer Success CollectiveDeepak Sharma![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Speaking-the-language-of-the-C-suite-2.png)](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) ### When leadership expectations are unrealistic Another question many CS leaders wrestle with is what to do when burnout originates higher up in the organization. CCOs often act as a buffer between executive expectations and frontline teams. That means protecting the team from unsustainable pressure while still delivering results. If leadership decisions are creating unsustainable workloads, the responsibility becomes showing how those decisions affect customer experience, retention, and revenue. But there is also a difficult truth that experienced leaders eventually confront: not every culture is changeable from the middle. Sometimes, the most productive path is influencing the system. Other times, it requires recognizing when the organization is unwilling to change. CCOs have limited control over executive behavior, but they do have responsibility for protecting their teams and clearly communicating the consequences of unsustainable practices. ### Is burnout actually increasing? Burnout often feels more visible today than it did in the past. But that doesn’t necessarily mean it’s more common. In many cases, what has changed is the willingness to talk about it. Leadership cultures have evolved to allow more open conversations about mental health, workload, and emotional labor. That shift is positive, especially in customer-facing roles where emotional pressure is a core part of the job. The challenge now is ensuring those conversations lead to structural change. [![CS Leadership Certified: Google, AWS and LinkedIn](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--3-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ## Leadership defines the culture Burnout is *not* inevitable. But it rarely resolves itself. Chief Customer Officers shape the culture through the expectations they set, the systems they build, and the behaviors they model. When leaders redefine ambition, build psychological safety, and simplify the work itself, they create an environment where teams can perform without sacrificing sustainability. And in customer success, those outcomes are inseparable. Because protecting the people delivering the customer experience ultimately protects the revenue behind it. --- *This article has been adapted from a talk called “Anti-burnout leadership: Building ambitious CS teams that still sleep at night” given by Maranda at Chief Customer Officer Summit London 2025.* ## Continue the conversation with CCOs in Austin On **September 24** in **San Francisco**, the [**Chief Customer Officer Summit**](https://events.customersuccesscollective.com/location/ccosanfrancisco) will bring together senior CS leaders for a full day of candid conversations, practical insights, and meaningful connections. Join 100+ customer success leaders to exchange ideas, pressure-test your strategy, and learn how high-performing teams are tackling the biggest challenges in retention, expansion, and churn. You’ll walk away with: - Fresh industry insights from leading CS practitioners - Practical strategies you can implement immediately - A stronger network of peers who understand your challenges - New perspectives on scaling customer success in today’s market Skip years of trial-and-error by learning directly from the people building and scaling today’s most effective CS organizations. [ Join us in San Fran ](https://events.customersuccesscollective.com/location/ccosanfrancisco) ### LastPass's playbook for scaling customer success with AI URL: https://www.customersuccesscollective.com/lastpass-playbook-for-scaling-cs-with-ai/ Last updated: 2026-08-18T10:49:52.000Z A year ago, I wouldn't have been comfortable talking openly about AI. Not because I didn't believe in it, but because I was in the middle of a very real internal argument with my own leadership about why we needed to move faster. My team was eager. They wanted in. But LastPass is a security company, which means the wild-west nature of [AI adoption](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) didn’t make everyone in the room feel totally at ease. But here we are. And what's happened over the past year has genuinely changed the way I think about the future of customer success (CS). So let me share what I've learned, what's worked, what's harder than it looks, and where I think this is all heading. [AI‑first support playbookA practical framework designed to help support teams adopt AI in a focused, measurable, and sustainable way.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-2cf3d56e-e453-472a-9fa8-05138e7befad.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI---first-support-playbook-meta-3c7361d2-2992-4e64-8b9a-8b6b8c6e1590.png)](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) ## The evolution of customer success My career in customer success started back in the consulting days, when everything was on-premise and "driving value" meant throwing smart people at a project, spending millions, and then figuring out at the end whether it actually worked. That was **CS 1.0**, if you want to call it that. Digital transformation changed everything. It gave us scale, automation, and better engagement models. That was **CS *2.0***. But we're now firmly in what I'd call **CS 3.0**: scaling customer success through AI. The shift matters because the pressures on CS teams have never been more intense. If I asked a room full of [CS leaders](https://www.customersuccesscollective.com/lessons-from-customer-success-leadership/) to raise their hands if they'd been asked to do more with less in the last 12 months, every single hand would go up. Budgets are tight. Growth trajectories are changing. The rule of 40 puts pressure on every function, and CS is not exempt. If you haven't already unlocked the revenue element of customer success, it's even harder to justify what you need. Linear headcount growth tied to account growth is dying fast, and the model of adding one more person for every 30 new accounts has fundamentally changed. ## The new revenue benchmark for customer success teams There's a rule of thumb that's circulated for years in TSIA circles: 10% of revenue as the benchmark for CS investment. With AI in the picture, I've seen that number increasingly talked about as closer to 7%. I know what you're thinking when you see that number: does that mean layoffs? Absolutely not. This shouldn't be a cost-cutting exercise. What it means is that the growth of your revenue should outpace the growth of your headcount. That's the trick. You're running leaner by growing smarter, not by cutting people. At LastPass, we're currently running at about 7.5% and working toward 6.5%. Nobody’s losing their job to get there. That said, you do sometimes need to shift investments. If you don't already know what percentage of revenue your CS cost base represents, partner with your finance team and find out. Understand where you're over-indexed. The data will tell you a story. ![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg) ## What "doing more with less" actually looks like in practice We have over 100,000 business customers and millions of consumers. Throwing humans at every problem simply isn't an option. In fact, when one of my team leaders came to me asking for more budget to better engage customers beyond the [churn-risk](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) segment, my answer was direct: before I consider increasing your budget, you need to prove to me you’ve fully exhausted what AI can do with your existing resources. Here's what happened next: - They went back to Gainsight and pulled all of the calls to action their pooled resources had been executing - They ran an analysis on where time was actually being spent - They found that roughly 25% of their activity was low-value work that wasn't translating to real dollars That was the "aha" moment I’d been hoping for. They reallocated those resources, and within a week, they'd recovered 50% more unintentional churn than before. We went from recovering around $33,000 in a week to $110,000, and that was just the beginning. _This post is for paying subscribers only._ ### Empowering CSMs to make better decisions with data URL: https://www.customersuccesscollective.com/better-decisions-with-data/ Last updated: 2026-08-13T11:01:29.000Z Walk onto any customer success floor and you'll see [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) managing accounts through an expensive illusion of certainty. They're surrounded by [usage](https://www.customersuccesscollective.com/product-usage-metrics/) charts, contract values, and automated [health scores](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/). On paper, they have more data than any generation of [account leaders](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) before them; in reality, they're operating blind. Corporate [leaders](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) have built massive reporting engines designed to give executives a retrospective sense of comfort, but this environment has created a severe operational bottleneck for frontline staff. Organizations waste thousands of payroll hours forcing account teams to update subjective status logs and look at charts that fail to predict customer behavior. When you flood a field team with aggregate metrics, you create a **culture of defensive administration**. Frontline teams become reactive firefighters, using data that only confirms a customer crisis after it has already occurred. **True data empowerment** isn’t an exercise in giving your team more dashboards; it’s about converting raw telemetry into clear, prospective signals that help an individual safely and confidently protect net recurring revenue. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-223ef76c-d90f-4a7b-9e5c-49ac8f9d4387.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--32--7fd79fa4-5a60-4e39-84e9-7d5b7ed267bf.jpg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## The lagging indicator trap Despite what most think, standard customer success metrics don’t predict account health. In my experience, they merely log historical drift. A sudden drop in seat utilization or a spike in support tickets is rarely an early warning signal. Usually, it's the trailing smoke from a fire that started a quarter ago. ### When the contract is masking the churn Many [leadership teams](https://www.customersuccesscollective.com/authentic-leadership-guide/) mistakenly believe that an account is safe until the utilization curve drops, but the reality of enterprise operations tells a very different story. Legal boundaries, multi-year contracts, and annual budgetary cycles create an artificial stabilization layer that tricks standard logging tools. A corporate client might continue paying for and executing a piece of software simply because they're contractually bound to do so, even though their [operational leadership](https://www.customersuccesscollective.com/customer-success-operations/) decided months ago to scrap the platform at the end of the contract term. In my experience operating scaling teams, **the fate of an** [**enterprise renewal**](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) **is decided during the initial onboarding milestone phase**, not the final three months of the contract cycle. The [churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) clock starts ticking within the first three weeks of the implementation phase. If an enterprise client hits structural friction during that first mile of integration, their [long-term engagement](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/) flatlines. They may maintain their base utilization numbers simply because their current corporate infrastructure is temporarily locked into your application, but their internal commitment to your platform has already vanished. ### Why onboarding is your real renewal window By the time a retroactive [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) flags a usage drop, the client has already reallocated their operational budget and initiated a replacement strategy. To empower account teams to make real-world decisions, **organizations must stop building retroactive summaries**. The field needs clean, [proactive indicators](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) that explicitly pinpoint early friction while a customer relationship can still be redirected. [![Data quality scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--8-.jpg)](https://www.customersuccesscollective.com/data-scorecard-framework/) ## When green metrics let you down The danger of relying on aggregate tracking models became clear to me back when I was managing network security operations for a major federal defense contractor. In that secure command center, surrounded by glowing terminal screens, we learned a hard lesson about monitoring tools: aggregate data can easily lie to you. Our automated baseline script tracked overall uptime and packet loss averages across a distributed regional infrastructure. The status panel consistently displayed a reassuring green icon because the overall system thresholds looked completely stable. However, the script was completely missing a localized routing protocol misconfiguration that was quietly dropping critical intelligence packets in a single, isolated sector. The aggregate numbers masked the micro-trend indicating an operational failure. If our operators trusted the green light blindly, the mission failed. We had to train our teams to look past the main dashboard and actively hunt for anomalies beneath the surface. ### The same blind spot in enterprise customer success Years later, while managing a large enterprise portfolio in the financial services vertical, I saw this exact pattern repeat itself in a corporate setting. Our internal customer success platform gave a major client a beautiful health score of 84/100\. The executive dashboard was green, consumption volumes looked steady, and the support ticket queue was silent. Everything about this account pointed toward a [guaranteed renewal](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). The breakthrough happened because the account owner ignored the green dashboard and focused instead on political erosion. The client's core team had stopped attending [product feedback](https://www.customersuccesscollective.com/customer-feedback-questions-framework/) sessions, and a mid-level engineering manager quietly paused a minor data workload migration. To our automated scoring system, this was noise; to an operator on the ground, it was an incoming churn risk. [How to align enterprise client stakeholdersMost enterprise account failures aren’t product failures, but are the result of failing to treat account health like a high-stakes intelligence briefing.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-a73f9cae-e264-44f2-9ce9-fd8607f9dcc5.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-drive-boardroom-decisions--1--05ea90e4-c1fc-4be8-989b-32a2b34778e1.jpg)](https://www.customersuccesscollective.com/align-enterprise-client-stakeholders/) One of my CSMs discovered the competitive threat through a simple moment of human oversight during an ad hoc virtual troubleshooting call. The client's system administrator accidentally shared their entire desktop monitor instead of a single browser window, revealing an active calendar invite titled: “Discovery Session with Alternative Architecture Provider.” Our team completely bypassed the corporate dashboard to investigate the political reality of the account. We discovered that the executive champion who originally bought our software had moved into an advisory role. The incoming VP of Operations had run our closest legacy competitor at their previous company, and they were actively using a corporate vendor consolidation wave to push us out. Because the team had the **operational freedom to look past the aggregate health score**, we caught the political threat before the contract slipped away. We put together a targeted recovery playbook focused entirely on the new executive's immediate business goals, demonstrated the true cost of a migration baseline, and secured a multi-year renewal. If your data strategy doesn't help your field teams spot these subtle, qualitative shifts, it leaves your business exposed to unmanaged risk. ## The true incentives of data hoarding In typical enterprise operations, a [customer success manage](https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/)r's daily workflow is an exercise in forensic science. ### Why silos survive cultural change initiatives Sales hoards the initial contract context inside the core prospecting database, product locks usage telemetry behind a proprietary wall, and support buries critical system bugs deep within a separate ticketing queue. The account executive is left to piece this mosaic together five minutes before a high-stakes executive call. Leaders often blame [communication breakdown](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) for these corporate data silos, but the problem is actually driven by misaligned incentive structures and platform economics. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) Contrary to popular opinion, product engineering teams don't hide usage telemetry because they dislike customer success; they hide it because their internal database architecture is poorly optimized, or their [product analytics](https://www.customersuccesscollective.com/leveraging-ai-for-predictive-analytics-in-cs-customer-success-labs/) tool charges an expensive tier license fee for every additional seat added. Marketing hoards lead generation signals because their bonuses are tied to initial conversion metrics, not down-funnel [customer retention](https://www.customersuccesscollective.com/customer-retention/). Resolving this gridlock requires a practical engineering compromise rather than high-level cultural adjustments. Instead of forcing teams to log into expensive, per-seat third-party applications, data leaders must pipe raw product telemetry logs directly into a low-cost, centralized data lake. By exposing raw database tables via common querying tools, technical leaders can build automated data triggers without inflating software seat costs. When you lower the internal financial barrier to telemetry data and make client behavior transparent across departments, you give your [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) team the structural context required to protect revenue. ## Surviving the procurement audit Telling customer success professionals to simply focus on [return on investment](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) is standard, baseline advice that fails to address the brutal reality of [enterprise purchasing](https://www.customersuccesscollective.com/align-enterprise-client-stakeholders/). To build real executive presence, a manager must acknowledge an uncomfortable truth: corporate executives often hide their true priorities, and mapping software utilization to an exact bottom-line return is notoriously difficult to isolate. When a customer executive claims they want to maximize [user adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), they're often hiding a deeper corporate mandate, such as surviving an incoming procurement audit or consolidating software vendors to save capital. If your team shows up to an executive review boasting about abstract operational maturity models, they'll be cut during the next budget evaluation. CFOs don't care about customer satisfaction in the abstract. They care about headcount reduction, contractual liability, and resource reclamation. To survive a procurement review, your field team needs a framework that translates product data directly into hard currency calculations. When presenting to a financial buyer, you must speak in terms of reclaimed operational capital. The transition from passive monitoring to true field execution requires a hard realignment of what your systems track: | What C-suite dashboards require | What field execution actually takes | | ------------------------------------------------------------------------------------------ | ----------------------------------------------------------------------------------------------------- | | Activity tracking: Counting weekly sync calls and logged client emails. | Value velocity: Measuring the speed from contract signature to the first verified business milestone. | | Contract revenue tiers: Categorizing account importance based entirely on ARR sizing. | Milestone audits: Validating specific qualitative goals achieved within the first ninety days. | | Static sentiment scoring: Relying on retrospective annual NPS or client surveys. | Continuous signals: Tracking qualitative shifts like missed syncs or paused data migrations. | | Reactive escalation handling: Waiting for formal support tickets to reach critical status. | Predictive playbooks: Triggering intervention tracks based on real-time adoption velocity drops. | The difference between an account *saved* and an account *cut* comes down to this specific structural framing. ### How to frame product data as a financial argument A legacy account review boasts that automated software usage increased twenty percent over the previous quarter, a metric that provides no clear economic value to a financial buyer. A data-empowered executive presentation frames that exact same telemetry through a commercial lens: By automating the system workflow, we cut your team's manual processing time by 20%. That represents 40+ hours of manual labor per week reclaimed. At your average fully burdened rate, we have effectively returned one full-time employee to your core initiatives this quarter. This level of [commercial fluency](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) changes the entire relationship with the client's executive suite. You're no longer a software vendor asking for a renewal – you're an operational ledger item that the financial team can’t afford to eliminate. [How to get your CEO to notice your customer success teamYour CEO cares about one thing: numbers that directly impact the company’s financial health and long-term survival. That means metrics that make sense to people who live and breathe revenue numbers. “The love language of the company is revenue,” according to Rav Dhaliwal.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-f19565ad-f4b8-40e9-97c4-c28e44479b90.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--42--53c19035-926b-429d-9872-1d1c46783a10.jpg)](https://www.customersuccesscollective.com/get-your-ceos-attention/) ## Automated synthesis vs. automated spam We are told that [artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI) will soon eliminate the forensic grunt work of account management, sparing CSMs from manual data synthesis. I view these sweeping vendor promises with deep skepticism. Without explicit guardrails, we are simply engineering an uncalibrated telemetry layer that serves to manufacture alert fatigue. If an automated platform sends ten generic risk alerts every single morning based on minor database anomalies, the field team will quickly develop severe alert fatigue. They'll ignore the [automated system](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) completely, treating it as corporate spam. The technology must be guarded by strict contextual filters to be useful. ### Why raw data fluctuations alone are meaningless indicators of risk In our configuration, we block alerts unless a [product adoption](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/) slowdown occurs in lockstep with a critical corporate event, such as an internal champion changing companies or an active support escalation breaching its SLA threshold. When the notification lands, it must arrive as a complete action brief containing the political context of the account, a map of remaining internal allies, and a pre-drafted outreach template based on the previous quarter's value benchmarks. The technology should handle the heavy analytical sorting, freeing up the account leader to navigate corporate politics and execute targeted recovery plays. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## Redefining field execution rhythms Transforming your field performance requires moving away from balanced list structures and symmetrical process graphics. Real customer management is asymmetrical, unpredictable, and driven by changing human factors. Leaders must establish field rules of thumb that adapt to the actual friction their teams face every day. To build this agility into your daily operating rhythm, start by purging usage volume from your health scores. If a client logs in daily but consistently misses deployment milestones, their value velocity has flatlined. Drop their automated health rating and flag them as an active risk immediately. ### The questions CSMs should be answering instead This operational reality demands an entirely different format for internal account reviews. Stop letting CSMs parrot casual status updates from friendly project managers. Force them to answer the hard questions: - Who actually owns the budget this quarter? - If our main champion left tomorrow, who would defend our line item? - Exactly what legacy software platforms is their financial team looking to consolidate? Above all, ruthlessly strip back the administrative logging burden. If your team spends more time feeding the internal CRM than analyzing actual customer behavior, your operating model is broken. **Value velocity**, rather than **usage frequency**, is the most critical leading indicator that correlates with real NRR. Customers who realize value quickly actively expand, rather than just renewing. When you anchor your field data in outcome speed, you stop playing defense. You give your team the leverage required to command an executive room rather than beg for a renewal. [![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ## The bottom line Empowering a customer success team with data isn't a technical challenge; it's a choice to focus on what matters. It requires letting go of vanity metrics and hollow dashboards so you can zero in on the few signals that actually show whether your customer is winning. Don't wait for your next formal performance review to check your data habits. Sit down this week, open up your current accounts, and look at the data you rely on every day. If you have to jump between five tabs, ignore weird glitches, and guess whether a relationship is secure, the system needs to change. **Ditch the vanity dashboards** and focus entirely on **protecting real customer value velocity**. By stripping out the administrative static and equipping your team with commercial telemetry, you turn net revenue retention from a quarterly guessing game into a predictable financial asset. ### 5 hard lessons from Trustpilot's two-year CRM modernization URL: https://www.customersuccesscollective.com/lessons-from-trustpilots-crm-modernization/ Last updated: 2026-08-07T16:18:27.000Z I'll be upfront with you: this isn't a polished success story where everything went according to plan, and we high-fived our way to a [unified CRM](https://www.customersuccesscollective.com/customer-success-in-crm-video/). It's the warts-and-all version – the one where we made avoidable mistakes, underestimated our people, and had to learn some very basic lessons the hard way. If you're somewhere in the middle of a [CRM modernization](https://www.customersuccesscollective.com/customer-success-in-crm-video/) right now, some of this will feel uncomfortably familiar. If you're about to start one, consider this your advance warning. ## A little context on Trustpilot Trustpilot is a dual-sided platform. Consumers leave reviews. Businesses read them, respond to them, and use them to improve. We talk a lot internally about how bad reviews can be the start of a better business. Our customers can spot trends in real time – a sudden dip in scores because a product batch had the wrong glue, for example – and use that signal to act quickly. A few numbers that put our scale in perspective: - We're the largest open customer feedback platform, with 350 million reviews and around 190,000 new ones added every day. - 58% of consumers are now using answer engines when researching purchases, and platforms like ChatGPT and Gemini regularly cite Trustpilot data to verify their responses. - We've used AI and machine learning for close to two decades to detect and remove fraudulent reviews, and we've removed 4.5 million fake reviews from the platform – around 7% of our total. Businesses are worried about visibility; consumers are [worried about trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/). We sit right at the intersection of both. Trust is what we do. But enough about us. You're here for the CRM story. ## Where we started: Fragmented, disconnected, and showing our seams If you've worked at a startup, or any company that grew quickly without a deliberate data strategy, you'll recognize this picture. We had disconnected systems and [scattered data](https://www.customersuccesscollective.com/bad-customer-data-hygiene/). I've worked at a company that had 78 different CRMs, and while we weren't quite at that level, we had around seven or eight. In the customer success team alone, there were four different CRMs depending on the market. What that looks like in practice: - A customer calls in, and you can't just pull up a unified view of their history. - You have to raise a ticket with another department to find out what happened in a support interaction. - You're slow, your processes are poor, and you're showing the customer the seams of your business at every touchpoint. When we ran [NPS surveys](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/), you could see the frustration in the data: support experiences, inconsistent journeys, the sense that no one had the full picture. Each team, whether that was support, customer integrity, marketing, finance, or customer success, was operating on a different system. Fragmented doesn't quite cover it. So we had the idea that many companies have: let's unify it. We called the project "Unified CRM." Very original. ## The strategy: 1 platform, 1 view Our goals were straightforward: - A 360-degree view across sales, service, and marketing. - One data platform (we chose Salesforce, where our new business sales team had already been for years). - Automated insights to support proactive customer experiences. - Predictive churn risk scores. - Better tools for our CSMs, so they weren't constantly chasing down support tickets or working without the context they needed. We also cared about being a destination employer. That's hard to pull off when your team is fighting against fragmented, clunky systems every single day. _This post is for paying subscribers only._ ### How one support team turned a cost center into a revenue line URL: https://www.customersuccesscollective.com/how-one-support-team-turned-cost-center-revenue-line/ Last updated: 2026-08-07T14:00:20.000Z When I joined Pigment in 2020, we had zero support tickets a month and just a handful of customers. By the time I left at the start of 2026, we were approaching a thousand tickets a month, running a 24/7 on-call system, [generating revenue](https://www.customersuccesscollective.com/scale-customer-success-and-revenue-with-ai/) directly through support, and picking up industry awards along the way. I've since moved on to become global head of support at ITRS Group, but the story of how we got there, and the framework we built along the way – the scaled funnel – is one I still lean on today. ## Starting from scratch When I joined, there was no [support function](https://www.customersuccesscollective.com/from-support-function-to-revenue-driver/) at Pigment. We built it from the ground up, and the growth that followed is worth tracking year by year: - **2021:** Averaging 33 tickets a month. We hired our first support specialist, launched our community, and ran entirely instructor-led training, with no e-learning or academy yet in place. - **2022:** Up to 144 tickets a month. We brought in a second support specialist, established e-learning, started running events, and put our first automations in place. This was also the year we hit roughly $1 million in customer ARR per support headcount, a metric we used as our core efficiency benchmark. - **2023:** 311 tickets a month and $2 million ARR per support headcount. We started hiring in the US, launched a 24/7 on-call system for incidents, and introduced a premium support offering. By packaging enhanced SLAs and on-call availability into a paid tier, we turned it into a revenue line. - **2024:** Our ticket forecasting reached an accuracy of around five tickets a week, built from data on customer stage, pipeline movement, active users, and planning cycles. (We serve a lot of finance teams, so we learned to anticipate seasonal rhythms: ticket volume would drop during planning periods but urgency would rise, then volume would climb again once customers moved into model-building.) We also hired our first team lead and introduced "support strands," pairing generalist case handling with dedicated specialists for specific product areas. By year-end, we were at $3 million ARR per support headcount with 99.8% CSAT, and had started earning industry recognition. - **2025:** We began feeding quarterly data back to our product managers: where tickets were coming from, which product areas were generating friction, and what enhancements would reduce volume. The goal throughout was the same: less friction in the [customer journey](https://www.customersuccesscollective.com/customer-journey-map-framework/). By 2026, we were forecasting around 850 tickets a month; by the time I left in late January, we'd already reached close to 1,000\. We were preparing to expand into APAC and add live chat, having handled support through email alone up to that point. _This post is for paying subscribers only._ ### The real reason your customer success coverage model isn't working URL: https://www.customersuccesscollective.com/coverage-models-segmentation/ Last updated: 2026-08-05T18:14:24.000Z There comes a point for every [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) team where the quesiton of coverage becomes urgent. Yes, your customer base is growing (congrats!), but your headcount isn't (commiserations). Up until now, the way you've been deciding which customers get a dedicated [CSM](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/), which ones share one, and which are better suited to a [tech-touch model](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/), can't be stretched any further. Most CS teams have answered that question in some form. According to the [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/), **45.6%** operate with a named CSM per account, and more than a quarter run a hybrid named-and-pooled model. The coverage structure question looks settled. [![Customer success coverage models in 2026](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/Untitled-design--11-.png)](https://www.customersuccesscollective.com/state-of-customer-success-report/) **Source:* [**State of Customer Success 2026 Report*](https://www.customersuccesscollective.com/state-of-customer-success-report/) But ask how those decisions are actually made day to day – how CSM capacity and coverage are determined – and the picture changes. **37%** of teams use revenue-based segmentation. [![How customer success teams segment their clients](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/Untitled-design--12-.png)](https://www.customersuccesscollective.com/state-of-customer-success-report/) **Source:* [**State of Customer Success 2026 Report*](https://www.customersuccesscollective.com/state-of-customer-success-report/) Another **37%** say capacity isn't formally defined at all. Risk-based and adoption-based prioritization, the approaches most likely to predict where CS intervention would actually move the needle, account for just **5.5%** combined. The structure is there. The logic underneath it, for most teams, isn't. ## The segmentation problem underneath the coverage question For perhaps obvious reasons, most organizations tend to [segment their clients](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/) based on the revenue they bring in. It’s a rational starting point, allocating CSMs’ time proportional to account value. But there’s a well-documented blind spot that’s pretty scary: a $50K account at high-churn risk often needs more active coverage than, say, a $200K stable client who’s fully adopted and set to auto-renew. When you segment based on revenue, you don’t offer the level of attention required by clients with a higher [churn risk](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/). Instead, you’ll find out about the $50K churn at the renewal meeting instead of two quarters before. **Chinelo Diejomaoh, Senior Customer Success Manager at ComplyAdvantage**, puts the problem plainly: > *"Using revenue-based segmentation is a good place to start, but not the best way to finish. ARR shows what's important for the business, but not what's at risk or where your time is needed most."* See, that’s the question CS leaders should actually be asking. Chinelo argues it isn't just *where* teams should focus, but where your actions will make a difference – and how soon. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) At [Customer Success Summit Washington D.C.](https://events.customersuccesscollective.com/location/washington) 2025, **Melonie Keeffe, Head of Customer Success at Language I/O**, described what happens when this problem hits at scale. Post-Adobe acquisition, she told the room, her team hit an inflection point: > *"$3M customers became $13M customers. We were landing $6M net new customers quarter over quarter. What got us* here *will not get us* there*."* The revenue-only segmentation model that had worked before broke. Her team's response was to rebuild from the foundation: - Customer segmentation - Delivery model definition - Role definition The [segmentation](https://www.customersuccesscollective.com/customer-segmentation-profile-framework/) piece is where she diverges most sharply from standard practice. ARR alone tells you the distribution of customers. But what you also need, she argued, is an understanding of each customer's propensity to grow and their level of maturity. According to Melonie, customers should be able to slide in and out of segments based on those criteria, rather than being permanently locked into any one tier. This produced three distinct segments: 1. **Transformational customers** driving top-down digital change 2. A middle tier called **"mature and grow"** that with the right care could become the next transformational accounts 3. A **data-driven long tail** requiring a fundamentally different engagement approach What underpinned all three was a [digital customer success strategy](https://www.customersuccesscollective.com/demystifying-digital-customer-success-with-alex-turkovic-snow-software/) – not just for the long tail, but for every single segment. When Melonie’s team started measuring *who* was actually engaging with their [digital content](https://www.customersuccesscollective.com/what-content-works-for-boosting-your-customer-retention/) and events, the answer was striking: their largest, most complex transformational customers were showing up more than anyone else. Clearly, the assumption that "big accounts only want high-touch coverage" just isn't one supported in reality. [Choosing the right engagement model for your customersDiscover a proven engagement model that drives outcomes, deepens trust, and turns customer success from reactive to strategic.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-50e026e2-29b1-4557-9d44-a40410c26996.png)Customer Success CollectiveEmily Evans![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Choosing-the-right-engagement-model-for-your-customers-1-25981780-3837-456c-a5ab-26cd04434f65.png)](https://www.customersuccesscollective.com/choosing-the-right-engagement-model-for-your-customers/) ## The engagement architecture question It’s important to stress that having a coverage model and having a prescriptive engagement model are two different things. The 2026 State of Customer Success Report data suggests most teams have the former… just not the latter. That gap shows up in inconsistent customer outcomes rather than any single visible failure. At Customer Success Summit Denver 2025, **Emily Evans, Customer Success Director at Ping Identity**, described exactly this problem. Roughly two years prior to her talk, her team had no prescriptive [engagement model](https://www.customersuccesscollective.com/choosing-the-right-engagement-model-for-your-customers/). CSMs were given loose guidance and left to determine their own approach. Predictably, the results were uneven. The framework she built, called “Success Connect,” broke [customer engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) into five distinct interaction types: 1. Pulse checks for regular strategic syncs 2. Dedicated [success planning](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/) sessions separated from routine check-ins 3. Executive business reviews 4. Innovation and roadmap sessions 5. “Value unlock" sessions – a proactive play that reviewed what customers were licensed for but not using, timed to land around four months before renewal. The separation is the key design decision. Emily drew an analogy her audience instantly recognized: **most CS leaders try to do career planning inside regular one-on-ones**, and it consistently gets crowded out. The same thing happens when success planning gets shoehorned into a “quick” pulse check. When you give each interaction type its own dedicated time and attendee list, the quality of each conversation goes up. What worked so well was that each interaction type has a different cadence depending on tier: - [High-touch](https://www.customersuccesscollective.com/scale-high-touch-customer-success-without-breaking-the-bank/) customers get quarterly success planning sessions - [Low-touch](https://www.customersuccesscollective.com/how-to-balance-high-touch-b2b-and-low-touch-b2c-customers/) customers get them twice a year To determine whether the ratios were right, Emily built a bandwidth calculator – accounting for prep time, meeting time, and follow-up time across all five engagement types – to establish the maximum number of accounts a CSM can realistically handle at each tier. As of 2025, when she gave her talk, her team’s high-touch target was fewer than 20 accounts, with an expectation it would settle around 12 to 15\. Low-touch was fewer than 30, likely to land near-ish 25. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The commercial ownership question that shapes everything Coverage model design doesn't happen in a vacuum. The [commercial ownership](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) structure underneath it – who owns renewals, who owns expansion, where sales ends, and CS begins – determines the roles, incentives, and swim lanes that any coverage model has to accommodate. At Chief Customer Officer Summit New York 2024, **Stuti Bhargava, former Chief Customer Experience Officer at OneSpan**, laid out three models and was direct about her preferences: - In the first, all [commercial activity](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) sits with sales while CS focuses purely on adoption and usage. - In the second – the most common today – new logos go to sales while expansions and [renewals sit with CS](https://www.customersuccesscollective.com/who-owns-customer-renewals/). - In the third, a separate account management team reporting into the CCO handles commercial activity alongside both sales and CS. She considers the first model largely outdated, though she acknowledged it still works in specific situations: complex solutions, long selling cycles, large ACVs, and renewals as complicated as the initial sale. The risk is that the entire CS organization becomes a support structure for sales. "You have this king," she said, "and you have the rest of the people kinda supporting it." Even within this model, she argued, CS should be generating qualified leads and receiving some compensation for deals that originated from their work. The second model is much cleaner. Existing customers are fully owned by CS, and if executed well, renewals become a non-event rather than a milestone. Stuti’s practical fix for the risk that CSMs spend too much time on commercial activity: create a smaller renewal operations team to handle the transactional elements, so CSMs stay focused on [adoption](https://www.customersuccesscollective.com/customer-adoption-enablement-plan-template-framework/) and [value](https://www.customersuccesscollective.com/maximize-customer-value-customers-have-tight-budgets/). The third model – dedicated account team under the CCO – is the most expensive and most complex. Stuti recommends this approach be used selectively, only for the [largest enterprise accounts](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) where multiple relationships across the customer are genuinely necessary. Her conclusion after working through all three: she now won't take a leadership role that doesn't include revenue ownership. Not because [revenue ownership](https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/) is the goal in and of itself, but because without it, the [voice of customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) work that CS excels at stays perpetually at the level of input rather than initiative. Stuti’s perspective explains why [revenue-based segmentation is so default](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) – when CS doesn't own commercial outcomes, ARR is the only signal that travels up the org to the C-suite. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## What the capacity data is actually telling you The 37% of teams with no formally defined capacity model aren't necessarily failing. But the 5.5% using risk or adoption-based prioritization is the number that should concentrate minds. The report contributors who provided context to the 2026 data don't disagree on the diagnosis. Revenue-based segmentation is a starting point, not a strategy. **Raymond Otero, Customer Experience and Product Outcomes Executive**, goes furthest in reframing the question: > *"The future of capacity planning is not revenue-based segmentation. It's signal-based segmentation. Revenue tells you who is important today. Signals tell you where outcomes can be influenced tomorrow. Risk, adoption, expansion potential, executive engagement, and product utilization are far more predictive of where human attention creates value than account size alone."* **Kourtney Shoemaker, Lead Customer Success Manager at Billtrust**, adds the dimension that tends to get lost in the modelling: the [human element](https://www.customersuccesscollective.com/human-first-approach-at-work/). Segmentation and capacity planning can look good on paper while still failing in delivery, particularly when planning is too aggressive and leaves teams overloaded. > *"You don't want to be so tight with your planning that churn goes wild and your* [*KPIs*](https://www.customersuccesscollective.com/measuring-customer-success/) *fall apart."* The real question, as Raymond frames it, isn't how many accounts a CSM can manage. It's whether scarce customer-facing resources are being deployed at the moments that actually matter. Right now, for the majority of CS teams, the signals that should be driving that allocation aren't being used. [ Download the State of Customer Success Report ](https://www.customersuccesscollective.com/state-of-customer-success-report/) --- **Editor's note:* This article draws on perspectives shared by Emily Evans at Customer Success Summit Denver 2025, Melonie Keeffe at Customer Success Summit Washington D.C. 2025, and Stuti Bhargava at Chief Customer Officer Summit New York 2024, alongside expert commentary from Chinelo Diejomaoh, Raymond Otero and Kourtney Shoemaker featured in the State of Customer Success 2026 Report.* ### How agentic AI drives product adoption. Stop repeating the same onboarding call. URL: https://www.customersuccesscollective.com/how-agentic-ai-drives-product-adoption/ Last updated: 2026-09-25T09:00:48.000Z CS teams are expected to drive faster onboarding, stronger product adoption, and better customer outcomes, often without additional headcount. Traditional customer education, built on static courses and one-size-fits-none onboarding paths, can't keep up. In this OnDemand session with LearnUpon, we'll explore how agentic customer education uses AI and real-time customer behavior to give every customer a learning path built around them. If you lead a CS or Support team, this session will show you how to get customers to value faster, without adding headcount to do it. ### What we cover: - **The shift to agentic customer education** \- why static LMS courses and linear onboarding flows are being replaced by learning experiences that adapt to each customer's behavior, in real time. - **Onboarding that reads the room** \- how AI agents detect when a customer is stuck, hesitating, or moving fast, and adjust the journey accordingly, without a CSM manually triggering anything. - **Proving it matters** \- the frameworks CS leaders are using to connect customer education directly to time-to-value and support ticket volume, so it's never framed as a "nice to have." ### You'll learn how to: - Reduce repetitive onboarding and product training without sacrificing the customer experience. - Deliver personalized learning journeys based on real-time customer behavior. - Use AI to automate course creation, enrollment, reminders, and progress tracking. - Free your CS team to focus on strategic customer conversations. - Measure the impact of customer education on product adoption, support tickets, and time-to-value. - Build a scalable customer education strategy that grows alongside your customer base. ## Your speakers ### [Frances Kleven](https://www.linkedin.com/in/franceskleven/), Senior Director, Customer Success, LearnUpon Frances Kleven leads LearnUpon's Mid-Market Customer Success and Implementation teams, bringing more than 15 years of experience across technology and education. Before joining LearnUpon, she held leadership roles at San Francisco State University and the University of California, San Francisco, where she specialized in online learning and continuing professional education. Frances is a regular speaker on customer education, onboarding, and customer success, helping organizations create learning experiences that drive long-term customer value. ### [Alex Jacobs](https://www.linkedin.com/in/alexjacobs812/), Senior Product Manager, LearnUpon Alex Jacobs is a Senior Product Manager at LearnUpon, where he leads CRM Integrations and User Management capabilities. Before joining LearnUpon, he worked as a product manager for an HR software scale-up in Germany and within an innovation lab at a Fortune 100 healthcare organization in the United States. Alex combines product expertise with a passion for emerging technologies, helping organizations build more connected and intelligent customer learning experiences. ### Customer renewal risk scorecard URL: https://www.customersuccesscollective.com/customer-renewal-risk-scorecard-template-framework/ Last updated: 2026-08-25T15:41:14.000Z ## What is a customer renewal risk scorecard? A customer renewal risk scorecard is a scoring tool that turns the early warning signs of churn into a number you can act on. Instead of relying on gut feel about whether an account is "fine" or "at risk," it walks you through the specific signals and has you check off the ones that apply. ## What's inside the template? The template has five sections, covering signal scoring through ongoing tracking: 1. Score your renewal risk signals 2. Interpret your score and set your timeline 3. Map your multi-level relationships 4. Choose your negotiation levers 5. Track signals every cycle ## How to use the template Go through every warning signal with your account team and be honest about what's actually true right now. Once you have a score, look at how urgent this is and when to start the renewal conversation. From there, map who on your side should be talking to who on theirs, and agree in advance which negotiation levers you're willing to pull versus which ones are non-negotiable. Build the signal review into your regular cadence, so you're never caught scoring an account for the first time right before the contract's up. ## Download your customer renewal risk scorecard ![Customer renewal risk scorecard](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/Customer-renewal-risk-scorecard.png) [Customer renewal risk scorecardCustomer renewal risk scorecard.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/08/Customer-renewal-risk-scorecard.docx "Download") [Customer renewal risk scorecardCustomer renewal risk scorecard.pdf167 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/08/Customer-renewal-risk-scorecard.pdf "Download") [Customer renewal risk scorecardCustomer renewal risk scorecard Score the signals, build your response plan, and start the renewal conversation before the clock runs out Renewals rarely fail without warning. Most accounts send signals for months before a contract is genuinely at risk. A champion who goes quiet, a rightsizing…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-c1447216-9b06-488d-9cec-373eecab704e.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJxlZG6ByIGZwGzqafiI9ufMFMEOmRVcQW0aALHhH-Co5rAsNkopTi2q1Yl_iLZianN9V1vivhYwa1XwkKUsvgiEz7hw-mZ2fwiF-OrAeCaseyIHIPZ-w1200-h630-p-f449acad-be91-444c-b5d3-04d30d689e62)](https://docs.google.com/document/d/1DcEb3fLYrOGv%5FjJLnyqIX7tKVBXlOuPmI7Jvi5pWmr0/edit?usp=sharing) _This post is for paying subscribers only._ ### 10 ways to get a higher customer success salary in 2026 URL: https://www.customersuccesscollective.com/how-to-increase-your-customer-success-salary/ Last updated: 2026-08-06T12:46:27.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) professionals like you create a huge amount of [value](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/). You [guide customers through complex, high-stakes renewals](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), protecting revenue and stabilizing accounts. But here's the question that keeps popping up for CSMs and CS leaders everywhere: **Are you being compensated for the value you deliver?** Data from the [2025 Customer Success Salary Report](https://www.customersuccesscollective.com/customer-success-salary-report-2025/) shows us that salaries aren't fixed. They move - sometimes dramatically - based on what you choose to learn, where you choose to work, and how you position yourself. And the data makes it very clear which levers matter most. Let's break down the 10 most powerful, data-backed ways to increase your CS salary in 2026, using real insights from the report - not guesswork. ## 1\. Build a meaningful experience arc One of the strongest stories in this year's data is the simple fact that experience pays, and it pays well. Not because time alone is valuable, but because customer success is a discipline built on judgment, and judgment only comes from living through enough cycles to recognize patterns before others see them. And we can see that reflected clearly in the numbers. Someone in their first year earns a median of **$57,850**, but by year five, that number jumps to **$90,000**, and by year eight, it reaches **$123,250**. 10 to 19 years of experience lands around **$150,000**, and veterans with 20 or more years now sit at an impressive **$190,000**. But don't be fooled into thinking this is linear growth. It's more of an acceleration - the kind that comes from mastering the subtleties of customer behavior, internal alignment, [stakeholder management](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/), renewal psychology, and risk anticipation. It's not that seasoned CS leaders work harder; it's that they work from a deeper well of understanding. And here's the real nuance: experience only becomes earning power when you actively articulate the value of that experience. Don't assume your line manager sees how far you've come. It's your job to connect your background to the [business outcomes you influence today](https://www.customersuccesscollective.com/roi-framework-to-prove-value/). **Experience only becomes currency once you make its impact visible.** ## 2\. Invest in product and sales training You're doing professional development all wrong if you consider cross-functional training as a "nice to have." We can see that when CSMs and CS leaders have access to product and sales training, their salaries are considerably higher than those who don't. In fact, it's one of the clearest salary differentiators [in the entire report](https://www.customersuccesscollective.com/customer-success-salary-survey-report/). CS professionals who received both [product and sales training](https://www.customersuccesscollective.com/customer-success-enablement/) earn a median of **$112,560**, which is 34% more than the **$84,000** median for those with no formal training at all. ![The effect of sales and product training on customer success salaries](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/sales-and-product-training-effect-on-salary.png) That's not a coincidence. Customer success has become increasingly commercial and increasingly technical. Over 80% of CS professionals now play a role in driving revenue through renewals, upsells, or cross-sells, according to the [2025 Customer Success Salary Survey Report](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) (Customer Success Collective). Training is one of the fastest ways to signal that you're not just plodding along, you're willing to put in extra work to upskill yourself. And no, it's not about cramming more certificates into your LinkedIn profile. It's important to remember training isn't about optics, or vanity certifications or badges to promote your "levelling up." It's about building fluency in the areas that make you more effective in your day-to-day job: product mechanics, revenue levers, negotiation, customer psychology, and storytelling. When you [speak the language of value](https://www.customersuccesscollective.com/get-your-ceos-attention/), you become harder to replace and easier to reward. ## 3\. Incorporate AI early (even lightly) Not wanting to bore you with a sweeping statement like "AI is reshaping customer success," but [AI *is* reshaping customer success](https://www.customersuccesscollective.com/how-ai-is-redefining-the-csm-role-video/)… just not the story most people expect. In 2025, we're seeing that heavy AI usage doesn't necessarily equate with the top pay packet - light, exploratory usage does. CS professionals who dabble with AI earn a median of **$132,000**, compared to **$97,875** for heavy users and just **$68,519** for those avoiding AI altogether. ![The effect of AI usage on customer success salaries](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/CSM-purchasing--2-.png) This suggests something important: AI isn't yet rewarding technical depth. It's rewarding strategic curiosity. Light AI users tend to treat AI as a thinking partner rather than a replacement for their work. They use it to prep renewal narratives, summarize complex conversations, [extract insights from data](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/), or articulate customer value more clearly. The outcome is a more confident, more efficient, more strategic operator - just the kind companies *love* promoting. Hopefully, it'll reassure a lot of the [customer success community](https://www.customersuccesscollective.com/customer-success-community/) that they don't need to "become an AI expert." You just need to understand how AI sharpens your work and improves your thinking. A few minutes here and there - a summary, a brainstorm, a rewritten email - can meaningfully shift how your expertise is perceived. ## 4\. Specialize in a revenue motion One of the clearest - and most misunderstood - compensation signals this year is the value of specialization in revenue-driving functions. You might think that owning [renewals, upsells, and cross-sells](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/) simultaneously would increase your earning potential. But the opposite is true. The highest-paid CS professionals are those who specialize: - Cross-sell specialists earn a median of **$123,000** - Renewal-focused CS pros earn **$117,500** - Those responsible for all expansion motions? **$97,500** ![Revenue growth responsibility and customer success salaries](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/Revenue-growth-responsibility-and-salary.png) This tells us something important: companies value clarity. And when your remit is too broad, your impact becomes harder to measure - and harder to reward. Specialists build deeper playbooks, more predictable outcomes, and clearer ROI. They understand the nuances of a particular revenue motion and can improve it in ways generalists can't. And because their value is easier to quantify, it's easier to compensate. If your goal is to increase your salary without changing companies, specialization may be the most powerful lever you have. ## 5\. Move toward enterprise environments If earning potential is your north star, [enterprise companies](https://foundersnetwork.com/startup-vs-big-company/) are hard to ignore. The report shows an unmistakable compensation curve as company size increases: - Small companies (<50 employees): **$77,000** - Mid-sized (201-500 employees): **$110,000** - Mid-large (1,001-5,000 employees): **$129,000** - Enterprise (10,000+ employees): **$200,000** Don't be fooled into thinking enterprise companies are just bigger versions of smaller companies with a little more red tape. It's an entirely different ballgame. You've got more stakeholders, more complexity, more sophisticated customer expectations, and more political layers. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/customer-success-salary-and-employee-headcount--1-.png) But it's not all doom and gloom. With enterprise companies, you also get higher budgets, more structured career paths, and compensation that reflects the scale of responsibility. Enterprise CS requires composure, [executive communication](https://www.customersuccesscollective.com/multithreading-across-stakeholders/), strategic thinking, and a comfort with ambiguity. If that aligns with your strengths, enterprise is one of the most reliable paths to higher earnings. The key is showing you're ready for it: highlighting cross-functional wins, navigating big accounts, influencing product, and driving measurable outcomes across large customer bases. ## 6\. Choose industries that truly value customer success Customer success isn't valued equally across industries, and the salary data makes that starkly clear. Some sectors treat CS as essential to long-term revenue - and they pay accordingly: - Healthcare saw a dramatic surge this year, jumping to a **$150,000** median base salary. - Marketing and advertising reached **$114,320**, and software remains strong at **$110,000**. We see a pattern emerge: retention is mission-critical, switching costs are high, and customer relationships have a *significant* commercial impact. When CS drives measurable revenue outcomes, salaries rise. When CS is treated as post-sale support, salaries stagnate. So, if you're feeling stuck in an industry that undervalues CS, the data suggests it's not you... it's your sector. Moving to an industry where CS is central to the business model can transform your earning potential far faster than climbing the ladder where you are. ## 7\. Use geography as a leverage tool Remote work has changed almost everything about how we hire. But it hasn't eliminated the impact of geography on compensation. Just look back two years ago to the Customer Success Salary Report 2024: we found that full-time remote CS pros had a $95,000 median base salary, while full-time in-office peers sat at $70,000\. It's worth noting that salaries still correlate heavily with the economic profile of the employer, not necessarily the employee. - North America leads at **$110,00** - Australasia follows at **$90,420** - Europe sits far lower at **$70,000** Inside the U.S., the Northeast tops the charts with a median of **$150,000**, followed by the West at **$135,000**. But what does this mean for you? It means you can increase your salary simply by shifting your job search toward companies headquartered in higher-paying regions, even if you never leave your city or your living room. When the employer benchmarks compensation to a stronger market, remote employees benefit from that uplift. This is one of the quietest but most powerful salary strategies available today: work wherever you want, but get paid according to the economic center of someone else's HQ. ## 8\. Show up in the community One of the most quietly influential sections of the salary report is the data around conferences and certifications. Not because attending an event magically raises your salary, but because professionals who invest in themselves consistently earn more. The numbers are telling. In the U.S., conference attendees report a median salary of **$141,250**, compared to **$124,500** for those who don't attend. Even in Europe, the gap shows up at **$74,250** versus **$72,000**. The difference is subtle, but persistent, and gets stronger the more senior the role. Certification data tells the same story. Certified CS professionals earn more at nearly every level, and at the executive tier, the difference becomes striking - certified VPs reach a median of **$260,500**, compared to **$225,000** for their non-certified peers. But the real story here is not the credentials themselves. It's what the credential represents. - It signals curiosity - It signals ambition - It signals a commitment to mastering your craft And perhaps most importantly, it puts you in rooms - virtual or physical - where opportunities tend to happen. People who invest in their careers tend to get noticed, and people who get noticed tend to move faster. In CS, visibility is a currency. And the people who cultivate it consistently earn more. ## 9\. Lead before the title [Leadership in customer success](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/) isn't about managing people. (At least not at first.) It's about taking responsibility for [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/), shaping strategy, and elevating how your team operates. And the salary jumps tied to leadership roles are some of the largest in the entire report. The move from CSM to Senior CSM brings a substantial increase. The leap from Senior CSM to Team Lead or Manager shifts your earning bracket entirely. And once you reach Head of CS, Director, or VP, compensation can skyrocket - with VPs now earning a median of **$250,000**. But here's the nuance the data doesn't explicitly say but absolutely implies: Most people wait too long to act like leaders. They wait for permission. They wait for validation. They wait for the title. Leadership, however, is almost always awarded retroactively. You lead first, then the title follows. That means taking the initiative in cross-functional conversations, improving processes that frustrate everyone, mentoring colleagues who need guidance, reframing customer challenges in a strategic way, or stepping up when the situation feels a little too big for your current job description. Managers promote the people who make the team better. And the sooner you behave like that person, the sooner your salary moves into leadership ranges ## 10\. Stay open to new opportunities The final insight in the report is one of the most revealing: CS professionals who are open to new roles earn more. Those actively looking report a median salary of **$100,000**, compared to **$95,300** for those who are not. It's not that job seekers are inherently higher earners, it's that the professionals who explore the market tend to better understand their worth. They see what other companies pay. They learn how their skills are valued outside their current environment. And because of that, they negotiate more confidently - both internally and externally. Internal raises are often capped by pay bands. In the [2025 Customer Success Salary Report](https://www.customersuccesscollective.com/customer-success-salary-report-2025/) (Customer Success Collective), people aiming for internal promotion reported a $91,625 median salary (8% below the global median), while those who switched companies for the same role reported $110,000 (10% above). Even if you love your role, periodically [engaging with the job market](https://www.customersuccesscollective.com/how-to-get-hired-in-customer-success/) is a form of career hygiene. It keeps your expectations grounded in reality, and it ensures you're not being quietly underpaid simply because you haven't questioned it in a while. The most empowered CS professionals don't job-hop constantly. They simply stay informed - and because of that, their compensation stays aligned with their value. ## Your earning potential is not static The data is clear. Customer success is becoming more strategic, more commercial, and more valued. And with that comes more earning potential, if you know which levers to pull. None of these 10 strategies require luck. None require "waiting your turn." They require intention, skill-building, and positioning. And the moment you start treating your compensation as something you can influence - not something you simply accept - you'll start moving toward the salary your work deserves. ## What's the average customer success salary in 2026? Here's the quick benchmark you're probably looking for. Median base salaries by title, based on the 2025 Customer Success Salary Report: | Role | Median base salary | | ------------------------------ | ------------------ | | Customer Success Manager (CSM) | $95,000 | | Senior CSM | $115,000 | | Team Lead / Manager | $135,000 | | Head of CS | $180,000 | | Director of CS | $210,000 | | VP of Customer Success | $250,000 | Base salary is only part of the picture. Most CSMs also earn bonus, commission, or profit sharing tied to renewals and expansion, which can add 20% to 40% on top of base. When you're benchmarking your own pay, look at total pay, or OTE, not just base. Now, the 10 levers that move those numbers. ## Customer success salary FAQs ### Is customer success a good career? Customer success is one of the fastest-growing functions in SaaS, with clear career paths from CSM to VP and median salaries climbing across every seniority tier. It sits at the intersection of revenue, product, and customer experience, making it a strong long-term bet. ### Can you make good money in customer success? Yes. Entry-level customer success manager salaries typically start around $57,000, mid-career CSMs earn $90,000 to $115,000, and VPs of Customer Success can reach a median of $250,000\. Bonus and commission tied to renewals and expansion can add 20% to 40% on top of base. ### How much do customer success roles pay? It depends on seniority and account scope. Lower-touch SMB roles often sit in the $60,000 to $85,000 range, while strategic enterprise roles can exceed six figures, with leadership total pay rising well beyond $200,000. ### Is customer success an entry-level job? Some roles are, especially at smaller SaaS companies or in high-volume SMB teams. Many mid-market and enterprise CSM roles, though, expect two to five years of experience in account management, support, or a similar client-facing function. --- If you're ready to pull those levers deliberately, our [Pro+ membership ](https://www.customersuccesscollective.com/pro-plus-membership/)is built for exactly this moment. You'll get unlimited access: - 10+ [certifications](https://www.customersuccesscollective.com/certification-journey/) - 400+ hours of on-demand sessions from CS leaders from LinkedIn, Google, and AWS - 100+ plug-and-play templates - Live [workshops](https://www.customersuccesscollective.com/strategic-customer-success-workshops/) - Global peer community - 1x free in-person Summit ticket every year It offers the same skill-building, visibility, and credentialing signals that the salary data shows correlate most strongly with higher pay. [Accelerate your career](https://www.customersuccesscollective.com/pro-plus-membership/) and start compounding the levers that move your compensation. [ Increase your salary ](https://www.customersuccesscollective.com/pro-plus-membership/) ### The 5-stage path from reactive customer support to revenue driver URL: https://www.customersuccesscollective.com/5-stage-path-from-reactive-customer-support-to-revenue-driver/ Last updated: 2026-08-26T10:11:52.000Z 10 years ago, I had no idea what customer success (CS) was. I was working on a management team when the company closed a funding round, and the CEO asked me to lead the CS organization. I said yes, mostly because someone in my network convinced me it was worth pursuing. No grand plan, just a door that opened. Since then, I've built and scaled CS organizations at a handful of [early-stage startups](https://www.customersuccesscollective.com/lessons-building-customer-success-startup-without-playbook/), each time with a different engagement model. I consider myself a builder, drawn to technical products sold into engineering teams and to building teams from the ground up. ## From customer love to business outcomes For most of my career, CS was framed as a service organization: focused on customer love and customer satisfaction. Over the last three to four years, that's shifted. The pressure to justify CS in terms of [revenue has grown](https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/), and I've felt it directly from the people I work with. You can push back on that pressure, or you can embrace it. I decided to embrace it, and that decision has shaped how I've built every team since. ## Where most early-stage customer success functions actually start When you come in as the first customer success leader at an early-stage company, the picture tends to look the same: - Founders are running sales - Engineering and product are handling pre-sales questions and support - Nobody formally owns the customer experience, because everyone is busy running the company and building the product ![Where most early-stage customer success functions actually start](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/08/Where-most-early-stage-customer-success-functions-actually-start.png) At the earliest stage, there are gaps between what customers expect and what the product and processes can actually deliver. That gap *is* the job. I've walked into companies with 20 customers and barely any [engagement model](https://www.customersuccesscollective.com/choosing-the-right-engagement-model-for-your-customers/). I've walked into companies with 150 customers where large groups had never been proactively contacted at all. Customers had signed, been onboarded to some degree, and then simply existed, with nobody tracking whether they were getting value or at risk of leaving. That's the starting point, and the first question is always: where do you start, when everything needs attention at once? _This post is for paying subscribers only._ ### The AI governance gap in customer success URL: https://www.customersuccesscollective.com/ai-governance-in-customer-success/ Last updated: 2026-08-05T16:56:17.000Z The latest data from the [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success/) on AI governance should make CS leaders squirm, not because they're surprising per se, but because they're just so easy to recognize. 41.3% of CS functions have no formal [AI governance](https://www.ibm.com/think/topics/ai-governance) or [quality assurance](https://www.iso.org/quality-management/quality-assurance) (QA) process in place. Only 29.3% have formal governance. The remaining 28.6% rely on informal peer review, which, in practice, means no consistent process at all. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Screenshot-2026-07-30-at-16.59.00---Edited.png) Source: State of Customer Success 2026 Report That means **69.9%** have nothing formal in place. For the vast majority of CS teams, AI output quality depends on whether the right person happened to check it that day. Considering how much customer data CSMs are responsible for safeguarding, that's a major **compliance and security red flag.** That sits directly alongside this: **95%** of CS teams are already using AI in some capacity, and **75%** plan to invest more over the next year. Investment is accelerating. The governance infrastructure isn't keeping pace. You see, we're interested in that uncharted space between what teams are building toward and the guardrails around those investments. ## Where AI actually sits in customer success right now The picture of [current AI use in customer success](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) is more grounded than most of the surrounding hype. The most common pattern is individual or ad-hoc use – **30.1%** of respondents. Think: [ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) for email drafts, Fathom for call summaries, quick research. Team-standard productivity tools account for **23.6%**. Workflow automation sits at **12.2%**. AI that's core to the delivery model: **11.4%**. Decision support – where AI actually informs health scoring, risk assessment, or prioritization – is used by just **8.9%** of respondents. And **5.7%** are already deploying customer-facing AI. That last figure is small, but it's the one that should give leaders pause. Customer-facing AI is where ungoverned outputs stop being an internal problem and become a customer one. The open-text responses capture the range well: - "Not enough yet. CSMs use it for email and client research." - "We use AI to automate internal flows. We want to use it for customer-facing tasks, but we’re not ready yet." - "Just starting. It needs a lot of help!" Several of our survey respondents describe their organization as "exploring" AI use. A few describe themselves as "AI-first." Most are somewhere in the early stretch. This matters because the investment plans are considerably more ambitious than they were in 2025\. Teams that currently use AI at IC level are planning to move toward [predictive analytics](https://www.customersuccesscollective.com/leveraging-ai-for-predictive-analytics-in-cs-customer-success-labs/), workflow automation, and self-service resources – a meaningful jump in operational scope. The governance infrastructure isn't keeping pace. [![AI-first customer support playbook template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/AI-first-support-playbook.jpg)](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) ## The scale problem **Virginia Bloom, Director of Customer Experience at Aclaimant**, puts the core risk plainly: > *"AI-driven insights without guardrails means being confidently wrong, at scale, and fast. One bad assumption used to cost you a single account. That same assumption in an AI workflow spreads across your whole book before anyone notices – and good luck walking it back."* This is the thing that changes when AI moves from ad hoc, individual use to [workflow automation](https://www.customersuccesscollective.com/how-to-automate-your-client-onboarding-process/) or decision support. A CSM using AI to draft an email and getting a bad output costs one email. An [ungoverned health scoring](https://www.customersuccesscollective.com/health-scores-in-the-customer-lifecycle-video/) model producing bad risk flags across 500 accounts costs 500 accounts – and by the time anyone notices, a lot of damage is done. At Customer Success Summit Sydney back in 2024, **Rajiv Ranjan, Customer Success Director at Oracle**, described exactly this dynamic playing out with his financial services customers across the JAPAC region. When he introduces AI capabilities to customers, the questions come immediately: > *"How do you handle data privacy? How do you handle data security? How do you handle training of your AI models?"* His point was direct: governance isn't just an internal exercise. Customers are already asking about it, and CS teams need credible answers ready. Ranjan's recommendation at Sydney was to start with visibility. Until you have an inventory of the [AI models](https://www.customersuccesscollective.com/the-ai-enabled-customer-org/) operating in your environment – who owns them, what data trains them, what guardrails exist around agents and prompts – you can't govern any of it. **Raymond Otero, Customer Success and Product Outcomes Executive**, puts the stakes in their starkest terms: > *"The risk isn’t that AI makes mistakes. The risk is that AI allows organizations to scale mistakes with unprecedented speed and confidence. Customer success ultimately runs on trust. An ungoverned model that incorrectly flags risk, misidentifies opportunity, or generates flawed recommendations doesn't just create a bad customer experience – it creates a bad customer experience at scale."* ## The accountability gap The data finding that stands out most isn't the 41.3% without governance. It's what sits underneath it: nobody owns the outputs. **Chinelo Diejomaoh, Senior Customer Success Manager at HiBob**, cuts straight to it: > *"Who owns the quality of AI-generated outputs in your team? If the answer is nobody, that’s your starting point."* This becomes more pressing as AI moves up the stack. When it's individual use – a CSM summarizing a call – ownership is obvious. When it's a workflow automation routing accounts, or a model generating renewal risk flags, ownership gets a bit murky. Decisions get made that nobody has explicitly signed off on. When those decisions are wrong, there's no accountability structure to identify the problem, let alone fix it. **Kourtney Thomas, Head of Customer Success at TakeUp**, adds the dimension most teams haven't thought through yet: legal and compliance exposure. > *"There are absolutely legal and compliance risks that come into play since we're dealing with customer and product data in CS. Depending on the industry, that sensitivity and complexity can bring even greater liability. I think there's the legal and compliance risk in scaling AI investment too fast, but there's also the more practical risk of poor output that does not achieve the expected ROI. Without governance and QA in place, there's just a compounding problem of garbage in/garbage out."* Kourtney is also direct about where the pressure originates: > "There's a huge amount of pressure top-down to incorporate and invest in AI, but it's important for leaders to push back on the speed of that mandate and balance it with responsible and effective AI use." [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report) ## The human problem underneath the governance gap At Customer Support Summit San Francisco 2025, **Shanta Bodhan, Associate Director of Innovation Customer Experience at Cornerstone**, opened her talk with a set of statistics worth sitting with: - [An MIT study](https://www.forbes.com/sites/jasonsnyder/2025/08/26/mit-finds-95-of-genai-pilots-fail-because-companies-avoid-friction/) found **95%** of AI pilots failed to deliver financial savings - [S&P Global reported](https://www.spglobal.com/market-intelligence/en/news-insights/research/ai-experiences-rapid-adoption-but-with-mixed-outcomes-highlights-from-vote-ai-machine-learning) **42%** of Gen AI pilots were abandoned - [Capgemini found](https://www.capgemini.com/insights/research-library/ai-and-gen-ai-in-business-operations/) **40%** of organizations tracking AI ROI take one to three years to see positive returns. Shanta argued that the common thread in those failures wasn't technical. "Many failures are human factors – culture, readiness, trust, and workflow friction." And one consequence she identifies is what she calls "shadow work": when team members don't trust an AI tool's output, they end up redoing the task themselves. And yes, it's oh-so easy to put this down solely to inefficiency, but it’s actually a bigger concern for leadership. It's a governance failure in disguise. Your organization ends up paying for AI it isn't actually using, and AI is influencing decisions nobody's checking because everyone assumes someone else did. Virginia Bloom identifies the same pattern from the practitioner side: > *"In most CS teams, AI is living at the individual or tactical level. Teams are staying small even as books and revenue grow, and the AI tools they're handed often weren't added to the stack with CS in mind in the first place. So your best guardrail is a human, stretched across that growing book, who actually understands what they're using and feels safe pulling the off-ramp when the output is wrong."* That phrase – "feels safe pulling the off-ramp" – is worth taking seriously. A governance framework on paper does nothing if team members aren't confident enough to override a bad output. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Where leaders should start At Customer Success Summit London 2025, **Sara Earnshaw, Senior Director of Customer Success at Ivanti**, posed a question to the room: "Can you, hand on heart, say that your success plans are AI and [agentic AI ](https://www.customersuccesscollective.com/agentic-ai-customer-experience/)ready?" Almost nobody raised their hand. Her team of seven manages 2,500 customers, and she's already deploying agentic AI for onboarding – using it to gather customer goals upfront and track whether those goals were met by the end of the process. She plans to extend this to success plans, where an AI agent handles routine check-ins and a CSM steps back in periodically for deeper conversations, informed by what the agent has gathered. At that scale, governed automation isn't a preference. It's the only viable model. Her practical test for where AI belongs: success plans need to be specific enough that each element can be answered yes or no. As she put it, quoting a former mentor: **"Be specific enough to be falsifiable."** Plans that meet that bar can be tracked by AI. Plans that don't require human interpretation. ### The starting points The [customer success leaders](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) who provided context to our 2026 research data don't disagree on where to start. The common thread across all four is deceptively simple: before you govern AI, you have to be able to see it. That means knowing what tools are actually in use – even informally, even the ones individual CSMs have adopted on their own – and then answering the question Chinelo puts most directly: who owns the quality of the outputs? Not the team. Not IT. A *named* person. From there, the advice converges on two things: scope and checkpoints. Raymond’s recommendation is to start with a small number of high-impact use cases – [risk identification](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/), next best actions, renewal forecasting – set success criteria upfront, and measure quality from day one. Kourtney makes the same point from a compliance angle: tie any AI investment to a specific business objective, document your data sources, and build in human review before you scale. "Without governance and QA in place," she says, "there's just a compounding problem of garbage in, garbage out." Virginia’s framing is the most portable: > *"You can start building the muscle with a few honest questions for any AI use: What problem are we actually solving? Where is the data coming from, and is it any good? What's the risk if this goes unchecked? Where's the human checkpoint or off-ramp? That last one is the whole game right now."* Raymond puts the same instinct into a principle worth keeping: > *"The most effective governance programs are not written as standalone policies. They're embedded directly into the workflows where AI influences decisions. Govern the outcomes, not just the technology."* None of this requires a formal governance program. It requires clarity about what you're deploying, why, and who's responsible when the output is wrong. The organizations closing the gap aren't the ones with the most robust frameworks. They're the ones where someone has already answered Chinelo’s question. [ Download the State of Customer Success 2026 ](https://www.customersuccesscollective.com/state-of-customer-success-report/) --- **Editor's note:* This article draws on perspectives shared by Sara Earnshaw at Customer Success Summit London 2025, Shanta Bodhan at Customer Support Summit San Francisco 2025, and Rajiv Ranjan at Customer Success Summit Sydney 2024, alongside expert commentary featured in the State of Customer Success 2026 Report.* ### Customer Success Festival New York | July 2026 URL: https://www.customersuccesscollective.com/customer-success-festival-new-york-july-2026/ Last updated: 2026-07-27T10:23:37.000Z Designed for CS leaders who think bigger. This interactive festival connects you with the broader GTM ecosystem through workshops and brainstorming sessions so you can build practical growth frameworks and drive retention. _This post is for paying subscribers only._ ### How Meltwater trained CSMs to sound like strategic advisors, not vendors URL: https://www.customersuccesscollective.com/meltwater-trained-csms-strategic-advisors-not-vendors/ Last updated: 2026-08-14T12:29:47.000Z There's a moment most customer success (CS) leaders will recognize, even if they haven't named it yet. Retention plateaus. Quarter over quarter, the numbers tick up a little, dip down a little, but they don't really move. You're getting better at saving accounts, faster at intervening, smarter about risk scoring…and yet the needle stays stubbornly still. That was Meltwater's experience coming out of the pandemic. Gangbuster years in 2020 and 2021, then a wall. When we dug into it, there wasn't one clean answer: - Low switching costs meant new market entrants could offer like-for-like products without much friction. - We had a strong product roadmap, but adoption of new releases wasn't keeping pace with the releases themselves. - The ever-evolving content landscape was creating a race to the bottom in terms of meeting customer needs. The easy answer would have been to blame product or blame sales. The harder, more honest answer: the way we were engaging with customers wasn't creating stickiness. We were having the wrong conversations. [![Customer Success Powerhour](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Powerhour_Newsletter_Asset--3---1--2.png)](https://www.customersuccesscollective.com/cs-powerhour/) ## The quote that reframed everything During an annual planning process, I came across a quote from Archbishop Desmond Tutu: > *"There comes a point in time where we need to stop pulling people out of the river. We need to go upstream and find out why they're falling in."* That was a lightning bolt moment. Because that's exactly what we were doing. Every month, every quarter, we were pulling customers out of the [river of churn](https://www.customersuccesscollective.com/6-things-to-do-when-a-customer-announces-theyre-churning/). We were getting better at it: faster interventions, smarter risk scoring, sharper playbooks. But we never stopped to ask why they were falling in in the first place. That quote became an operating mantra, and the lens through which we looked at solving the churn problem at Meltwater. ## How CS maturity tends to evolve When we mapped our own [CS journey](https://www.customersuccesscollective.com/building-customer-success-from-scratch/), a pattern emerged that will probably resonate with anyone who's been in this industry for a decade or more. - **CS 1.0** is relationship-based support. NPS scores, CSAT, reactive ticket resolution. A question comes up, you play whack-a-mole. It feels like good customer service, and in some ways it is, but it's not building anything durable. - **CS 2.0** is where most organizations have landed over the last decade, accelerated by platforms like Gainsight, Totango, and ChurnZero. You're using risk signals, getting smarter, getting faster, being more proactive. But you're still largely operating downstream, responding to signals rather than preventing the conditions that create them. - **Upstream** is where we've anchored the strategy at Meltwater: upstream value creation, risk prevention, and anchoring conversations to business outcomes to build the kind of partnerships where customers are less likely to churn in the first place. The Desmond Tutu quote didn't give us the answer, but it helped us ask the right question. ## The 4 pillars we built the strategy around The shift at Meltwater came down to four pillars. Together, they form the framework for how we operationalize every high-impact customer touchpoint. _This post is for paying subscribers only._ ### How to become a Chief Customer Officer: Lessons from someone who did it URL: https://www.customersuccesscollective.com/lessons-from-a-chief-customer-officer/ Last updated: 2026-07-24T16:32:32.000Z When I joined Taimi as a [Support Team Lead](https://www.customersuccesscollective.com/customer-support-manager/), the company was in full startup mode. We had ambitious goals for our LGBTQ+ dating platform, but the infrastructure? That was a whole other story. I was brought in to build the support processes and team from scratch – and what started as a focused role quickly expanded into something much bigger. We're supporting over 24 million users, mostly in the USA, while also managing a growing [B2B segment](https://www.customersuccesscollective.com/the-b2b-roadmap-to-an-engaged-successful-and-happy-customer/) with advertisers. Along the way, we've integrated AI into our workflows, made countless mistakes, and learned what it really takes to scale customer operations. Here's what that journey has taught me. ## The reality of the Chief Customer Officer role One of the first things you learn stepping into a [Chief Customer Officer role](https://www.customersuccesscollective.com/chief-customer-officer/): there's no standard job description. Every company defines it differently, and the scope you'll have in one organization might look nothing like what you'd encounter elsewhere. In most cases, you're responsible for user [retention](https://www.customersuccesscollective.com/customer-retention/) and revenue at a global level, operating from a strategic position that means constantly developing and refining your vision. The real core of the role, though, is connecting all departments to achieve that common goal of [making users successful](https://www.customersuccesscollective.com/making-your-customers-successful/). When users succeed, revenue follows. When revenue grows, you get the resources to reach your business goals. Today, I oversee [customer support](https://www.customersuccesscollective.com/customer-support/), customer success, [voice of customer programs](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/), user research, content moderation and parts of our trust and safety operations. Now, that's probably not what a CCO role looks like at your company. The key is **understanding what your specific business needs** from this position and building toward that. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Natural progression versus planned career growth People often ask how much I planned my path to the [C-suite](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/). The honest answer: I didn't. I didn't join Taimi intending to become chief customer officer, and I didn't map out taking responsibility for multiple departments. It happened because I joined during the [startup phase](https://www.customersuccesscollective.com/lessons-building-customer-success-startup-without-playbook/) when many processes simply weren't working. I took initiative to figure out what was broken. Then I fixed it. Then I took on more. Each time I saw something that needed attention – moderation processes, user research, [customer success](https://www.customersuccesscollective.com/customer-success-video/) – I raised my hand. Eventually, that led to the C-level. The path wasn't planned, but certain things made it possible. My desire to constantly learn and progress. The initiatives I took. My ability to pick up something new and actually implement it in the company. You might not plan every step of your career, but you can cultivate the mindset and habits that make growth more likely. ## Managing B2C versus B2B customer success We run both B2C and B2B operations at Taimi, and the differences in managing customer success across these segments are significant. With B2B, you're deeply connected with clients. You can focus on them individually, support them throughout their [entire customer journey](https://www.customersuccesscollective.com/customer-journey-template-framework/), and build real relationships. It's personal and highly strategic. B2C operates on a completely different scale. With millions of users, individual connections aren't possible. Instead, it becomes about providing good support for those who are struggling or reaching out, while also [analyzing all the feedback](https://www.customersuccesscollective.com/customer-surveys/) and ideas users share – then figuring out, with other teams, what you as a product can do to make those users more successful. B2C requires you to think in patterns and trends rather than individual relationships. Both approaches aim for the same outcome, but the tactics and mindset are different. ## The unique dynamics of serving the LGBTQ+ community The general challenges are the same regardless of audience: growth, [retention](https://www.customersuccesscollective.com/customer-retention-playbook-that-reduces-churn/), reducing churn, helping users reach their "aha" moment. Our community brings something extra to that work. Compared to my experience with mainstream dating apps, Taimi's users are more involved and engaged. They feel a deeper commitment to the platform, which translates into more feedback, more insights, and a constant stream of ideas for improvement. This level of engagement is something I genuinely value. They're invested in making our product better, rather than just using the product. That [engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) also raises the bar. We get richer data about what users need, but we're also expected to understand not just their functional needs, but [the specific challenges and considerations of the LGBTQ+ community](https://www.stonewall.org.uk/resources/lgbtq-facts-and-figures) – particularly around [trust and safety](https://www.lgbtqandall.com/the-significance-of-safe-spaces-for-lgbtq-individuals/). ## Essential skills for moving from customer success leadership to Chief Customer Officer Certain skills become critical if you're looking to make this jump. First: soft skills, particularly negotiation and relationship building. These matter both with clients and internally – with leadership and teammates. [Customer success](https://www.customersuccesscollective.com/customer-success-strategy-template-framework/) involves constantly [advocating](https://www.customersuccesscollective.com/customer-advocacy-template-framework/) for the customer voice in rooms where other priorities compete for attention. Without those skills, you won't be heard. Initiative is equally important. Doing your job and [hitting your KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) isn't enough. You need to want more, ask for more, and develop yourself as a professional. The people who advance are the ones who see beyond their current scope and actively work to expand it. Understanding business operations at a fundamental level becomes critical at the C-level. You need to grasp how the business works, what it's struggling with, and the natural rhythms of your industry. At this level, you're synthesizing information from multiple sources – not just what customers tell you, but what the business needs to be in two years, five years, and what steps will get you there. [![How to hire and onboard a new CSM](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/How-to-hire-and-onboard-a-new-CSM.jpg)](https://www.customersuccesscollective.com/cs-hiring-onboarding-scorecard-template-framework/) ## The hiring mistake that cost us the most I've made plenty of mistakes, but the biggest ones all come back to hiring. As a manager [building a team from scratch](https://www.customersuccesscollective.com/building-customer-success-from-scratch/), hiring is the most important part of the job. During our scaling phase, I felt pressure to fill seats quickly to meet user expectations. That rush meant the [quality of hiring](https://www.customersuccesscollective.com/cs-hiring-onboarding-scorecard-template-framework/) wasn't always what it should have been. The negative outcomes rippled through everything – customer experience, team performance, business results. The lesson hit hard: hiring well matters more than hiring fast. You won't always detect problems in the interview process, but when you realize someone isn't the right fit, you need to act. It's better for everyone, including them. Someone who struggles in one environment often thrives somewhere their skills and motivations align better. Now, I treat hiring as the strategic function it is. Taking time to find the right person pays off more than rushing to fill a position. ## Implementing AI was our biggest challenge last year Over the past year, our biggest challenge – and achievement – has been [implementing AI](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) across different processes. We're doing this with our own development resources, which means we face all the typical struggles: AI hallucinations, constant prompt updates, system failures where responses aren't generated on time. We use AI in two key areas. ### 1\. Feedback In parts of our product where customers leave feedback and ideas, AI helps us gather statistics, tag ideas, and identify the [most popular requests](https://www.customersuccesscollective.com/translating-customer-requests-into-product-innovation/) and which areas they affect. This gets summarized in a dashboard that helps us discuss with the product team what to prioritize next. ### 2\. Support chats We've also implemented AI in support chats. As we grow, that growth creates real [challenges](https://www.customersuccesscollective.com/challenges-facing-customer-success/) for customer support and success teams who need to adjust to new scope quickly. AI handles simpler questions and first responses. The goal is to eventually have it manage complete conversations for routine issues. [The major challenges facing customer success in 2025CSMs find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. But what are the most common internal and external challenges or barriers to customer success in 2025?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-8e6cb226-190f-41e6-a699-3b86c5bcaf67.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/challenges-65e01e44-67b9-4227-b17c-50302613e807.jpg)](https://www.customersuccesscollective.com/challenges-facing-customer-success/) ## Our current challenge? Strategic planning Right now, what keeps me up at night is [strategic planning](https://www.customersuccesscollective.com/strategic-planning-template-framework/) for next year. We're in [sessions with leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/), discussing positions, ideas, and priorities across all departments. The challenge is knowing what to focus on when everything seems important. Every product has its ups and downs, and depending on where you are in that cycle, you react differently. At the C-level, you can't relax during the good times thinking they'll last. You need to prepare for both. Setting the right goals at the company level, then breaking them down to department level and below, determines your trajectory. Choose the right focus, and you make real progress. Choose wrong, and you waste time and resources you can't get back. ## Building culture and feedback loops in your team For anyone recently [promoted to managing a CSM team](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/), my advice is straightforward: build culture inside your team and create proper feedback loops. [Culture](https://www.customersuccesscollective.com/the-rise-of-sales-first-cultures/) drives performance, resilience, how the team tackles problems, how they work with other departments, and how motivated and empowered they feel. Start by figuring out your vision for the team and work to build that at the highest level possible. Human interactions are the core of all future business growth. [Feedback loops](https://www.customersuccesscollective.com/product-feedback-loop-template-framework/) matter just as much. Your team needs to know how they're doing, what's working, and where they can improve. You need their feedback too – on processes, challenges, and opportunities they see from the frontline. ## Justifying budget for customer success tools When you need to justify budget for customer success tools, focus on what the business gets after implementation. The conversation always comes down to money – either you're [driving revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) or you're saving costs. If you're in a [revenue-driving position](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/), and a particular tool helps you talk to more clients or predict their behavior better, future revenue growth is your justification. If your department is more focused on cost savings and operational efficiency, it's about whether this solution makes the company more efficient. [Money is the common language](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) at the leadership level. When thinking about how to sell a tool to your C-level peers, lead with financial impact. [Should Chief Customer Officers own revenue?From the early days of SaaS to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why Chief Customer Officers (CCOs) should own revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-01543e39-e0e0-410a-b11c-5308d6f62e14.png)Customer Success CollectiveStuti Bhargava![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Should-Chief-Customer-Officers-own-revenue--website-f106b90c-f195-43e7-a06b-f215bf8916f5.png)](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) ## Resources for upskilling A few [book recommendations](https://www.customersuccesscollective.com/the-ultimate-reading-list-of-customer-success-books/) worth the time: "Radical Candor" for developing your management style, "Turn the Ship Around" for leadership dynamics. There's also a coaching book based on the coach who worked with Bill Gates and other Silicon Valley executives – the real stories make the concepts stick. For actual upskilling, I prefer [training programs](https://www.customersuccesscollective.com/why-csms-love-csc/) to most books. Reforge courses, while focused on tech professionals, give you solid understanding of how product, marketing, and other functions work. Understanding how other teams make decisions helps you negotiate better when you need to align goals. [LinkedIn groups](https://www.linkedin.com/company/customersuccesscollective/) and [customer success communities](https://www.customersuccesscollective.com/customer-success-community/) are useful for ongoing learning. What works best for me at this level, though, is direct knowledge sharing with peers. Connect with people who inspire you or have expertise in specific areas. Reach out for focused conversations and ask the specific questions you're working through. Books and training don't always have the exact answer you need. People who've solved similar problems do. [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## Retention and revenue aren't separate goals One question I hear often: how do you convince leadership that retention matters even when it's flat? [Retention and revenue](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/) are connected metrics. Better retention leads to recurring revenue. If you focus only on revenue without caring about retention, you might get that first charge, but you won't build a base of satisfied users who come back. Building a product that doesn't solve real problems generates initial revenue. Then customers figure it out, become dissatisfied, and leave. The companies that understand the connection between retention and sustainable revenue build businesses that last. **Make that connection visible to leadership**, and the conversation gets easier. --- *This article has been adapted from*[ *Julia's talk*](https://www.customersuccesscollective.com/customer-success-festival-london-december-2024-video/?wchannelid=2i7ic9ncst&wmediaid=n3n0b5q3uj&%5Fgl=1%2A1yzimpg%2A%5Fup%2AMQ..%2A%5Fga%2AMTc2MzAwMjc0MC4xNzg0OTAyNDc4%2A%5Fga%5F22G4GQN2VY%2AczE3ODQ5MDI0NzckbzEkZzEkdDE3ODQ5MDI1NzMkajUwJGwwJGgw) *at* [*Customer Success Summit London 2024*](https://www.customersuccesscollective.com/customer-success-festival-london-december-2024/)*. You can watch the full session, and others like it, with a* [*CSC Pro+ membership plan*](https://www.customersuccesscollective.com/pro-plus-membership/)*.* ### What it's like to work in customer success in California URL: https://www.customersuccesscollective.com/customer-success-in-california/ Last updated: 2026-07-23T18:41:34.000Z California is one of the top-paying states in the country for customer success professionals. According to the [Customer Success Salary Report 2025](https://www.customersuccesscollective.com/customer-success-salary-survey-report/), the median base salary for CS professionals in California is **$142,500** – 9.6% above the US national median of $130,000, above the Western region median of $135,000, and well above the global median of $100,000. But salary is only part of the picture. What does the day-to-day work actually look like? Who do you report to? [Does CS own revenue](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/)? [How is AI being used](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/)? And what you probably want to know, if you work in CS… are you happier working in California? To answer those questions, we turned to our own original data, collecting responses from **California-based CS professionals in 2026**. The salary benchmarks in this article are drawn from the [Customer Success Salary Report 2025](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) – the most recent edition of our annual deep-dive into CS compensation across the globe. ([The 2026 edition is in the works](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) and due in December – watch this space.) The survey data covering responsibilities, AI use, revenue ownership, culture and career ambitions is from our California respondents themselves. ## What this data is based on Every year, we publish two flagship pieces of research: the [State of Customer Success Report](https://www.customersuccesscollective.com/state-of-customer-success-report/) and the [Customer Success Salary Report](https://www.customersuccesscollective.com/customer-success-salary-survey-report/). Together, they track compensation trends, responsibilities, AI adoption, team structure, culture, and career ambitions across the CS function. For this guide, we've pulled the responses from California-based professionals in our most recent reports. Respondents come from all over, covering both the San Francisco Bay Area and Southern California. ## What CS professionals earn in California ### What the 2025 Salary Report tells us about California To put California's position in broader context: - **US national median** (all CS professionals, 2025): $130,000 - **Western region median** (West Coast states, 2025): $135,000 - **California median** (2025): $142,500 - **Global median** (all continents, 2025): $100,000 - **North America median** (2025): $124,500 Of the US states with sufficient data in the 2025 report, only Massachusetts ($152,000) and New York ($150,000) rank higher than California. It's worth noting California's median has fluctuated year to year – it was $138,500 in 2023, climbed to $173,500 in 2024, and has settled at $142,500 at the end of 2025. One caveat worth keeping in mind: [**California is an expensive place to live**](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/)**.** A CS professional earning $142,500 in San Francisco and one earning $130,000 in Austin or Denver may have more comparable day-to-day spending power than the headline figures suggest once cost of living is factored in. ### What Californian CSMs earn Our California respondents reported the following compensation across seniority levels: | Role | Average base salary | Average total comp | | ------------------------ | ------------------- | ------------------ | | VP of Customer Success | $264,250 | $373,000 | | Director / Head of CS | $181,000 | $244,333 | | Manager of CS | $150,000 | $155,000 | | Senior CSM | $140,423 | $147,757 | | Customer Success Manager | $101,322 | $110,062 | Total compensation includes base, bonus, and stock. Across all respondents, the **median base salary is $142,500** – which aligns exactly with the 2025 state-level figure from the salary report. The median total comp is **$155,000**, with a full range from $75,000 to $442,000. For context from the 2025 Salary Report, the US median base salaries by seniority are: | Role | US median base (2025) | | ------------------------ | --------------------- | | Customer Success Manager | $80,000 | | Senior CSM | $120,000 | | Head of CS | $147,500 | | Director of CS | $148,750 | | VP of CS | $250,000 | California respondents at the VP and Director/Head levels fall below or around the 2025 US medians on base alone, but total comp tells a different story at the senior end – particularly where large bonuses and stock are involved. ### Compensation satisfaction **64.7% of California customer success professionals say they're happy with their current compensation. 35.3% are not.** Globally, the split is closer to 50:50 – 49.4% happy, 50.6% not. California respondents skew more satisfied, which likely reflects above-average pay in this sample. Still, the fact that a third are unhappy shouldn’t be overlooked – particularly because **58.8% of California respondents say salary is the first thing they look for** in a career decision. [The growing responsibilities of customer success teamsHave you noticed how the role of customer success keeps expanding… but rarely sheds anything along the way? Ask almost any CSM what they’re responsible for, and the answer starts to sound less like a job description and more like a system diagram![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-ef31023f-bb74-453e-9acc-ba7cfbbd3612.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles-bd8078d7-80d2-4702-8c88-1cf8eb4157bb.jpg)](https://www.customersuccesscollective.com/customer-success-responsibilities/) ## What CS professionals in California are responsible for [Responsibilities](https://www.customersuccesscollective.com/customer-success-responsibilities/) vary by seniority, but a few themes run consistently across the California sample. Respondents could select multiple responsibilities, and the table below shows how often each was chosen: | Responsibility | Selected by | | ------------------------------------------- | ----------- | | Value realization | 94% | | Customer retention | 88% | | Strategic customer engagement | 88% | | Product adoption | 82% | | Churn management | 76% | | Customer advocacy | 76% | | Renewals | 71% | | CS operations | 65% | | Sourcing and synthesizing customer feedback | 65% | | Upselling and cross-selling | 59% | | Customer success enablement | 53% | | Customer data analysis | 47% | | Teams and process management | 47% | | Holding product demos | 41% | | Customer onboarding | 35% | | Implementation | 29% | [Value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), [retention](https://www.customersuccesscollective.com/customer-retention/) and strategic engagement sit at the core. [Upselling and cross-selling](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) appear for 59% – meaningful, but not universal. [Customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) (35%) and [implementation](https://www.customersuccesscollective.com/customer-implementation/) (29%) are less commonly cited, which likely reflects how California's more established CS organizations tend to separate those functions. The range of scope within the same job title is striking. One Director in San Francisco owned everything from [onboarding](https://www.customersuccesscollective.com/what-is-customer-onboarding-video/) to upsells, [team management](https://www.customersuccesscollective.com/how-csms-transition-from-ic-to-management-video/), data analysis, [enablement](https://www.customersuccesscollective.com/customer-success-enablement/), [operations](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/), and churn. At a different company, a Director role might cover only a handful of those. **NB:** What a California CS job looks like in practice depends heavily on company size, maturity, and how seriously leadership takes the function. ****Meet the CS leaders in your area** If you're a CS professional in California, the [****Customer Success Summit**](https://events.customersuccesscollective.com/location/sanfrancisco/) is coming to San Francisco on ****September 22–23**. It’s the place to benchmark your experience against peers, share what's working, and get outside your own team's thinking. Over two days, you’ll connect with hundreds of CS leaders, swap ideas with people who face the same challenges you do, and pick up retention, expansion, and churn strategies you can put to work straight away. [Expand your network in California ](https://events.customersuccesscollective.com/location/sanfrancisco/) ## The role of AI in customer success in California 76.5% of California CS professionals are using AI in some capacity. Less than one quarter reported no use at all. That said, most use sits in the light-to-moderate range: - **No or minimal AI:** 23.5% - **Individual or ad-hoc use** (ChatGPT for summaries, Gong for call notes, etc.): 52.9% - **Active or strategic AI use** (workflow automation, AI as part of the core delivery model): 23.5% The most commonly described uses: meeting summarization, email drafting, process document generation, communication assistance and AI chatbots for support. What's less common: anything predictive. Very few respondents described using AI to flag churn risk, surface health signals, or inform prioritization decisions. Most current AI use is about saving time on outputs, not improving the quality of decisions. California's sample skews toward ad-hoc use – the largest group here hasn't fully integrated AI into their workflows yet. [10 practical ways to use AI in customer successIn this guide, we break down 10 practical, real-world ways CSMs can use AI right now to deepen customer understanding, scale proactive support, boost productivity, and level up their strategic value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-d33cb8a8-3364-464d-b6c8-bee2940713a1.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--41--cabdd1b0-987c-428a-b22a-5ea057e2d374.jpg)](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) ### What tech investments are planned for Californian CSMs? Respondents could select multiple options: | Investment | Respondents | | ---------------------------------------------------- | ----------- | | Workflow automation for repetitive tasks | 41% | | AI-driven customer insights and predictive analytics | 29% | | Self-service resources and knowledge bases | 29% | | No planned technology investments | 29% | | Content and messaging creation tools | 24% | | Customer health score tracking and automation | 12% | | Automated onboarding and training platforms | 12% | [Workflow automation](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) tops the list at 41%. AI-driven insights and self-service resources tie at 29%. Notably, 29% said they have no planned tech investments at all. ## Does CS own revenue in California? [Revenue ownership](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) is scattered across the California sample. There's no dominant model: - **35.3%** say CS partly owns renewals - **29.4%** say CS owns all expansion: [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), cross-selling, and [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) - **11.8%** say CS only owns upselling - **11.8%** say revenue is handled by a completely separate function - **5.9%** say sales handles it entirely - **5.9%** say CS partly owns cross-selling Only **29.4%** of California CS respondents say their organization has formally monetized customer success – meaning there's an explicit commercial structure behind CS delivery, whether tiered service, premium success packages, or CS-linked pricing. Despite that, **82.4% personally believe CS is a key driver of company revenue.** The gap between that belief and formal structural ownership is one of the defining tensions in California customer success right now. [How CSMs can drive revenue without feeling like salesCSMs are under more pressure than ever to drive revenue, and that pressure isn’t going away. But a lot of CSMs never signed up for that. In fact, some chose CS precisely because it wasn’t sales. So, how do you balance the revenue expectation without becoming another version of sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-a6e5480b-ccca-439a-bd23-54d33477e780.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--2--a581b49e-cf40-47a8-b39e-e99afb50bf10.png)](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) ## What customer success culture looks like in California ### Culture type - **Sales-first:** 43.8% - **Customer-first:** 31.3% - **Product-first:** 25% [Sales-first cultures](https://www.customersuccesscollective.com/the-rise-of-sales-first-cultures/) are the most common. The 2025 Salary Report shows that sales-first organizations pay a median base of $97,650 globally – slightly below the customer-first median of $110,000\. That gap appears in this California sample too: respondents in sales-first cultures are more likely to feel their pay doesn't reflect the value they add. ### Do salaries reflect the value CS adds? **58.8% of California respondents say no** – CS salaries don't reflect the business value the role delivers. Globally, the 2025 Salary Report found 68% of CS professionals feel the same way. California respondents are more positive on this point, but the majority still don't feel their compensation matches their commercial contribution. ****Connect with CS professionals across California** The [****Customer Success Summit San Francisco**](https://events.customersuccesscollective.com/location/sanfrancisco) brings together CSMs, Directors, VPs, and CS leaders from across the state and beyond. Whether you're looking to benchmark your strategy against high-performing teams, get candid advice from peers who've faced the same internal challenges, or find your next role, the Summit is where those conversations happen. And it's happening ****September 22–23, 2026.** Expand your network, skip years of trial and error, and pick up retention and expansion strategies you can actually use – all in two days. [Be one step ahead ](https://events.customersuccesscollective.com/location/sanfrancisco) ## Career ambitions and mobility **29.4% of California CS professionals are actively looking for another job right now.** The remaining 70.6% are staying – for now – but most have their sights set on something more: - **41.2%** want to be promoted within their current company - **29.4%** want to move companies into a more senior role - **17.6%** want to move companies but stay in the same role - **11.8%** are happy where they are Roughly 7 in 10 are looking for something different. The profiles of those actively seeking new roles vary widely: a VP with 15 years' experience and no pay raises in three years, a Director who feels undervalued by leadership, a CSM with no bonus and no clear path forward. There's no single profile, but pay and progression run through most of them. --- ## *A note on this data* *The salary benchmarks in this article – US national median, Western region median, state-level figures, global comparisons – come from the* [*Customer Success Salary Report 2025*](https://www.customersuccesscollective.com/customer-success-salary-survey-report/)*, which surveyed hundreds of CS professionals globally and is the most comprehensive state-level salary data we have. The 2026 edition of that report is due in December.* *The software industry dominates our California sample (52.9% of respondents work in computer software or IT and services), which means the sample skews toward companies where CS maturity and compensation tend to be above average. The patterns on responsibilities, culture, AI use, and career ambitions are directional – useful context, not a definitive statewide benchmark.* *For the most comprehensive view of CS compensation by role, experience, company size, and geography, download the full* [*Customer Success Salary Report 2025*](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) *and* [*State of Customer Success Report 2026*](https://www.customersuccesscollective.com/state-of-customer-success-report/)*.* [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success/) ### Why so many startups get customer success wrong URL: https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/ Last updated: 2026-07-23T16:51:39.000Z It used to be you sold someone a product, handed them a wordy and confusing manual, and then walked away. You can’t do that anymore. It doesn’t matter if you’re selling a suite of productivity applications or an exercise bike; the level of user complexity baked into the average product increases perpetually and exponentially... because it can. Today’s customer – whether it’s your grandfather with his Fitbit or an EVP expecting the quarterly numbers to be reported with a snap of her fingers – wants to spend less time learning how to use the product than it takes to open the box (if there’s a box). [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) isn’t a new science; it’s something we’ve been doing for ages, albeit poorly. But when done right, it’s the difference between the 20-page manual that used to come with a clock radio and the little transparent sticker with the arrow pointing to the power button on your new smartphone. Let’s figure out how we achieve that higher level of smoothness. ## What is "great" customer success? To get your brain wrapped around the [concept of customer success](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/), think of it as a process that begins at purchase and ends with the last support call. Good customer success helps the customer get started, *great* customer success builds onboarding into the product. Good customer success instructs the customer, *great* customer success anticipates and automates. Good customer success offers built-in support, *great* customer success eliminates customer support... ...or at least 80% of it. Good customer success is there to make sure the customer is doing exactly what they need to do to get maximum value out of the product. *Great* customer success does this too, and then makes sure the product is doing exactly what it needs to do to get maximum value out of the customer. ## Why startups are terrible at making their customers successful There are basically two reasons why startups fail at customer success. ### 1\. They prioritize the product over the customer This is especially true of B2B companies, which is why business software is usually so much less customer-friendly than its consumer counterpart. But B2C companies don’t get a pass here either, and neither do non-technical startups. I’ve used all kinds of products that have frustrated me to no end, and it quickly became obvious that the product was built for the builders, not for me. As a builder myself, I still fall victim to this mistake more often than I care to admit. I will build *the hell* out of a product or feature just because I can. In fact, I’ll write the hell out of a post because I need to say *just one more thing* before I get to the next section. Then the next morning, I’ll read the post back and it doesn’t make any sense. There’s a moment in every product development cycle, even a feature development cycle, when the builders need to stop thinking about features and start thinking about use cases. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### 2\. Startups need to travel light Most startups don’t fill a customer success role because they can’t justify it. Their logic comes down to: If we can just sell a shit-ton of product, and then hire enough support people to manage the customers, we will make a lot of money. Startups run on low fuel. So they usually either have sales fill the customer success role, which doesn’t work because once sales gets commission, they’re out. Or they have support fill the role, which doesn’t work because support isn’t equipped for the duality of maximizing both the product’s value and the customer’s value. And anyway, *that’s not how growth works*. Growth isn’t about volume. Well, it is, but the incremental costs of adding straight volume almost always eclipse the incremental adds to the bottom line. Growth is about selling more products to the same customers while spending less money and resources landing new customers. In other words, growth is about maximizing both the value of the product to the customer and the value of the customer to the company. There. I justified customer success. ## What does a customer success team look like? Another mistake startups often make is substituting project management for customer success. Customer success is more about engineering than management, and it’s more about quality than timelines. The customer success role requires a product background, and the more technical the person, the better. Customer success doesn’t have to code, or design, or formulate, or manufacture, but the role needs to know the science that makes the product unique. They also need to be able to analyze the front end — what the customer interfaces with — and the back end — the machinery that makes the product. It doesn’t matter if that machinery is Ruby or a lathe or a pizza oven; customer success needs to be able to troubleshoot flaws in the user experience and trace those flaws back to all the processes that made the thing. ## But customer success isn’t just a team, it’s built into the product The more customer success you can engineer into the product and the process of delivering it, the less time and money you’ll spend on customer success as a service. This is how startups scale — it’s essentially automating growth. A good product team knows that the requirements for customer success will be surfaced in both sales and support. Those requirements need to flow through the customer success team, get prioritized, get designed, and then those designs are sent to engineering to build. There are billion-dollar companies out there, two of them in my backyard, Pendo and WalkMe, evolving the concept of customer success in the software world from instruction manuals to help balloons to actual product features. They do this by using automation and machine learning to put structure around the process I just defined in the last paragraph. You don’t need automation and machine learning to get started. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ## How startups create great customer success Customer success starts at the ideation phase. At this point, most startups are usually just focused on building the product. Smart startups build the product, define the product’s path out to the market, and map another path from the customer back in. To map these paths, you need to know the problem and the solution backwards and forwards. I’m not just talking about the problem you’re trying to solve, but all the ancillary support for every variation of the problem. And I’m not just talking about *your take* on the solution, but the actual real solution, as well as your competition’s take on that solution. It's at this point that you can then map the paths. ### Anticipate the use cases When you’re an expert in the problem and the solution, you’ll be able to determine the optimum path to solve the problem. Most of your customers will not take this path. Instead, they’ll take the easiest path. Between those two user flows, there will be a number of variations. Prepare for all of them. ### Build flexibility You can make assumptions forever, but you will never be able to perfectly predict customer behavior. Thus, make sure your product, the transaction, fulfillment, and maintenance is as flexible as possible. Ideally, you’ll need to be able to alter the product on demand, as well as how the customer purchases it, receives it, and gets help with it. ### Embrace simplicity I’d say about 90% of my mistakes building and delivering products come from adding complexity where complexity wasn’t called for. Like I said before, as builders, we fall in love with building. Always err on the side of simplicity, from the very first moment of ideation. ### Catch the feedback Getting customer feedback — whether it’s how often they use the product or what they tell the world about it — should be a mix of automation and manual input. Keep data on every aspect of sales, usage, and support. But also make the proactive effort to get feedback directly from customers. ### Build a virtuous cycle Start with small steps in each of the above areas, but make sure you close the loop. The feedback makes a more valuable product, the customers stick around longer and buy more. And make sure that when you act on the feedback, you don’t *add* complexity, but rather tweak the product to balance complexity and value. ### Running customer success as a product: Why, how, and the benefits URL: https://www.customersuccesscollective.com/running-cs-product-why-how-and-the-benefits/ Last updated: 2026-08-14T12:30:04.000Z If a customer asked you today, "What's your customer success roadmap for the next 18 months?" could you genuinely answer it? And I don’t mean it in vague terms. I’m talking about specificity with timelines, deliverables, and a clear sense of what they'd be getting and when. Most CS leaders can't. [97.2% of CS professionals](https://www.customersuccesscollective.com/state-of-customer-success/) believe their function contributes directly or indirectly to revenue, yet 54.3% have no dedicated CS Operations role and 66.8% have no CS Enablement function to back that belief up with structure. That gap, more than anything else, is what holds customer success back from becoming the strategic revenue function it should be. I've spent the last 18 months or so working through exactly this challenge at MuleSoft, a Salesforce company, where I lead CS as a regional VP. What follows isn't a polished framework that arrived fully formed; it's a journey we're still on, and one a lot of CS professionals will recognize from their own organizations. ## The self-serving CS organization problem Let's start with something uncomfortable: customer success organizations have, slowly and often unintentionally, become quite self-serving. When customers interact with different parts of your post-sales team, they can sense the disconnection: - Support has its own SLAs - CS managers have their own KPIs - Training runs its own calendar - Leadership across these functions reports to different places and measures different things Customers notice. They see that the people responsible for their success aren't operating from a shared mission. Then there are the playbooks. Most CS teams have them, covering [renewals, adoption, expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), and advocacy. Valuable internally, sure. But if you're a customer, none of that is what you care about. You care about whether your vendor will show up in the moments that matter, and whether they understand your business well enough to help you succeed. Renewals and expansions are a byproduct of that relationship. When they become the primary KPI, the alignment with what customers actually need starts to drift. This plays out in practical ways too. A CSM tries to escalate a support case because they know the business impact. Support, operating under different metrics, doesn't share the same sense of urgency. The CSM gets frustrated, the customer feels the friction, and nobody intended for any of it to happen. It happens constantly because there's no cohesive product holding the experience together. _This post is for paying subscribers only._ ### Customer support-to-strategic-collaborator playbook URL: https://www.customersuccesscollective.com/support-to-strategic-collaborator-playbook-template-framework/ Last updated: 2026-08-11T08:13:36.000Z ## What is a customer support-to-strategic-collaborator playbook? A support-to-strategic-collaborator playbook is a practical framework that helps support and service leaders reposition their team from a reactive cost center to a strategic driver of retention and revenue. Rather than waiting for leadership to notice the team's impact, this playbook gives you the business case, the metrics reframe, and the cross-functional tactics to earn a permanent seat in the rooms where decisions get made. ## What's inside the template? This playbook includes six sections designed to help you build and prove your team's strategic value: 1. Retention business case and math 2. Competency vs. courtesy metrics framework 3. DACI repositioning worksheet 4. Revenue-linked metrics and frameworks 5. Executive story bank 6. Capacity protection planning ## How to use the template Start with the retention math to build your business case, then split your KPIs into competency and courtesy metrics so your team isn't measured on ticket volume alone. Use the DACI worksheet to map where your team sits as "informed" today and plan your shift to collaborator, approver, or driver. Back it up with revenue-linked frameworks like referral tracking and health scoring, and a story bank of moments your team stepped up. Finally, use the capacity table to decide how much project time you can take on without under-resourcing the queue. ## Download your support-to-strategic-collaborator playbook ![support-to-strategic-collaborator playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Support-to-strategic-collaborator-playbook-1.png) [Support-to-strategic-collaborator playbookSupport-to-strategic-collaborator playbook.pdf165 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/07/Support-to-strategic-collaborator-playbook.pdf "Download") [Support-to-strategic-collaborator playbookSupport-to-strategic-collaborator playbook.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/07/Support-to-strategic-collaborator-playbook.docx "Download") [Support-to-strategic-collaborator playbookSupport-to-strategic-collaborator playbook A repeatable sequence for repositioning support as a revenue growth engine, not a cost center Most support and service teams start in the same place: reactive, ticket-driven, and listed as an “informed” line item rather than a decision-maker. This playb…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-12233b4b-6d22-4ef4-953d-944aa4ede7c1.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyL6CBidyyUKvA71yRmaxLNuFC9jxeW-EOoi77hugBtDpUHoJXxjTui51__GKxtmVlUWX_Gghu70d4pj8dIi211kf9_7824IgoNn_Gbb_gaJxNlRdpeA-w1200-h630-p-f0cfa7d9-3049-4978-956b-c9d94105b69a)](https://docs.google.com/document/d/1bfY4HUuw6YfwVEvKBYr0uxma90dUEFMPc22caTN5PD0/edit?tab=t.0) _This post is for paying subscribers only._ ### 12 ways to get promoted in customer success URL: https://www.customersuccesscollective.com/ways-to-get-promoted-in-customer-success/ Last updated: 2026-08-14T12:30:19.000Z I wasn't always the person who showed up. I was someone who'd get stuck in traffic on the way to work and genuinely weigh up whether McDonald's breakfast and video games were the better option. Sometimes they won. So when people ask me about career growth and leadership, I'm not coming at it from a place of always having it figured out. I'm coming at it from the other side entirely. And the reason everything changed? One manager. One conversation. It's a mindset shift the industry needs right now. CSC's [State of Customer Success 2026 Report ](https://www.customersuccesscollective.com/state-of-customer-success/)found that 43.9% of CS professionals want a promotion within their current company, yet 71% are actively job hunting anyway, a sign that a lot of people are waiting for a tap on the shoulder that isn't coming. ## The moment that changed everything I was four days shy of 18 years old when I started at AT&T Wireless as a customer service representative. I was sitting in a one-on-one with my manager, listening back to one of my calls. She paused it halfway through and said something I genuinely wasn't expecting. She told me I had an incredible customer service voice. That people wanted to listen to me. That I made their day better. And that she thought I could be really good at this, if I was willing to commit. She could have talked about my attendance. She could have put me on a write-up. Instead, she chose to inspire. She promised to put me through at least one training a month, to invest in my learning and growth, and to help me explore leadership. For the first time, somebody believed I could be good at something. And I wanted to be what she saw in me. I showed up. I committed. I took every training she offered. 10 years later, I left as the regional quality [manager](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/) for the entire West Coast. Not because I was the most talented person in the room, but because someone believed in me, and I chose to meet that belief with action. [How to start a career as a CSM fast! (Career tips + advice)Discover what separates great Customer Success Managers from the rest. Learn the real skills, salary insights, and career tips to excel as a CSM.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-823794b0-bbf9-428c-a9b1-ba5a44534263.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Explainers---Educational--15--0738b0a8-e605-4242-a625-b82bb7f2cd95.jpg)](https://www.customersuccesscollective.com/recipe-for-great-csm-video/) ## Promotions are a lagging indicator Here's something worth sitting with: most of us are waiting. Waiting to be ready. Waiting to get noticed. Waiting for someone to tap us on the shoulder and say, "I think you could be really good at this." We're waiting for the promotion to arrive before we start acting like the person who deserves it. Career advancement doesn't happen when you're idle. It happens when you move. Promotions are a lagging indicator of the work you've already been doing. The growth, the learning, and the leadership you've been practicing in your everyday that's what earns the title. The title just confirms what's already true. So stop waiting to feel ready. If you're waiting to feel ready, you're waiting too long. We all carry some level of impostor syndrome. Every person I mentor (and I do a lot of mentoring) has some version of that inner voice saying they're not good enough. But here's what's also true: you got hired for the job you have right now because you're capable. Whatever you're thinking about doing next, do it. You have something to offer. The goal is to be undeniable. And that starts now. ## Career growth is cumulative, not a single breakthrough One of the biggest misconceptions about [career growth](https://www.customersuccesscollective.com/the-career-gap-nobody-in-cs-is-talking-about/) is that it's waiting for one big moment. A breakthrough. A single decision that changes everything. It's not. Career growth is an accumulation of small learnings, applied consistently over time. It looks like: - Sitting at the table when you haven't been formally invited - Voicing a gap or an opportunity when you spot one - Being vulnerable enough to say, "I'm a little stuck here," because if you're stuck, someone else probably is too, and naming it creates space to solve it together One hour a week is 52 hours a year. That's undeniable growth by the time you reach the end of the next twelve months. You don't need to know exactly where you're going to invest in your learning. The point is arming yourself with tools and perspective so that when the right opportunity arrives, you're already ready. You've done the work. ## 12 ways to build career momentum right now Let's get practical. Here are the strategies I share with every CS professional I work with. _This post is for paying subscribers only._ ### The customer success job market in 2026 URL: https://www.customersuccesscollective.com/the-customer-success-job-market/ Last updated: 2026-07-15T14:00:27.000Z The numbers from this year's [State of Customer Success Report](https://www.customersuccesscollective.com/state-of-customer-success/) tell a story that CS leaders probably already feel in their bones – but seeing it in data makes it harder to brush aside. [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) job tenure has collapsed. 44% of CS professionals have been at their current company for two years or less – up from 18% in 2025\. At the same time, the experience level of the CS workforce has actually gone up: the share of professionals with 6-9 years in the field rose from 20.2% to 23.9%, and those with 10-14 years went from 15.2% to 19%. [![Chart showing customer success tenure at current companies](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Screenshot-2026-07-14-at-21.30.14.png)](https://www.customersuccesscollective.com/state-of-customer-success/) Source: State of Customer Success 2026 So we're not looking at a wave of new entrants cycling through. We're looking at [seasoned CS professionals](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) – people who know what good looks like – changing companies at a rate that has no real precedent in the data we've been tracking. ## Why customer success tenure has collapsed The easy answer is “restructuring.” And it's not wrong – it's just incomplete. From 2023 onwards, a significant portion of SaaS companies [dismantled or rebuilt their CS functions.](https://techcrunch.com/2020/05/04/data-shows-which-tech-roles-might-be-most-vulnerable-amid-layoffs/) [Revenue ownership shifted](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/). Roles that were built around relationship management got redrawn around commercial accountability. Some of the people hired to do one kind of CS work found themselves in a completely different job, with different expectations, under different leadership. Many left. Some were pushed. The line between the two often wasn't clear. **Raymond Otero**, a Customer Success and Experience executive who lived through a version of this himself, puts it plainly: > *"It's mostly restructuring and GTM resets, with a hot talent market accelerating the churn rather than causing it. Seasoned people don’t sit through that quietly. When the operating model changes underneath them, experienced CSMs move toward orgs that actually value the discipline."* That last sentence is the one worth sitting with. People leaving aren't leaving customer success, per se – they're leaving specific organizations. The experience data makes that abundantly clear. As a profession, customer success is maturing. But CS as an employer relationship is, for a lot of people, failing. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success/) **Chinelo Diejomaoh**, Senior Customer Success Manager at ComplyAdvantage, adds a dimension that the restructuring narrative alone misses: > *"Senior customer success professionals are becoming more aware of what strong CS looks like. When you've worked at a high level, you know what kind of support, leadership, and strategy are needed for success. If those things are missing, frustration builds up quickly."* The tenure crash, then, is at least partly a standards problem. Experienced CS professionals have a reference point. They know what a well-run CS function feels like. When it doesn't match, the threshold for leaving has dropped – particularly when the job market means leaving is a real option, not a last resort. This is a point worth putting alongside data presented at Chief Customer Officer Summit New York 2025\. **Josh Crossman**, CEO & Founder of Magnify, put the market picture plainly: > *"Customer success job opening growth is at an all-time low. We're basically flat between 2023 and 2024\. These jobs that were cut are not coming back."* What exists is a smaller, more contested pool of positions – and the people best placed to fill them are exactly the ones most likely to be discerning about where they go. ## Where customer success professionals are headed We’ll let you in on a secret – the career aspiration data from the [2026 State of Customer Success Report](https://www.customersuccesscollective.com/state-of-customer-success/) is arguably more useful to CS leaders than the tenure data, because it tells you what people are planning before they do it. 43.9% of respondents want to stay at their current company and get promoted. That's the largest single group, and it's the baseline for a functional workforce: **most people want to build something, not leave it.** The number who plan to move companies into a more senior role rose from 21% to 26%. Those planning to move companies in the same role went from 9.9% to 13.9%. [![Chart representing the career ambition of customer success professionals in 2026](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Screenshot-2026-07-14-at-21.30.50.png)](https://www.customersuccesscollective.com/state-of-customer-success/) Source: State of Customer Success 2026 Report Taken together, 39.9% of respondents are planning to change employers in the next one to two years. Given that 44% of the sample has already been at their current company for two years or less, that figure carries real weight. Among those who answered the question directly, 71% said they're actively looking for another job right now. None of this surprised the CS leaders we spoke to. What they found more interesting – and more actionable – was the reason behind the "stay and grow" majority. **Kourtney Thomas**, Head of Customer Success at TakeUp, frames it as an energy problem as much as anything else: > *"I think everyone is exhausted from the pace and volatility of the industry right now, so they just want some stability. But at the same time, they want to be valued, and not every company is doing a great job of that right now."* Raymond identifies the same tension, and he's clear about what actually resolves it: > *"People want to stay and grow, and they will leave the moment they conclude growth is not actually on offer. The mistake I see most is treating retention as a compensation problem when it is usually a meaning-and-mobility problem. You do not hold experienced CS talent with a counteroffer – you hold them by giving them harder, more interesting problems and a credible reason to believe the next rung exists."* [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## What companies keep getting wrong There's a reliable pattern in how companies lose CS talent, and it has less to do with pay than most HR teams believe. ### Failure 1: Treating retention as reactive By the time someone is talking to a recruiter, the case for staying has usually already collapsed. Chinelo is direct about this: > *"The most common mistake I see is companies treating retention as just an HR issue, not a leadership one. Usually, by the time someone is talking to a recruiter, it's already too late to keep them."* ### Failure 2: Ambiguity during change CS functions have been through a lot of structural upheaval in the past two years – merges into RevOps, GTM resets, shifts in ownership of renewals and expansion. Otero flags this specifically: "The second mistake is going quiet during restructuring. Ambiguity and lack of leader clarity are what actually push your best people to start looking." This maps directly onto what's been said at our [Chief Customer Officer Summits](https://events.customersuccesscollective.com/) over the years. **Grant Watling**, VP of Customer Success at Proofpoint, made the point plainly back in 2023: > *"When people have set a career path that I know where it's trying to get to and you alter that career path, that's really uncomfortable. Change management is absolutely essential."* His broader argument was about honesty during periods of structural change – a team given context tends to problem-solve, while a team kept in the dark tends to exit. ### Failure 3: Confusing loyalty with permanence Kourtney has little patience for organizations that assume the employment contract works the way it did a decade ago: > *"Companies assume people are as loyal as they were 10, 20, 30 years ago – and they're not. People are going to do what they need to do to align to their experience, their goals, and their economic needs. And if they feel like they're not being valued, they will not hesitate to make a change."* Her framing is worth quoting in full because it lands the point cleanly: > *"The same customer success principles apply to both internal and external customers."* Companies that are reactive with clients, slow to demonstrate value, and inattentive to churn signals don't keep customers. The same dynamic plays out with CS talent. [![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ## Why some CSMs are leaving the field entirely A small proportion of respondents gave reasons for leaving CS altogether. The themes are recognizable to anyone who has managed a CS team under pressure. The word "[burnout](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/)" cropped up more than once. One respondent cited lack of promotions as the reason inspiring their soon-to-be exit. One said the role had become boring – "every day is a fire I need to put out." One said it wasn't a good fit for the career they want. The burnout signal is hardly surprising. **Maranda Dziekonski**, Chief Customer Officer at Fexa, spoke directly to this at Chief Customer Officer Summit London 2025, and her framing cuts through the usual wellness-program response: > *"The* [*burnout is a lagging indicator of a bigger system failure*](https://www.customersuccesscollective.com/how-ccos-can-prevent-burnout/)*. It's unclear priorities, broken processes, or leaders who model unsustainable practices."* She also put a number on it that tends to get leadership's attention faster than any culture deck: > *"Annual burnout cost for a typical 1000-person organization is about $5M. The cost isn't just turnover. It's disengagement, slower problem solving, more escalations, and customers who feel the fatigue through every interaction."* When you frame it as a financial leak rather than a wellness issue, she argued, it stops getting deprioritized. The boredom signal is different, and worth separating. A CS role that has become purely reactive – responding to fires, [processing renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), managing escalations without any strategic dimension – isn't just unpleasant for the person in it. It's the product of poor role design. When a job offers no space for the kind of work that drew people to CS in the first place, the best candidates stop considering it. The ones who stay are the ones with fewer options. The customer success profession doesn't have a mass exodus problem. It’s clear that the majority of people in it want to stay and grow within it. But what the data signals is a global function with a major design problem – poorly structured roles, unclear progression, and leaders who treat retention as someone else's job until it's too late. [![Evaluate your CSM's performance scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--3-.jpg)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ## What the data asks of customer success leaders Kourtney’s prescription is the most concrete: > *"CS leaders should be advocating for their teams, end of story. They should understand personal and professional motivators for each individual on their team, and they should prioritize ensuring there's a path toward achieving those development goals continually. That means pushing back on senior leadership and* [*budgets*](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/) *and existing leveling structures when and where needed."* Her underlying logic is that leaders need to plan as if every employee is always looking – "likely to get better compensation and title" – and tell that story to senior leadership in revenue terms. **The cost of losing a strong CS team member** shouldn’t be so readily attributed to the issue of salaries. There’s a very real danger of solely focusing on this, but it’s prudent to think more holistically: it's the lost customer relationships, the institutional knowledge, the momentum gap. In complex fields, that loss can take years to rebuild. Chinelo breaks it into three actions: 1. **Make growth visible and real**, not just in title but in scope and influence and compensation. 2. **Invest in development** in ways that are actually felt by the team. 3. **Listen to what experienced CSMs say isn't working**, because they usually identify the structural problems first. Raymond adds the thing that tends to get skipped: make the internal path concrete. Not aspirational, but concrete. "Real career architecture, visible progression, and enablement that turns a job into a craft." If this article raised questions about where your team sits – on tenure, retention, career architecture – the State of Customer Success 2026 Report has the benchmarks to answer them. The findings aren't always comfortable, but they're useful. [Download the State of Customer Success 2026 ](https://www.customersuccesscollective.com/state-of-customer-success/) ### What 25 years in customer success taught me about metrics URL: https://www.customersuccesscollective.com/what-25-years-cs-taught-me-about-metrics/ Last updated: 2026-08-14T12:30:32.000Z I've spent 25 years in customer success (CS), working with companies like Oracle, Microsoft, Google, and Apple, as well as many SaaS businesses in between. One thing has stayed remarkably consistent throughout: most businesses measure a lot and understand very little. That's the uncomfortable truth I want to dig into here. I'm not going to walk you through [NRR](https://www.customersuccesscollective.com/customer-success-and-marketing-alignment-nrr/) definitions or explain what churn means; you already know all of that. Instead, I want to share observations from the field: patterns I've seen repeatedly across companies of all sizes that deserve far more attention than they're currently getting. ## Metrics belong to the whole business Here's something that genuinely surprises me every time I see it: in most SaaS companies, the core package of business metrics (NRR, ARR, churn rates) lives almost exclusively with the CFO and the finance team. The rest of the organization has a vague awareness of them at best. And that's a problem. There's an old saying that it takes a village to raise a child. The same principle applies to your metrics. If your customer-facing teams don't understand what these numbers mean, how they're triggered, and why they matter, you're essentially asking them to drive a car without explaining what the dashboard does. That includes: - Support teams - Professional services - CSMs - Anyone else who touches the customer relationship Churn is a good example. It can silently erode your metrics without anyone realizing it's happening. But when your whole organization understands the mechanics of churn and what behavior contributes to it, you create a different culture: one where people across functions are actively working to protect revenue, not just the finance team staring at a spreadsheet once a quarter. Companies that get this right tend to have a noticeably different approach to sales, customer relationships, and internal collaboration. The old tension between [CS and sales](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), sometimes described as "throwing unicorns over the fence," tends to dissolve when everyone works from the same understanding of what success actually looks like in numbers. _This post is for paying subscribers only._ ### How to build trust within your customer success team URL: https://www.customersuccesscollective.com/how-to-build-trust-within-your-team/ Last updated: 2026-07-14T17:16:54.000Z ## The illusion of corporate harmony Corporate leadership constantly tries to solve structural operational friction with HR band-aids. We fund expensive offsites, mandate personality tests, and operate on the assumption that if people simply like each other, the work will flow organically. It doesn't. Let's be entirely honest about what happens when a [post-sales organization](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) fails to collaborate. In my experience, it's rarely a personality issue; typically, it’s a fundamental operating model failure. We ask our [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) teams to function as a unified front for the enterprise, yet we measure them, compensate them and manage them as solo contributors. When internal relationships in your organization are broken, your clients feel the fracture long before your executive dashboards reflect the churn. Building genuine relationships within a [high-performing team](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) requires far more than empathy. It demands operational alignment, clear workflows, and the courage to manage messy, uncomfortable conflict. After 20 years of managing $500M in enterprise portfolios, I've realized one hard truth. Internal trust is built on shared operational realities. ## The crucible of diverse profiles When you build a highly effective [customer success organization](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/), you're deliberately hiring diverse profiles. A formidable team requires sales-minded commercial account managers to [drive expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/). It requires deeply technical solutions architects to map complex product capabilities. It requires program operations experts to build scalable playbooks. You're throwing individuals with entirely different instincts, [communication styles](https://www.customersuccesscollective.com/multichannel-communication-strategy-frameworks/), and risk tolerances into a high-pressure environment. The commercial account manager wants to accelerate the renewal to hit a [quarterly revenue target](https://www.customersuccesscollective.com/who-should-own-revenue-for-existing-customers-video/). The technical architect wants to slow down the deployment to ensure long-term stability and security compliance. Because their daily incentives are misaligned, they start running parallel playbooks. They withhold information from one another. They hold separate meetings with the same client. The internal friction bleeds into the customer experience, and the client ends up confused, receiving mixed signals from a vendor that appears fundamentally disorganized. The system penalizes them for collaborating. When [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) are aggressively individualized, helping a peer troubleshoot a complex adoption roadblock becomes a distraction from hitting one's own metrics. ## Lessons from the secure facility I learned the foundation of [true collaboration](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) long before I entered the technology sector. During my military service handling intelligence and cyber operations, trust in a secure facility had nothing to do with personal affinity. You didn't have to be friends with the person sitting beside you analyzing threat vectors. You simply had to know beyond any doubt that they'd execute their portion of the mission flawlessly. When the mission relies on rapid execution, clarity of purpose replaces the need for personal friendship. We built that trust through rigorous shared protocols, [clear lines of communication](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/), and a collective understanding of the ultimate objective. In enterprise technology environments, the stakes mimic those secure facilities. When you manage a complex portfolio of regulated financial services clients for a global cloud provider, the risk of failure is severe. A misstep in communication between your technical team and your relationship managers can result in a critical compliance violation or millions of dollars in delayed revenue. You can't rely on people just getting along. You must engineer the environment for flawless execution. [![Stakeholder communication plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Stakeholder-communication-plan-template.jpg)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ## The operator reality on the ground Theory sounds phenomenal in a [boardroom](https://www.customersuccesscollective.com/driving-boardroom-decisions/), but operator reality is where teams are forged. Across my career leading global technology teams, I've seen exactly how internal friction dismantles customer value – and I've learned how to fix it. ### When goals collide Consider a major deployment in Latin America I oversaw several years ago. Two site leaders covering this critical region were in constant, [simmering conflict](https://www.customersuccesscollective.com/resolving-conflict-within-your-customer-success-team/). One leader was hyper-focused on protecting the relationship, prioritizing smooth communication and risk mitigation above all else. The other was aggressively intent on [driving expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) and pushing new workloads to meet aggressive growth targets. Both individuals were right in their own way, but their priorities collided violently because leadership hadn't clearly defined what ultimate success looked like for that specific stakeholder. Leadership had set them up to fight each other. Putting them in a conference room wasn't a magic wand. It was **a difficult, drawn-out process of forcing them to strip away their egos and align on a single customer plan**. I remember standing at the whiteboard drawing out their individual metrics and showing them how the company had essentially ordered them to fight each other. The tension eased slowly over weeks of uncomfortable conversations, as they realized they were no longer competing against each other's [metrics](https://www.customersuccesscollective.com/customer-success-metrics/). They had to learn to speak with one unified message. Neither person had to alter their personality. They simply needed operational clarity. You also must separate intent from impact. ### When intent and impact diverge I once managed a top-tier [technical customer success manager](https://www.customersuccesscollective.com/technical-customer-success-manager/) whose blunt style was fracturing cross-functional trust. Peers viewed her as aggressive, and it was actively damaging our internal culture. The fallout was very real. I had a junior relationship manager actively refusing to put this technical lead on client calls out of fear she would offend the executive sponsor. When I delivered this feedback during a private review, the technical CSM was genuinely shocked. She felt she was simply being efficient. Her intent was to protect the customer experience, but her impact was alienating the very team she needed to succeed. Relationships are built when leaders step in to translate these disconnects. I spent weeks coaching her on how her delivery landed with her peers. I had to translate the disconnect while simultaneously showing her peers that her relentless intent was to protect the customer. It required active translation rather than just a single conversation. When both sides finally saw the full picture, defensiveness dropped and mutual respect grew. People rarely wake up intending to cause friction. Our job is to help them see how their actions land and how to adjust without losing their authenticity. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### When the process is the problem Sometimes, [poor relationships](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/) are simply the result of terrible process design. During a complex post-merger integration early in my executive career, team morale was plummeting. People were frustrated and stepping on each other's toes constantly. The [environment felt toxic](https://executive.berkeley.edu/thought-leadership/blog/how-spot-toxic-work-environment) and collaboration was virtually nonexistent. Instead of ordering a mediation session or scheduling another virtual happy hour, I decided to dig deeply into the workflow. I discovered a glaring process overlap during a tense late-night escalation. Two team members had been unknowingly answering the exact same customer emails for weeks. They were *furious* with each other, assuming the other was micromanaging or purposefully dropping the ball. We fixed the routing process – the animosity didn't vanish overnight (resentment rarely does), but the daily collisions stopped. Eventually, we could look back and laugh at the sheer operational chaos that had pitted two good operators against each other. If you want your team to trust each other, make sure your systems aren't setting them up to collide. ## Rebuilding the relational operating system If you genuinely want to build durable, [trust-based relationships](https://www.customersuccesscollective.com/how-to-lead-a-customer-success-team-through-a-management-transition/) within your customer success team, you need to look closely at your structure. You may not need to tear it down from the ground up, but you certainly need to rewire the connection points. Leaders must shift their focus from *social* initiatives to *structural* realignment. ### Co-author the strategy Stop treating [account planning](https://www.customersuccesscollective.com/strategic-planning-template-framework/) as a solo sport. Force your customer success lead, the technical architect, and the onboarding specialist to co-author and defend the twelve-month strategy together. **Shared authorship breeds shared accountability.** When people build a plan together, they naturally support each other during the execution phase. They become invested in each other's success because they built the roadmap hand in hand. ### Tie survival together through shared metrics If a strategic account [churns](https://www.customersuccesscollective.com/customer-churn/), the entire pod must feel the impact through shared portfolio metrics. Shared metrics create an environment where peers actively monitor and support one another's blind spots because their success is inextricably linked. If the [technical architect](https://www.customersuccesscollective.com/technical-customer-success-manager/) knows their bonus is tied to the commercial renewal, they'll absolutely ensure the platform is running smoothly. This protects actual net revenue retention rather than relying on individual heroism. ### Institutionalize peer coaching Stop relying entirely on [top-down management](https://asana.com/resources/top-down-approach) to build skills. Instead, build a culture where [top performers](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/) routinely shadow struggling peers on escalation calls. We all need to normalize the practice of asking for help. For example, in my weekly team meetings, I encourage senior leaders to stand up and admit they managed a situation poorly, asking the room how they would navigate it. [Vulnerability builds](https://www.educationsupport.org.uk/resources/for-organisations/articles/the-power-of-vulnerability-in-leadership/) trust much faster than competence alone. When team members see their extraordinarily successful peers admitting mistakes and asking for guidance, it removes the stigma of imperfection. It creates a safe zone for continuous learning. [![Customer Success Mentor Program](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Find-your-mentoree-in-customer-success--1-.png)](https://www.customersuccesscollective.com/find-a-mentor/) ### Decouple conflict from ego Train your teams on how to engage in healthy, operational conflict. A team that never argues isn't aligned – they're just [disengaged](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/). Teach them the framework of providing context, describing the behavior, and outlining the impact. Instead of calling a peer arrogant, the feedback sounds like this: > "When you spoke over the architect on yesterday's executive call, the client visibly lost confidence in the deployment timeline." This removes the emotional sting, focuses entirely on the work, and allows peers to correct each other without destroying relationships. It builds a shared language around feedback that reduces defensiveness. ### Hire for deliberate diversity When building your team, look closely at the gaps. If you have a team of highly [empathetic relationship builders](https://www.customersuccesscollective.com/emotional-intelligence/), hire a commercially aggressive manager to balance them out. If you're heavy on sales instincts, hire an operations expert who brings rigid structure to chaos. Then, explicitly tell them why they were hired and mandate that they cross-train one another. This creates a web of mutual reliance. The commercial manager learns the nuances of the product roadmap, while the technical expert learns how to position value during a tense negotiation. ## The forward view As algorithms absorb the routine triage of customer success – data entry, health scoring, and automated check-ins – what remains for your human team is high-stakes orchestration. They'll be navigating complex change management, negotiating executive renewals, and designing highly customized adoption strategies. Weak internal relationships will fracture faster than ever. The customer success team of the future won't function as a loose confederation of solo [account managers](https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/). They'll operate like highly specialized, deeply integrated tactical units. In this environment, the ability to build internal trust, share context instantly, and execute a unified strategy will become the primary competitive differentiator for enterprise brands. A fractured team using advanced analytics will still deliver a disjointed customer experience. Build an operating model that forces collaboration and rewards shared outcomes, and you'll build a culture no competitor can easily replicate. Stop trying to force harmony through happy hours. Fix the structure, align the goals, and the relationships will follow. ****Take your CS leadership further** The way you structure your team – the metrics, the workflows, the culture of accountability – determines whether your customers stay or leave. Our Customer Success Leadership certification gives you the frameworks to get it right, with curriculum built by six CS leaders from Microsoft, LinkedIn, and beyond. 100% self-paced, so you can apply what you learn without stepping away from the role you're already in. [Explore the certification ](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ### Chief Customer Officer Summit Austin | June 2026 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-austin-june-2026/ Last updated: 2026-07-14T10:02:56.000Z Catch up on all sessions from our first ever CCO Summit Austin, with speakers from companies like Billtrust, LastPass, Salesforce, Meltwater and more. _This post is for paying subscribers only._ ### AI for Customer Success Certified URL: https://www.customersuccesscollective.com/learning/on-demand/ai-for-customer-success-certified/ Last updated: 2026-07-21T10:14:49.000Z _No content available._ ### How customer success and product can reduce churn together URL: https://www.customersuccesscollective.com/customer-success-and-product-churn/ Last updated: 2026-07-08T11:46:05.000Z Churn is often seen as a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (or technical success) problem. A customer is unhappy, [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) is low, the executive sponsor has disappeared, and value is not being realized. The renewal is at risk. At Airlock Digital, I've learned this the hard way. One of the clearest examples was looking at customers who, on the surface, weren't necessarily angry or [actively complaining](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/), but were sitting *well below* where we needed them from an enforcement perspective. They'd deployed, they'd moved into audit, but hadn't progressed into meaningful enforcement. That's a hugely different [churn signal](https://www.customersuccesscollective.com/customer-churn-communication/) to a customer saying "we're unhappy." It's quieter, but just as important. It taught me that [churn risk](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) isn't always loud. Sometimes it looks like stalled progress, low confidence, or no clear owner on the customer side. Some of the most important churn signals haven't arrived neatly at renewal time, but much earlier – in a stalled [implementation](https://www.customersuccesscollective.com/customer-implementation/), a champion who stopped engaging, or feedback that sounded like a product request on the surface but was really a confidence issue underneath. That's changed how I think about churn. I no longer see it as something [customer success](https://www.customersuccesscollective.com/customer-success-video/) (CS) catches at the end of the [lifecycle](https://www.customersuccesscollective.com/customer-lifecycle-playbook/). I see it as something the whole business either notices early, understands properly, and acts on – or misses until it's much harder to change the outcome. ## Churn usually starts before renewal By the time a customer says they may not [renew](https://www.customersuccesscollective.com/who-owns-customer-renewals/), the real issue has usually been building for months. It might have started during [onboarding](https://www.customersuccesscollective.com/the-customer-success-onboarding-playbook-download/) when momentum slowed, or deployment stalled. It might have started when the product was working, but the customer hadn't embedded it into their day-to-day operations or [change management](https://www.customersuccesscollective.com/behavioral-science-behind-change-management/) processes. At Airlock Digital, it often started when the customer **struggled to move from audit into enforcement.** From the outside, that can look like an [adoption issue](https://www.customersuccesscollective.com/manual-vs-automated-adoption/). But when you get closer, the blocker is often confidence. The technical CS team may understand the value of enforcement, but they're worried about operational impact, internal change control, application compatibility, or how they'll explain the move to other parts of the business. They're not saying "we don't see the value." They're often saying "we're not confident enough to take the next step yet." That's where *technical* success and *customer* success have to do more than just ask, "When are you moving to enforcement?" We need to understand what's actually stopping the customer. Is it a technical concern? A process issue? A lack of internal ownership? A need for better reporting? Or is there something in the product experience that's making the next step harder than it needs to be? That context matters because your product team can't solve a vague statement like "the customer isn't adopting." But product *can* work with clear patterns. If multiple customers are stalling at the same point in the journey, asking the same questions, or needing the same level of reassurance before they move forward, that tells us something useful. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Product data tells you what. Customer context tells you why. Product teams often have access to usage data, [feature adoption](https://www.customersuccesscollective.com/adopt-onboarding-podcast-video/), telemetry, and product feedback. All incredibly useful. But data alone doesn't always tell the full story. A customer with low usage may be disengaged, or they may be blocked by internal processes. A customer with low enforcement may not be avoiding the product – they may simply lack stakeholder alignment. A customer raising a lot of support tickets may not be difficult; they may be showing us where the product or process is harder than it needs to be. At Airlock Digital, the technical success and customer success teams are close to the customer's reality. We see friction that doesn't show up on the dashboard. We hear the hesitation behind the questions. We know when a champion has left, when priorities have shifted, or when the customer is struggling to explain value internally. A good example: we've had customers show low enforcement and limited progress, but the real issue wasn't lack of interest. Sure, [the original champion had left](https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/) and the operational owner had changed. It was crystal clear that the customer had lost internal momentum. And while the data could show us that progress had stalled, it wasn’t definitive on the “why.” In one case, the important shift wasn't a product change at all. It was re-establishing ownership, resetting the success plan, and helping the customer understand the next practical step rather than leaving them sitting in an extended audit phase. Yes, product data shows the pattern, but customer context explains it. The real value is in the marriage of these two things. [Turning customer complaints into product gold dustEvery business encounters customer complaints: they’re an inevitable part of any operation. However, the way these complaints are managed can significantly affect the success of an organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-9c79380d-1294-49fc-9cdc-f1947c278f7d.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3-464edd42-d2cb-4c9e-a15c-9c50b68920fa.jpg)](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/) ## Turning customer feedback into product intelligence One of the biggest mistakes companies make is treating customer feedback like a list of requests. One customer asks for a feature, another says implementation was hard, another says reporting could be better. On their own, these sound like one-off issues. When the feedback is captured properly, themes start to appear. Where are customers getting stuck? What parts of implementation take too much manual effort? What questions come up repeatedly? What objections are we hearing at renewal? What gaps are creating real commercial risk? This is where CS and technical success need to be disciplined. Product doesn't need a dumping ground of customer opinions – they need clear, prioritized insight. Earlier in my time at Airlock, I could see how easy it was for [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) to become fragmented. A comment would come through a customer call, another through support, another in a renewal conversation, another raised directly with our product team. None of those pieces were wrong, but on their own they didn't always tell the full story. What we needed was to triage and group feedback into themes: where customers were getting stuck, what was creating support load, what was slowing time to value, and what had a genuine commercial impact. That changes the conversation with your product team from "this customer asked for this" to "*this* is the pattern we're seeing, and *this* is why it matters." There's a real difference between a loud [customer request](https://www.customersuccesscollective.com/translating-customer-requests-into-product-innovation/), a usability issue, an enablement gap, a genuine product gap, a commercial risk, and a strategic opportunity. In my experience, that distinction matters. Not every churn risk needs a [new feature](https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/). Sometimes it needs better onboarding or implementation. Sometimes clearer documentation or better training. Sometimes stronger [executive alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/). And yes, sometimes it does need product to solve something in the product. The value is knowing the difference. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## What product teams need to understand about the customer journey Product teams shouldn't only hear from customer success when something has gone wrong. They need visibility into the customer journey itself. At Airlock Digital, that means understanding how a customer moves from purchase through implementation, deployment, policy development, audit, enforcement, and into ongoing operational maturity. Each stage has different risks – and real customer behavior attached to it. A customer can complete implementation and still not be confident enough to enforce. They can have agents deployed but no clear operational rhythm. They can have technical users who understand the product, but senior stakeholders who don't yet see the value. These are the moments when product, [technical success](https://www.customersuccesscollective.com/technical-customer-success-manager/), and customer success need a shared view of what "healthy" actually looks like. Otherwise, you risk celebrating progress too early. When your product team understands those stages, roadmap decisions connect more directly to real customer outcomes. It also helps avoid a common trap: building more features without fixing the friction that stops customers from [getting full value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) from what already exists. Simplifying a workflow, improving visibility, reducing manual steps, making reporting clearer – these things may not look exciting, but they can make a real difference to retention. [The rise of the technical Customer Success Manager \[Explained\]As SaaS products grow more complex and customers demand faster, more informed interactions, a new kind of practitioner is emerging: the technical CSM.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-d631f51b-0d87-4b14-b00c-e44ae51a4b97.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--5--fb16c5e0-c4b5-4904-ad26-052760623ec8.jpg)](https://www.customersuccesscollective.com/technical-customer-success-manager/) ## Build a real feedback loop The relationship between product and customer success teams needs major structure. It can't run on random Slack messages alone, or the odd escalation call or customer anecdotes. Those definitely have their place, but they don't create a repeatable way of working in the long term. A [strong feedback loop](https://www.customersuccesscollective.com/product-feedback-loop-template-framework/) should be simple but consistent. Customer success brings clear themes from the field. Product shares what's a priority, what isn't, and why. [Customer support](https://www.customersuccesscollective.com/customer-support/) brings recurring friction points. Sales shares what's being promised in market. And your leadership team balances customer needs with commercial priorities. That loop should help everyone answer the same questions: What are we hearing from customers? Is this an isolated issue or a pattern? What's the customer impact? What's the commercial impact? What are we doing about it? What have we decided not to do? Without that discipline, feedback is arnoise. With it, feedback becomes intelligence. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success/) ## Bring commercial judgment into the conversation One of the most valuable things CS can bring to product is commercial judgment. Not every customer request should [change the roadmap](https://www.customersuccesscollective.com/the-b2b-roadmap-to-an-engaged-successful-and-happy-customer/), and not every feature gap carries the same risk. CSMs need to help product managers understand the business context behind the feedback. Is the issue one customer or many? Is it slowing onboarding? Delaying time to value? Putting renewals at risk? Creating unnecessary support load? Preventing expansion? A feature request from one customer may not justify a roadmap change. But if the same theme appears across customers who are slow to onboard, slow to enforce, raising repeated [support tickets](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/), or approaching renewal without a clear value story, it becomes a different conversation. That's when CS needs to connect the dots. The issue is no longer "a customer asked for something." It becomes a question of time to value, confidence, and [retention](https://www.customersuccesscollective.com/customer-retention/). A stronger conversation is: "Here's the pattern we're seeing. Here's the impact on the customer. Here's the commercial risk. Here's the outcome we need to improve." That's how customer success becomes a strategic partner to Product, not just a messenger. ## Churn prevention is a team sport The best companies treat customer success as a business signal – that the customer journey, product experience, implementation model, value story, or commercial relationship needs attention. CS is often closest to that signal, but product is critical to solving it properly. At Airlock Digital, the best [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) happen when we're not working in silos. Our technical success team brings context. Product connects that context to the product's direction. Support identifies repeat friction. Sales understands what successful customers actually need after the deal is signed. Leadership creates the space for honest conversations about what's working and what isn't. It's not about blaming product for every gap, or expecting CS to save every account. It's about building a shared understanding of the customer journey, using evidence rather than assumptions, and making better decisions together. ### How to scale customer success: A framework URL: https://www.customersuccesscollective.com/how-to-scale-customer-success-template-framework/ Last updated: 2026-09-18T09:24:52.000Z ## What is a scaling CS framework? A scaling CS framework is a practical framework that helps customer success teams move from a one-CSM-per-account model to a scaled, outcome-led engagement model. Rather than measuring coverage by headcount ratios, this playbook helps you build the entitlement structure, self-serve infrastructure, and engagement mechanics that let you scale without losing customer trust or account visibility. ## What's inside the template? This playbook includes seven sections designed to help you plan and execute a shift away from dedicated, per-account coverage: 1. Customer needs assessment 2. Customer segmentation and entitlements 3. Two-pronged engagement model design (inbound and outbound) 4. Self-serve infrastructure investment 5. Internal alignment and change management 6. Objection-handling playbook 7. Pooled-model KPIs ## How to use the template Start with the needs assessment to identify where your customers' expectations and your current resourcing are misaligned across adoption reporting, enablement, and technical depth. Work through each section to define your entitlement tiers, design your inbound and outbound engagement mechanics, and map the self-serve infrastructure you need before pulling back dedicated coverage. Use the objection-handling and KPI sections to prepare your team and your sales stakeholders for the change before you announce it. ## Download your scaling CS framework ![Scaling CS framework](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Scaling-CS-framework.png) [How to scale customer success frameworkHow to scale customer success framework.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/07/How-to-scale-customer-success-framework.docx "Download") [How to scale customer success frameworkHow to scale customer success framework.pdf151 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/07/How-to-scale-customer-success-framework.pdf "Download") [How to scale customer success frameworkHow to scale customer success: A framework A step-by-step framework for moving from one CSM per account to a scaled, outcome-led engagement model Most CS teams fall into the same trap: more accounts mean more CSMs, until the ratio stops working. This playbook walks through how to move off tha…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-58af1708-ee41-4a59-bf0f-620683b0087b.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLhBK7XZuw21L--EOa2z01i9kWJwl9ExDGGSzvAV23-TFuUZeXYrHWPm4YuKTQgaceZgHvHTngLNQDKis79ei5wEcO1cCEDwjdA74iP35Tpf05PQ5-p-w1200-h630-p-0598682c-eb21-4b5e-a795-9e8664f6c6aa)](https://docs.google.com/document/d/1hP9fXugyuMhLu3zR43x5Pj%5F12XAhJ17ZfBd0nytbqJ4/edit?usp=sharing) _This post is for paying subscribers only._ ### Stay connected: Lessons from 26 years on the customer success front line URL: https://www.customersuccesscollective.com/lessons-from-years-on-customer-success-front-line/ Last updated: 2026-09-15T15:18:24.000Z I've spent more than 30 years in customer-facing roles: hospitality, language services, and everything in between. Across all of them, one thing has stayed constant: customers want the same things. They want what they asked for, delivered when they need it, in a way that feels smooth and pleasant. That's it. The industry changes. The product changes. That core truth doesn't. Today, I'm the Chief Customer Officer at Language Services Associates. But I started there in an entry-level coordinator role and worked my way up over 26 years, managing teams for more than two decades before I ever sat on the executive team. I've answered the phones. I've resolved the complaints. I've heard the praise. So, when I talk about customer success, I'm not speaking from a purely strategic vantage point. That ground-level experience shapes everything about how I lead now, and the lessons it's taught me apply well beyond any one industry. ## Walk the path your customers walk Here's a question worth sitting with: are you actually using the product or service your company provides? And beyond that, are you walking the same path your customers walk, calling into your own support lines, going through your own workflows, experiencing what they experience? That's one of the most important things you can do in a [customer success leadership role](https://www.customersuccesscollective.com/skills-for-future-customer-success-leaders/). It's easy to get pulled into strategy, metrics, and executive conversations. Those things matter, but if you lose touch with what your customers are actually going through day to day, you lose the ability to advocate for them effectively. Starting in an entry-level role at LSA gave me something I couldn't have gotten any other way. I know what it feels like to be on the front line: what customers are asking for, what frustrates them, and what earns their loyalty. That knowledge has informed every decision I've made since moving into leadership. _This post is for paying subscribers only._ ### How we scaled enterprise support at Runway URL: https://www.customersuccesscollective.com/how-we-scaled-enterprise-support-at-runway/ Last updated: 2026-08-14T12:31:05.000Z When I first joined Runway, the support team was doing everything manually. No AI, no automation, just a growing backlog and a lot of people working incredibly hard to keep up. We fixed that. We implemented AI, [reduced ticket volume](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/), and built something that actually scaled. Then came the next question: what happens when your customer success (CS) team asks support to take ownership of [enterprise accounts](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers)? That's exactly where we found ourselves in mid-2025\. And honestly, it was more complicated than I expected. But it's also more common than you might think – according to the 2026 State of Customer Success Report, [54.3% of CS teams still have no dedicated operations function](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/). The systems and structures that make enterprise support work often simply don't exist yet. We work with people in the film industry, in robotics, across a range of genuinely complex use cases. That complexity matters for support. Enterprise customers don't always bring straightforward questions, and the stakes are higher when something goes wrong. So when our [head of customer success](https://www.customersuccesscollective.com/head-of-customer-success-interview-questions) asked whether we could take on dedicated enterprise support, I said yes, and then quickly realized how much I didn't yet know about that side of the business. ## Consumer support and enterprise support are not the same job The first thing worth saying plainly: moving into [enterprise](https://www.customersuccesscollective.com/align-enterprise-client-stakeholders/) isn't just an operational change. It's a fundamental shift in what customers expect from you. On the consumer side, speed and breadth are the priorities. Customers want answers fast, AI handles a significant volume, and your team manages what escalates. It's largely reactive, and that's fine, that's the nature of it. Enterprise is different. The expectations look something like this: - **Partnership, not transactions:** Enterprise customers want a relationship, not a ticket number - **Deep contextual knowledge:** Not just product expertise, but familiarity with their specific workflows and use cases - **Proactive engagement:** Anticipating needs, not just responding to them - **Consistency:** The same quality of experience regardless of who picks up the conversation Recognizing that gap early would have saved me some time. Instead, I said yes to taking on enterprise accounts and then spent the first few weeks discovering just how wide it was. ## Everything was in someone's head and nowhere else The first practical reality I ran into: all our enterprise customers were being supported through individual Slack channels. No Zendesk. No ticketing system. No SLAs being tracked anywhere. For a team that had spent months building efficient systems inside a proper support platform, this was a problem. Context switching between systems, losing visibility on response times, no reporting…these were foundational gaps. The second reality was harder to fix quickly: almost all the knowledge about these customers existed only in the heads of a few people on the customer success team. Nothing was documented. When someone left, that context left with them. For any given enterprise account, we could be missing years of relationship history, known workarounds, specific preferences – all of it gone. Before anything else, we had to fix this. I went directly to the customer success team with a simple question: *what do you know that we don't?* Then I had the same conversation with product, focused on enterprise use cases specifically. In both cases, the answer was the same: **a huge amount of valuable knowledge that had never been written down anywhere.** _This post is for paying subscribers only._ ### Customer Support Summit | New York 2026 URL: https://www.customersuccesscollective.com/customer-support-summit-new-york-2026-video/ Last updated: 2026-08-28T15:42:07.000Z Catch up on all the sessions from our community of support leaders leveraging AI and implementing proactive processes to prove the strategic value of customer support. _This post is for paying subscribers only._ ### How to build learning, insights, and CS Ops into your customer success team URL: https://www.customersuccesscollective.com/how-to-build-learning-insights-and-cs-ops-into-cs-team/ Last updated: 2026-08-14T12:31:21.000Z When companies first build a customer success (CS) function, the focus is usually on hiring Customer Success Managers (CSMs) and [onboarding specialists](https://www.customersuccesscollective.com/10-best-practices-to-nail-for-seamless-customer-onboarding/). That makes sense. Early-stage businesses need people who're close to customers, solve problems quickly, and help clients get value from the product. For a while, that structure works. Then growth starts creating pressure in unexpected places. CSMs spend half their week delivering the same training sessions and building reports manually before every QBR. Product adoption data sits in five different systems with no consistent interpretation. Renewal risk becomes reactive instead of visible early. Internal processes drift because nobody owns them centrally. At that point, the problem is rarely effort; most CS teams work incredibly hard. The problem is structure. The strongest customer success functions eventually separate specialist work from frontline [relationship management](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/). They create teams focused on customer learning, data and insights, and operational execution. These functions sit behind the scenes, but they change how effectively CS can scale. In my experience, three specialist functions matter more than most once CS starts growing: - Learning - Insights - CS operations ## Learning teams reduce friction at scale Learning teams exist to help customers use the product effectively and consistently. That sounds obvious, but many businesses underestimate how much operational pressure customer education creates. In smaller CS functions, onboarding and education usually fall onto CSMs by default. Every customer asks slightly different questions, wants different training formats, or needs support at different stages of adoption. Over time, those requests consume huge amounts of time. A **strategic** CSM should spend most of their energy helping customers achieve outcomes, managing change internally, and connecting product usage to business goals. Instead, many end up repeatedly explaining the same workflows, running introductory sessions, or answering basic usage questions. That approach doesn’t tend to scale well. A dedicated **learning function** creates structure around customer education. That can include recorded video content, [certification programs](https://www.customersuccesscollective.com/dashboard-certifications/), onboarding guides, live training sessions, documentation libraries, customer academies, webinars, or peer communities where users help each other. _This post is for paying subscribers only._ ### The rise of the technical Customer Success Manager URL: https://www.customersuccesscollective.com/technical-customer-success-manager/ Last updated: 2026-07-02T12:00:22.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) has always lived somewhere between [relationship management](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/) and problem-solving. But as [SaaS](https://www.customersuccesscollective.com/what-is-saas/) products grow more complex and customers demand faster, more informed interactions, a new kind of practitioner is emerging: the **technical Customer Success Manager** (CSM). This role sits at the intersection of product fluency, [customer empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and strategic thinking, and [CS leaders](https://www.customersuccesscollective.com/leadership-measure-what-matters/) are still figuring out exactly where its boundaries should be. To explore how the technical [CSM](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) role is evolving, we brought together insights from three CS leaders who spoke at Customer Success Collective events. Jeremiah Orlando, then Director of Success and Customer Support at AssetWorks, shared how he'd transformed support engineers into technical CSMs. Charlene Styers, Senior Director of Customer Success at BigID, challenged the idea that technical expertise alone makes a successful CSM. Avi Avital, VP of Customer Success at NimbleWay, shared how technical CSMs can evolve into strategic commercial partners as organizations mature. ## Defining the CSM role: Where does support end and success begin? Jeremiah is the most explicit about drawing the line between support and success, drawing on his experience leading both functions at AssetWorks. His rule of thumb was simple: if a [CSM could resolve an issue](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) in a minute or two, such as adjusting a report or changing a button placement, they should do it. Anything more involved was handed over to support, with his team often creating the [support ticket](https://www.customersuccesscollective.com/customer-success-support-tickets/) on the customer's behalf. > "We teach all of our CSMs exactly how to use the product, but not to a level where we expect them to go in and write SQL queries or do all the big brain stuff behind the scenes." All three speakers agree that technical CSMs need enough product knowledge to be credible, but not so much that they become another support function. Jeremiah said he'd seen technically strong hires naturally drift back towards[ ticket resolution](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/) unless they were coached to focus on strategic customer conversations. Charlene approaches the same challenge from a different angle. At BigID, she pushed back against the idea that building a highly technical customer success team was the answer to [improving customer outcomes](https://www.customersuccesscollective.com/is-it-time-to-switch-from-feature-to-outcome-driven-product-roadmaps/). > "You can have somebody know a product all day long and know it inside and out, but if you don't have a team of people that can tie it back to use case, there's no bridge for the customer." For Charlene, technical expertise only creates value when it's paired with an understanding of the customer's goals. A successful technical CSM explains why it matters to the customer's business. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## How technical is technical enough? The answer depends on the product, the customer and the stage of the business. At the time of Jeremiah's presentation, AssetWorks sold highly customized software where every [implementation](https://www.customersuccesscollective.com/customer-implementation/) looked different. He explained that traditional CSM frameworks weren't enough, prompting him to rebrand the role as "technical CSM" and recruit directly from his support team's [top performers](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/) based on their customer rapport and CSAT scores. What mattered most was finding **someone who combined customer instinct with genuine technical curiosity**. Sure, a technical hire is going to seem impressive to a non-technical existing team, but marrying both so-called "hard" and "soft" skills is another kettle of fish: > "You want to find that person who's had a lot of customer experience, who's kind of that at-home 'I like to tinker and do techie stuff on my own' type." For Charlene, technical expertise should complement – not replace – business understanding. She expects CSMs to know the product well enough to guide conversations and ask the right questions, but believes their greatest value comes from understanding the customer's environment and helping them achieve their goals. > "If you can't sit at the table and talk to your customer about where your product fits using jargon that they understand, you're going to miss the boat a hundred times." She also sees technical CSMs as *translators*, helping technical and business [stakeholders communicate](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) more effectively by connecting product capabilities with business priorities. The data backs this up. According to the [State of Customer Success 2026 Report](https://www.customersuccesscollective.com/state-of-customer-success/), retention is still the top CS responsibility, but value realization, product adoption, and strategic customer engagement now sit within 20 percentage points of it, a gap that's narrowed sharply year on year. The modern CS job is an everything job, and technical knowledge alone doesn't cover it. Avi's perspective reflects the realities of an [early-stage startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/). At NimbleWay, his first CSM hires needed deep technical expertise because there wasn't a dedicated support team to rely on. Candidates even completed a Python exercise using the company's API during the interview process. As the company matured and built out a support function, those hiring priorities evolved. Technical capability remained important, but Avi increasingly looked for [commercial skills](https://www.imeche.org/training-qualifications/training-details/five-commercial-skills-to-stay-relevant-in-today's-shifting-economy), illustrating how the technical CSM role naturally shifts from reactive problem-solving towards strategic relationship management as an organization grows. [![Stakeholder communication plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/Stakeholder-communication-plan--1-.jpg)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ## Building the pipeline: Where do technical CSMs come from? Both Jeremiah and Avi have built technical CSM teams by recruiting from support and engineering backgrounds, but they differ in how they develop those hires. For Jeremiah, coaching is essential. He joined calls with new technical CSMs before debriefing afterwards, helping them shift from solving problems immediately to listening first. "Somebody who's highly technical is going to listen to a customer vent about an issue, but they like to cut them off because they already know where they're going," he observed. His focus was on helping technically-minded people develop the patience and empathy needed to build trust before jumping into solutions. Jeremiah also took an online certification to better understand how engineering teams worked. That knowledge helped him translate customer feedback into [actionable insights for product teams](https://www.customersuccesscollective.com/translating-customer-requests-into-product-innovation/), strengthening collaboration between customer success and engineering. That kind of structured coaching is rarer than it should be. Latest research has found that [66.8% of CS teams have no dedicated enablement role](https://www.customersuccesscollective.com/state-of-customer-success/) – which means most technically-minded hires are left to figure out the shift from problem-solver to strategic partner on their own. Avi took a similarly hands-on approach. His first technical CSM hire came from a solutions engineering background with [no previous customer success experience](https://www.customersuccesscollective.com/transitioning-from-a-non-cs-background-into-a-customer-success-role/), reinforcing his belief that commercial skills can be developed through coaching. > "You have all the basics. Now it's all about situation handling. I cannot teach you how to avoid someone who's cutting you off in traffic. We need to practice." For Avi, the challenge isn't finding technically capable people. You want to find professionals who combine technical expertise, commercial instinct and the adaptability needed to thrive in a fast-growing business. [![State of Customer Success 2026: Get your copy](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/07/CSC_State_of_CS_2026_Report_Assets_Article--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success/) ## The cross-functional dimension A consistent theme across all three speakers is that technical CSMs need to work just as effectively across internal teams as they do with customers. Jeremiah described meeting regularly with development teams to help prioritize bug fixes using customer impact data. His technical background allowed him to communicate directly with engineers, while involving his CSMs in sprint demos gave them early visibility into upcoming releases. Rather than reacting to customer confusion after a release, Jeremiah's team could proactively explain [new features](https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/), offer [training](https://www.customersuccesscollective.com/the-advantages-of-embedding-training-and-services-in-software-deals/) and prepare customers for change, turning potential support issues into engagement opportunities. Charlene believes customer success also plays a vital role in shaping the product roadmap. At BigID, CSMs are often best placed to identify trends in [customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), but she emphasises the importance of sharing that insight through structured conversations with product rather than individual feature requests. Avi has approached [cross-functional alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/) from an organizational perspective. By leading both [pre-sales](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/) and post-sales teams, he eliminated the friction he'd experienced at previous companies, where [Account Executives](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) and CSMs often blamed one another for [misaligned customer expectations](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/). For Avi, shared ownership creates better customer outcomes than functional silos. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Why technical depth drives retention and expansion All three speakers connect technical capability with better [business outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/), although they measure success differently. Jeremiah shared striking results from his time at AssetWorks. When he joined the company, churn across three products stood at 15%, 8% and 9%. After introducing technical CSMs and strengthening [collaboration between customer success and customer support](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/), those figures dropped to 0.7%, 2% and 3%, while average resolution times fell from seven days to just a day and a half. For Charlene, the biggest impact of technical credibility is the trust it builds with customers. When CSMs understand a customer's environment and challenges, they're invited into broader [strategic conversations](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) that naturally uncover new opportunities for growth. Avi measures success through [net revenue retention](https://www.customersuccesscollective.com/the-handoff-quietly-killing-your-nrr/) (NRR) and expansion revenue. NimbleWay finished 2025 with 115% NRR and is targeting 125% for 2026\. Today, his CSMs carry [expansion](https://www.customersuccesscollective.com/chief-customer-officers-customer-centric/) quotas and earn commission on the opportunities they identify – a sure reflection of how the role has evolved from reactive support into a strategic commercial function. Avi measures success through a different lens. NRR is now the most commonly tracked KPI across the profession – 60.9% of CS teams are measured on it, according to our [2026 research](https://www.customersuccesscollective.com/state-of-customer-success/) – and the pressure to own expansion revenue is growing. 38% of CS teams now own all expansion, up from a fraction of that five years ago. Across all three perspectives, the message is consistent: [technical expertise](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) isn't valuable for its own sake. It's valuable because it enables CSMs to solve problems faster, build greater credibility and create [stronger long-term customer relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). [Why Customer Success Managers need technical skillsIn this article, discover why CSMs should not only be focusing on assisting customers, but developing their technical skills so they can serve customers better, and ultimately reduce churn and boost revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-ced48187-e11d-4a13-987a-ded5a368653a.png)Customer Success CollectiveMichael Calizo![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Why-Customer-Success-Managers-need-technical-skills-c8f2b686-f51b-4c0c-b430-397f24a3a008.jpg)](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) ## The common thread Although Jeremiah, Charlene and Avi approached the technical CSM role from different angles, they arrived at a remarkably similar conclusion: technical expertise alone isn't enough. The most effective technical CSMs combine product knowledge with customer empathy, using their technical understanding to build credibility, translate complexity into business value and strengthen relationships across both customer and internal teams. For organizations looking to build or refine a technical CSM function, their advice is clear. **Hire for curiosity** as much as technical ability, **invest in coaching** and cross-functional collaboration, and recognize that **the role should evolve** alongside the business. As companies mature, technical CSMs become less focused on solving every problem themselves and more focused on helping customers achieve long-term success. The technical CSM may still be a relatively new role, but these leaders' experiences suggest it's becoming an increasingly important one as software – and customer expectations – continue to grow in complexity. --- **Editor's note:* This article brings together insights from multiple Customer Success Collective presentations. While the speakers did not specifically set out to discuss the technical Customer Success Manager role, their experiences and perspectives contribute meaningfully to the conversation. Job titles and company affiliations were accurate at the time of their presentations at Customer Success Collective summits.* - **Jeremiah Orlando** shared his perspective during the panel discussion “Technical expertise and customer success: Balancing skills and mindset” at [Customer Success Summit Las Vegas 2023](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-may-2023-2/). - **Charlene Styers** presented “Success criteria: Driving & tracking quantifiable metrics” at [Customer Success Summit Denver 2025](https://www.customersuccesscollective.com/customer-success-summit-denver-april-2025-ondemand/) - **Avi Avital** spoke at [Chief Customer Officer Summit Silicon Valley 2025](https://www.customersuccesscollective.com/chief-customer-officer-summit-silicon-valley-april-2025/) with his session “The evolution of customer success: From reactive support to strategic revenue drivers.” ### State of Customer Success 2026 Report URL: https://www.customersuccesscollective.com/state-of-customer-success-report/ Last updated: 2026-10-22T13:32:37.000Z The definitive 2026 snapshot of where customer success actually stands: who owns what, what's broken, and what separates teams that perform from teams that firefight. # The receipts you need to make leadership listen. Benchmark your team against hundreds of CS professionals worldwide. Identify the operational gaps holding your function back. Walk into your next leadership conversation with the evidence to make the case for what you actually need – whether that's headcount, tooling, enablement, or just someone finally agreeing that the data problem is real. [Download your copy](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/C2GoA6JBZpMczNSeoZCqaQ/uwmuA9nnCrCLo1yBiRWsAwg6ib2Y9Icu7hpXPZbf08z1UfnRqwp1m03RH1kvJ1-8w1CWFfxx-LLD6VGVUsPbROqx4UkJplMB8zp2HCQYCRnqihoLBJCPjSBYWRiewM4p3_plGrX-GvfEvRAvpZQY7pzClDvRbdhZlacOwaSjv-cEJPrNLxhYl-usu-CQO3JU/ykK9SaZO8v5PSAAol2CQ6_7Ev2X42HIy73otjELJd9U) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/BL8IYgTLtoMb0usDeQS2fA/1QfK7oHAgL8sQVQN650utVBatHVL2KQJsFZoL1ypMeIqEcuXV1WddYqag0eE3Qvt5DJ3eEWTsibEVkaw6K--jSwRAa0Sh_oT_AsocvIPm-cDhCcMR5UZoQB6pOAx2_pS4wgMGBkP0Gc9AuQv76xmSvRZYUj15Gv4djF0SY6devQzTb7dOACIIYDPKaloevAygpLKAaMZMkgj1kwwES9rHQ/tDzkr0krn-0ml5Lzl6_HKsk2hz6wp0oK3eNO6JsgFrg) ## Data you can actually use This is data from people doing your job, facing your challenges, right now. Use it to benchmark your team against the industry, identify the investments that actually move the needle, and arm yourself with the evidence to push back on unrealistic expectations – or to finally get the support you've been asking for. [Give me my copy](#download) ## You've won the revenue argument. Now the fight's for resources. 80% of CS professionals say the function drives revenue. Over half work with fragmented data, two-thirds have no enablement support, and a significant share are planning to leave their company within two years. This report documents where those gaps are forming, so CS leaders can address them before they lose their best people, their renewals... or their seat at the table. [Show me the benchmarks](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/5tWI_tFh3ydIVo8x17ghJg/2oK-jKw_Wb7w0i-v2Am4N27N96xRLBPhUdnfUEdGx2_46VODAL1_FkNwrnLY1AzACcPocyFe-tZ8YSy2Md1uqpBst0_RuXKVYeddcsROJAMWAwg6iQlDsDd0lnOfm486vaGZ66RyTHSsL-CpsHkWNdhhZ0CWFPdwhykc9kuIcZ5aCT41Wdl9biprVrHwTUxLfsOfwa9X9LM5PmJXaATxfg/wkHzJxd6TNhyVkel3AtTcAmA0UuHl84TCDyhXJn3TS4) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **culture shift** that's finally happening – and why a 2-percentage-point gap should make every CS leader pay attention. (Page 66) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why health scores fail most teams – and the **one honest question** that tells you if yours is worth keeping. (Page 38) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **single metric** that's quietly being abandoned by CS teams – even though it's your earliest warning signal for churn. (Page 43) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why **39.9% of CS professionals** are planning to leave their company – and the "meaning-and-mobility problem" that's pushing them out. (Page 70) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **governance gap** between AI ambition and AI readiness – and four questions every CS leader should ask before scaling. (Page 33) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why investing in AI before fixing **this foundational problem** doesn't accelerate results – it actually accelerates mistakes. (Page 46) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why **35.4% of companies** have zero shared KPIs between Sales and CS – and what this costs them at renewal time. (Page 41) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **2026 CS paradox** that explains why customer success has never been more valued – yet never more stretched. And what to do about it. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **monetization surge** that's reshaping CS – and the simple test that separates legitimate value from a customer tax. (Page 26) [See the data](#download) ## Meet yourexperts ![](https://www.customersuccesscollective.com/assets/img/reports/decal-6.svg) ![Virginia Bloom](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/qOm1x7fwODyRJNXP12PO9A/F1g8s52AMKbubewGaPcksMtVVpH7X7k9SzSwjAOJkjspqSgWesJluDRtvr2jyGxGczuLC01uNJKVb4BjKrSLebyxGpjnL0JHyNhp5acU32QgclMws7PSuYuI6VC96lksMsZ1j-fz9rl8wiJrIrVp2_Mcj7I1sRWieR66CLWWHVU/Uo6ERgsKpByJObFWFIpdwjNIBdG-CvaAm7MGz7mOjts) ![Aclaimant](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/84GLj7hZXtjGUNelcczzZQ/H8Td52ThPwOMUWQdD3r6kPVs9Rejga0MWS8wWl8p4Z-5PysI5J5iE5uhL4-5ca3ZLysGO73nQ1YcvvxEB7aTX7r-JZtut6vS2jOEV3PUUvx4bcP6qN04BmTeIompO4DqqcndHLoGnAtQSmp2lu1lTqzDh1jNj7NSCLw0mw73AfGW1Me-FyRTlYdyUnvTHqiX_-iQHF0k6yOogeR0T10lUg/u2jcQD5yzQ8eeUPVeVgWSx_pUM8qUNtxvym5xLgMCbU) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Director of Customer Experience Virginia Bloom ![Kourtney Thomas](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/0E5oJb6khSIJuK4tbFGQAg/zAt3PZbgQ-zJMjCCLTw2KqDbRRhFrpWxUcCWlLSkf5rG2BWUNNteTQzNjJXzndd2PfJOMTnutp4IQaPt0_JbAI5U8as5x6qIcoTO6jVauvITMfmct-8wiIHMNudETldmumeFwX0V-1tfnDtRNupk2PebGLAB2cs3gCw4MC3aLP0/2kB_IUnXbxQ00yRTbHo_uyODQr2xjZTxU9kdJr6XEzM) ![TakeUp](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/A14wM96u6vKwSFTCEpQNnA/pUkGNU-LAbqO_p12TQCzyaP1QZskPDyOnSLyg1q_G_Fmr-9iophsv-g7C0CddDmnglmSwtnLfvQoL7phkLelEGsq0dIpEZdh6JtiszcO6goc2oRHPFu36wkh3Ij4v6BOt6mkggcXrgE-8rsmfghM7cBb-PnnC87sYVs6A9Yb-XuV-niAZCEPWqXsnC8Zzbdb/WZOThqDM-S02Bn5xA6PV454EyfMhmeRXBLrh2sWUkAo) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Head of Customer Success Kourtney Thomas ![Chinelo Diejomaoh ](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/FbnDbfvfkezQ--lQ5UeYiA/IVMSLSdhs9m6yncUufNavTG2VSsz9nRqtY94X-5FgvU37GIIALD7-tnZOn8OHlVqM06z5KCEG-aQ4JxBF99Oauk8FQhxk7pJ9goBBEJkzSeDeg9qTqpLLiOcaIViTH6KJUd-_4kvc8AIviEgCFAVQZ7EwDFQPzSJaH2QRbikHY0/lSSH2Joo57qc3DDYgO_8s-yesAPX2NVI7vi_u0oRtTw) ![ComplyAdvantage](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/CTIkPXzNb_6WVEWSF7rFGQ/WPIToyfYlhuiF5630NVrVgI1CK3iEfJiyckcg6uJErPpz5kR4EnF6hP0DvgyNgRWaC4R9vB23-zz7JG7W_D6oEbPoT-PiJJGtI7swenXE6fZIq6mkQEUvbq7xfHeonYj18BIuPe9LuN7zysuvUcodv027TsjpFduKnm4YFxlXKpq5CsEql0FR8kkiLherpzS/bNNTyHkXu9HKnIvQTz-i7usMtnyArWKKXEBpRUoNqUk) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Senior Customer Success Manager Chinelo Diejomaoh ![Raymond Otero](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ZJ7BdYpdJXNMb8uYuAaPJQ/Xh6dbU-Glk5kAWwXjc0J134d-6prVVM6GwJtEqomrziphCrE9gRpNcT4H4ciP5EBKQVh-vxdp1HMqbZIV8bH6yFNZVgB5EfDr8jnQwL9Nad3Cy280W4jHJyZ1uWzpBcdtzwQ8iEwuRlGD7hWFdqhahYkGfg6vISE2NzR-PPSqa1b147Onp7e13-3EulmZAP5/73TeLcxo2cbI5M3ndd3FnNgQldNHgBb85MrU1gNX5mk) ![arrow](https://www.customersuccesscollective.com/assets/img/arrow-right-coral.svg) Director, Global Customer Success Raymond Otero ## The data is here. Use it. It's free. It's 85 pages of hard data and expert insight. And it might be the difference between another year of being stretched too thin and finally getting the support your function deserves. Download the 2026 State of Customer Success Report and discover what's really happening across the profession – the wins, the warning signs, and the playbook for what comes next. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/-mZ8MJw9ca-DsYMz2IB-Bg/9xpiWR33OoDs-VwaP0piX6opTDqc6jYAbGbm_6P1m_GGJstwaGYDy94loKweSwLFUPumFVLvjcMeIZJK3jbOFj37JoKdhuPGfkDJTgoKaAjUnO4J5w1vtYrKMQzw4LE2a9CuZZ2Oe25HNu1cTpX0xDMeOoqvnCXX_43S0Op6kV4L9pAg88FNxcBsh7br2elEnp3q5btHibyDkOUxijMPTA/QvztlLdedRQJMUH9MnQir7XKchOjCi45wHvZSRHTobw) [Get yours today](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/-mZ8MJw9ca-DsYMz2IB-Bg/9xpiWR33OoDs-VwaP0piX6opTDqc6jYAbGbm_6P1m_GGJstwaGYDy94loKweSwLFUPumFVLvjcMeIZJK3jbOFj37JoKdhuPGfkDJTgoKaAjUnO4J5w1vtYrKMQzw4LE2a9CuZZ2Oe25HNu1cTpX0xDMeOoqvnCXX_43S0Op6kV4L9pAg88FNxcBsh7br2elEnp3q5btHibyDkOUxijMPTA/QvztlLdedRQJMUH9MnQir7XKchOjCi45wHvZSRHTobw) ## The data is here. Use it. It's free. It's 85 pages of hard data and expert insight. And it might be the difference between another year of being stretched too thin and finally getting the support your function deserves. Download the 2026 State of Customer Success Report and discover what's really happening across the profession – the wins, the warning signs, and the playbook for what comes next. ## Please add title in Airtable Please add content in Airtable [Get yours today](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) Close ## Virginia Bloom ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/qOm1x7fwODyRJNXP12PO9A/F1g8s52AMKbubewGaPcksMtVVpH7X7k9SzSwjAOJkjspqSgWesJluDRtvr2jyGxGczuLC01uNJKVb4BjKrSLebyxGpjnL0JHyNhp5acU32QgclMws7PSuYuI6VC96lksMsZ1j-fz9rl8wiJrIrVp2_Mcj7I1sRWieR66CLWWHVU/Uo6ERgsKpByJObFWFIpdwjNIBdG-CvaAm7MGz7mOjts) ![company logo](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/84GLj7hZXtjGUNelcczzZQ/H8Td52ThPwOMUWQdD3r6kPVs9Rejga0MWS8wWl8p4Z-5PysI5J5iE5uhL4-5ca3ZLysGO73nQ1YcvvxEB7aTX7r-JZtut6vS2jOEV3PUUvx4bcP6qN04BmTeIompO4DqqcndHLoGnAtQSmp2lu1lTqzDh1jNj7NSCLw0mw73AfGW1Me-FyRTlYdyUnvTHqiX_-iQHF0k6yOogeR0T10lUg/u2jcQD5yzQ8eeUPVeVgWSx_pUM8qUNtxvym5xLgMCbU) Director of Customer Experience, Aclaimant Virginia is a customer-focused equity enthusiast driven to create opportunity and impact through compassion, innovation, and collaboration. She values learning, transparency, and shared success. She builds the systems, teams and culture that turn empathy into measurable business outcomes. Over the course of her career in CX and CS, Virginia has built CS motions from the ground up; no playbook, just a blank canvas and a mandate to make customer experience a genuine differentiator and driver of growth. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/virginia-d-bloom/) Close ## Kourtney Thomas ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/0E5oJb6khSIJuK4tbFGQAg/zAt3PZbgQ-zJMjCCLTw2KqDbRRhFrpWxUcCWlLSkf5rG2BWUNNteTQzNjJXzndd2PfJOMTnutp4IQaPt0_JbAI5U8as5x6qIcoTO6jVauvITMfmct-8wiIHMNudETldmumeFwX0V-1tfnDtRNupk2PebGLAB2cs3gCw4MC3aLP0/2kB_IUnXbxQ00yRTbHo_uyODQr2xjZTxU9kdJr6XEzM) ![company logo](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/A14wM96u6vKwSFTCEpQNnA/pUkGNU-LAbqO_p12TQCzyaP1QZskPDyOnSLyg1q_G_Fmr-9iophsv-g7C0CddDmnglmSwtnLfvQoL7phkLelEGsq0dIpEZdh6JtiszcO6goc2oRHPFu36wkh3Ij4v6BOt6mkggcXrgE-8rsmfghM7cBb-PnnC87sYVs6A9Yb-XuV-niAZCEPWqXsnC8Zzbdb/WZOThqDM-S02Bn5xA6PV454EyfMhmeRXBLrh2sWUkAo) Head of Customer Success, TakeUp Kourtney Thomas brings 15+ years of experience in customer success, revenue leadership, and entrepreneurship across tech, SMB, and hospitality. She’s built and scaled high-performing customer teams from zero to thriving, bringing a sharp eye for strategy and operational excellence, and a passion for nurturing strong, trust-based client relationships. Kourtney has led Customer Success and Revenue teams, driving both retention and growth. She’s held senior roles in consulting and SaaS, managing multimillion-dollar portfolios, improving GRR and NRR, and launching programs that improved onboarding, education, and customer experience at scale. Known for her ability to foster deep customer and team relationships, Kourtney pairs strategic thinking with a people-first mindset. Her business ownership and coaching background fuel a leadership style rooted in growth, trust, and measurable impact. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/kourtneythomas/) Close ## Chinelo Diejomaoh ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/FbnDbfvfkezQ--lQ5UeYiA/IVMSLSdhs9m6yncUufNavTG2VSsz9nRqtY94X-5FgvU37GIIALD7-tnZOn8OHlVqM06z5KCEG-aQ4JxBF99Oauk8FQhxk7pJ9goBBEJkzSeDeg9qTqpLLiOcaIViTH6KJUd-_4kvc8AIviEgCFAVQZ7EwDFQPzSJaH2QRbikHY0/lSSH2Joo57qc3DDYgO_8s-yesAPX2NVI7vi_u0oRtTw) ![company logo](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/CTIkPXzNb_6WVEWSF7rFGQ/WPIToyfYlhuiF5630NVrVgI1CK3iEfJiyckcg6uJErPpz5kR4EnF6hP0DvgyNgRWaC4R9vB23-zz7JG7W_D6oEbPoT-PiJJGtI7swenXE6fZIq6mkQEUvbq7xfHeonYj18BIuPe9LuN7zysuvUcodv027TsjpFduKnm4YFxlXKpq5CsEql0FR8kkiLherpzS/bNNTyHkXu9HKnIvQTz-i7usMtnyArWKKXEBpRUoNqUk) Senior Customer Success Manager, ComplyAdvantage Customer Success leader with 5+ years of experience partnering with executives to turn complexity into clarity and drive measurable business outcomes. I specialise in working with senior stakeholders, helping customers realise value, navigate risk, and make confident, data-led decisions. Known for my structured approach, calm presence, and ability to translate insight into action, I show up as a trusted partner when it matters most. Passionate about Customer Success as a strategic discipline not just driving adoption, but enabling customers to succeed internally, influence outcomes, and build sustainable growth. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/laudril) Close ## Raymond Otero ![profile image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ZJ7BdYpdJXNMb8uYuAaPJQ/Xh6dbU-Glk5kAWwXjc0J134d-6prVVM6GwJtEqomrziphCrE9gRpNcT4H4ciP5EBKQVh-vxdp1HMqbZIV8bH6yFNZVgB5EfDr8jnQwL9Nad3Cy280W4jHJyZ1uWzpBcdtzwQ8iEwuRlGD7hWFdqhahYkGfg6vISE2NzR-PPSqa1b147Onp7e13-3EulmZAP5/73TeLcxo2cbI5M3ndd3FnNgQldNHgBb85MrU1gNX5mk) Director, Global Customer Success , Enhesa Raymond Otero is a technology and customer success executive recognized for helping organizations transform customer engagement into a measurable engine for growth. With more than twenty-seven years of experience across cloud, AI, enterprise transformation, and customer experience leadership, Ray has built a reputation for bridging the worlds of technology innovation and operational execution. His work focuses on helping organizations turn complex technology ecosystems into disciplined operating models that accelerate adoption, strengthen customer relationships, and drive long term revenue expansion. Ray’s career spans leadership roles at Microsoft, Amazon Web Services, global system integrators, and high growth technology firms. Across these environments he has consistently worked with executive teams to design operating models that connect product, sales, support, and customer success into a cohesive value delivery engine. His experience guiding Fortune 500 organizations through cloud adoption, modernization, and AI enabled transformation gives him a unique perspective on how customer success must evolve in an increasingly data driven and automated world. [ ![linkedin](https://www.customersuccesscollective.com/assets/img/linkedin-icon.svg) ](https://www.linkedin.com/in/rayotero) ### 5 shifts that got Salesforce’s VP of CS a seat in the boardroom URL: https://www.customersuccesscollective.com/shifts-salesforces-vp-cs-seat-in-boardroom/ Last updated: 2026-08-14T12:31:37.000Z Nearly[ 35% of CS leaders](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) say they don't feel valued by the C-suite. Every one of them will have had that meeting. The one where you walked in convinced your insights would change the company's direction…and walked out wondering if anyone had actually been listening. I'll start with mine. About 10 years ago, I walked into a cold, dark, formidable boardroom to present to the regional executives on something I fundamentally believed would shape the company's next year of strategy. My hands were cold. A little sweaty. Clutching last month's customer health scores report. It did not go well. Fast forward five years. Same type of presentation, different outcome entirely. This time it was Zoom, pandemic-era, no cold boardrooms. The audience: the company's CEO, CFO, and CRO. I was sharing updates, making asks for funding, resources, and attention. I had 100% of the room. What changed? It came down to five shifts in thinking. ## Moment 1: Understand the currency of success Every organization has a north star at any given time. It's the direction executives align to, and it determines where they want your attention focused. One of the biggest shifts I experienced in those five years was that the currency of success itself changed. Acquiring customers used to be the headline. Then retaining them became the headline, and with that, a new vocabulary invaded the boardroom: - ARR and NRR - Churn and attrition - Customer acquisition cost - Customer lifetime value These metrics rewired how executives were incentivized and how they rallied around outcomes. Here's the thing: executives don't unify around an org chart. They never have. But they will absolutely unite around a shared goal. When the board started caring about NRR and retention, the question became obvious – who's best placed to deliver that? Customer success. That's when CS starts becoming genuinely valuable to the boardroom. Not because someone handed you a seat, but because the metrics the board cares about run directly through your function. _This post is for paying subscribers only._ ### Chief Customer Officer Summit | New York 2026 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2026-video/ Last updated: 2026-08-14T12:01:44.000Z Catch up on the senior CS leadership insights from the likes of Gainsight, CDK Global, Hook, and more. _This post is for paying subscribers only._ ### Scaling customer success without scaling headcount URL: https://www.customersuccesscollective.com/scaling-customer-success-without-scaling-headcount/ Last updated: 2026-08-14T12:31:57.000Z What if growing your customer base didn't mean growing your team at the same rate? For most CS leaders, the instinct when volume increases is to hire, but that model breaks down fast. Costs spike, Customer Success Managers (CSMs) [burn out](https://www.customersuccesscollective.com/how-ccos-can-prevent-burnout/), and strategic work gets swallowed by reactive firefighting. Having scaled revenue from zero to $300M at one organization, $10M to $40M at another, and $5M to $20M at a third, the lessons from each phase point to the same conclusion: scalability isn't a hiring problem. It's a systems problem. This article covers five core strategies for building a [CS operation](https://www.customersuccesscollective.com/customer-success-operations/) that can handle serious growth, why churn is never just a CS problem, and why treating it as one is one of the most damaging mistakes a CS leader can make. ## Busy isn't the same as productive The first thing to diagnose is whether your team is being *active* or actually *effective*. In most CS orgs, everyone's slammed: manual check-ins, ticket responses, internal meetings, ad hoc reporting, one-off requests. Ask any CSM, and they'll tell you they couldn't possibly take on more. But being busy isn't the same as being productive. The real question is whether that work is driving outcomes. Are all those emails actually increasing product adoption? Are the calls moving customers forward, or just answering questions? It's worth setting up a clear rubric so your team is measuring outcomes – activation, adoption, expansion – rather than just counting calls and response times. ## Segment your customer base Here's a pattern that holds across almost every SaaS business: sort your customers by ARR and you'll find that: - The **top 10%** account for roughly 25–30% of revenue - The **next 15%** add another 33–40% - Together, **just 25% of your customers** are generating the vast majority of your revenue ![Segment your customer base](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/data-src-image-0630eadf-dfaa-4ce4-96ec-ce60f8d8d2da.png) Losing any one of your top-tier accounts will show up in your churn numbers immediately. That has real implications for how your team spends its time. _This post is for paying subscribers only._ ### The handoff quietly killing your NRR (that doesn't happen in customer success) URL: https://www.customersuccesscollective.com/the-handoff-quietly-killing-your-nrr/ Last updated: 2026-06-26T07:22:15.000Z It’s often said that sustainable [net revenue retention](https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding/) (NRR) requires the entire organization, not just the [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) team, to be incentivized by the customer’s ultimate success. That’s what Certinia’s CCO Todd Kisaberth said [in another recent blog post](https://www.customersuccesscollective.com/why-customer-success-hero-culture-is-a-churn-red-flag/). But there’s one function that rarely comes up in that [retention](https://www.customersuccesscollective.com/customer-retention/) conversation, even though it sits at one of the most consequential moments in the entire [SaaS](https://www.customersuccesscollective.com/what-is-saas/) customer relationship: **professional services** (PS). In most software companies, professional services is treated as an implementation function. They show up after the contract gets signed, configure the product, hit the go-live milestone, and hand the account to CS. Then they move on to the next project. By the standard model, [their job is done](https://www.customersuccesscollective.com/jobs-to-be-done-template-framework/). What that model misses is how professional services shapes the [customer's first experience of value](https://www.customersuccesscollective.com/how-customer-onboarding-can-accelerate-time-to-first-value/). And that first experience sets the trajectory for everything that follows: [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), [expansion](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/), and [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/). (In other words, everything that CS is responsible for.) Professional services is the most underleveraged function in the [customer journey](https://www.customersuccesscollective.com/customer-journey-template-framework/). The more interesting question is why CS leaders haven't spent more time improving this critical partnership. ## Why professional services gets treated as invisible The reasons professional services gets siloed from the CS conversation are mostly structural. Professional services is typically measured on project economics: **utilization rates, margin, on-time delivery** and **budget adherence**. Customer success, on the other hand, is measured on [**retention**](https://www.customersuccesscollective.com/customer-retention/) and [**expansion**](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). The metrics don't talk to each other, so the teams don't either. But this creates a dynamic where professional services optimizes for a successful go-live, and CS inherits whatever that go-live actually produced – which is sometimes great, and sometimes a customer who went live on time but never really saw value (or even understood what they were supposed to do next). The [handoff between professional services and CS](https://www.certinia.com/blog/three-steps-to-overcome-common-cs-ps-service-delivery-disconnects/?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=ucj-nam-software-ent-tofu&utm%5Fcontent=exec-leadership) is one of the most consequential moments in the [customer lifecycle](https://www.customersuccesscollective.com/customer-lifecycle-playbook/), and in most organizations it's treated as an administrative formality. A close-out meeting. A transition email. A Salesforce record update that says "implementation complete." [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) What it should be is a deliberate transfer of everything PS learned about the customer during implementation: the stakeholders who are resistant, the use cases that aren't quite landing, the business outcomes the customer is actually trying to achieve. That intelligence exists. It just rarely makes it to CS in any structured way. ## What professional services knows that customer success doesn't [Implementation](https://www.customersuccesscollective.com/customer-implementation/) teams develop a ground-level understanding of customers that almost no other function gets. They're in the weeds with the people who actually use the product – the practitioners who actually determine whether adoption succeeds or stalls. They see which teams are engaged... and [which are checked out](https://www.customersuccesscollective.com/how-ccos-can-prevent-burnout/). They know which parts of the configuration were compromises and which were exactly right. They hear the offhand comments that reveal whether the customer is genuinely excited or just managing an internal project they didn't fully choose. This is exactly the kind of intelligence that would make a CS team dramatically more effective. A [CSM who inherits an account](https://www.customersuccesscollective.com/how-to-lead-an-inherited-customer-success-team/) with that context is starting from a real picture of where the customer actually is, with enough lead time to act on it. When professional services and CS operate in separate systems with separate mandates, this intelligence evaporates at handoff. The CSM starts fresh. The customer re-explains their goals to someone new. And the trust deficit that Todd wrote about – the one that quietly seeds churn long before renewal – takes root right there. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## The outcome continuity problem Sales makes promises about business outcomes. Professional services delivers a technical implementation. CS is tasked with closing the gap between what was promised and what was built. A large gap between what was promised and what was built is something [relationship management](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/) alone can't close. The customer bought a result, and renewal conversations reflect that reality plainly. Making professional services accountable for outcome continuity, alongside go-live, is the structural fix. That means PS builds project plans that trace directly back to the business outcomes documented in the sales cycle. It means CS has visibility into the PS project during implementation, so they can see when something is drifting from what was promised. And it means the metrics PS is evaluated on include leading indicators of customer health, alongside project economics. This is a bigger organizational change than it sounds. It requires PS *and* CS leadership to agree on what success actually means, and to share accountability for it. But companies that have made this shift consistently report faster time-to-value, fewer stalled implementations, and CS teams that spend less time firefighting and more time driving expansion. [![Build the skills that get you hired](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Ready-for-your-next-promotion--1-.jpg)](learn.customersuccesscollective.com/course/customer-success-certified-core) ## What this looks like in practice Operationalizing this comes down to three things: **1\. A shared definition of the customer's intended outcomes**, documented in a way that sales, PS, and CS all contribute to and can all see. A living record of what this customer is trying to achieve, updated as PS learns more during implementation. **2\. CS visibility into project plans and status.** The CSM who will take over the account needs to have visibility into the status of the implementation so that they can plan provisioning, education and adoption plays accordingly. If they start too soon or too late (or not at all), the customer’s time to value starts to get longer, and the customer becomes a churn risk from the get-go. **3\. A structured PS-to-CS transition**. This means CS gets involved before go-live (ideally 30 to 60 days prior) so the CSM has time to build context, meet the customer alongside PS, and understand the implementation before they own the account. The overlap gives CS a running start rather than a standing one. **4\. Professional service metrics that include CS outcomes**. This is the change that makes everything else sustainable. If customer health at 90 days post-go-live is part of how professional service performance is evaluated, the entire incentive structure shifts. PS has a genuine reason to care about what happens after implementation, and the cross-functional collaboration that follows tends to be real rather than ceremonial. The tension between [sales and CS at the point of handoff](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/), with each team operating under different definitions of success and incomplete visibility into each other's work, is something the CS community has been wrestling with in earnest. Todd Kisaberth and I [explored this recently with a group of CS practitioners in a session](https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding) hosted with Customer Success Collective, and the conversation made clear that the PS dimension is the piece most organizations haven't fully accounted for yet. If business outcomes are still getting lost in the sales-to-CS handoff, the [next chapter of that discussion](https://www.customersuccesscollective.com/the-tug-of-war-between-sales-and-cs/) picks up exactly there. [Why customer success “hero culture” is a churn red flagToo often, we mistake heroic acts of account management for a customer-centric culture. We shouldn’t. Requiring a hero to save an account is only proof that your system has already failed.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-7b6c1fd7-b28e-4402-b4c0-b0b8fc5fe20e.png)Customer Success CollectiveTodd Kisaberth![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-playbook-to-combat-churn--5--19f0c162-271a-460c-a839-5b7c8a3e94cf.jpg)](https://www.customersuccesscollective.com/why-customer-success-hero-culture-is-a-churn-red-flag/) ## The bigger picture Todd’s earlier article ended with a call to build customer success on alignment, data integrity, and measurable value realization. I’ll take that a step further: that alignment has to include professional services, explicitly and structurally. As long as professional services exits the customer relationship at go-live, organizations are leaving one of their most valuable sources of customer intelligence unused and surrendering one of the most direct levers available for [improving net revenue retention](https://www.certinia.com/solutions/customer-success-cloud/?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=ucj-nam-software-ent-tofu). The organizations getting this right are running CS and professional services as a continuous motion, with shared data, shared accountability, and a shared definition of what customer success means. That's a design problem, and it's one most CS leaders have more influence over than they realize. Getting it right is a critical step in preventing eventual churn. ### Protect NRR by aligning marketing and customer success URL: https://www.customersuccesscollective.com/customer-success-and-marketing-alignment-nrr/ Last updated: 2026-06-25T12:41:47.000Z If you want to know why your [enterprise](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) customer experience feels disjointed, look at the financial gap between the story your [marketing](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) team is selling and the reality your post-sales team is supporting. In most organizations, these two functions operate completely differently. They’re measured by entirely different scorecards, and the customer is the one who pays the toll. We talk endlessly about customer obsession, but the truth is that most enterprise [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) (GTM) motions are obsessed with [acquisition](https://www.customersuccesscollective.com/customer-acquisition-template-framework/), not success. The illusion of a [great customer experience](https://www.customersuccesscollective.com/elevating-customer-experiences-with-tailored-journeys/) shatters the moment the sales transition happens, leaving your highly paid adoption experts to function as therapists for [frustrated buyers](https://www.customersuccesscollective.com/customer-complaints/). This dynamic is entirely unsustainable for any [leadership team](https://www.customersuccesscollective.com/authentic-leadership-guide/) focused on long-term enterprise value. Your customers don’t care about your [internal handoffs](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/). But what they *do* care about is the transformation they just paid for. ## The architecture of pre-scheduled customer churn Here’s what is fundamentally broken in the [B2B software](https://www.customersuccesscollective.com/end-user-adoption/) and enterprise technology space: marketing and [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) are incentivized to care about completely different outcomes. ### Why marketing and customer success measure success differently Marketing is measured on [pipeline generation](https://www.qualified.com/plus/articles/what-is-pipeline-generation), marketing qualified leads (MQLs), brand awareness, and acquisition velocity. Because of this, they are inherently incentivized to paint the grandest possible vision of your product to capture attention. They sell the ultimate business transformation. They pitch a future where software solves every organizational ailment overnight. Customer success, on the other hand, is measured by [net revenue retention](https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding/) (NRR), adoption metrics, time to value, and churn reduction. [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) deal with the implementation hurdles, the technical debt, the [change management](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/), and the organizational resistance within the client's business. [Why you should align customer success, marketing and salesCustomer success is preoccupied with nurturing its current customers, rather than seeking out new customers. While being distinct with different objectives, there is an intersection between customer success, marketing and sales: they’re all customer-centric fields.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-bb948a27-161d-41ff-b8cf-196ea099c3b3.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/align--1---1--60500b9e-dc42-413a-9211-58a68dd15c40.jpeg)](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) ### Why marketing and customer success alignment fails When marketing celebrates pipeline without consulting [post-sales](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) on the [ideal customer profile](https://www.salesforce.com/sales/ideal-customer-profile/) (ICP), **they aren't generating revenue but prescheduling churn**. The standard alignment approach usually amounts to a monthly synchronization meeting where marketing shares a polished presentation of upcoming campaigns, and the [customer success leadership](https://www.customersuccesscollective.com/lessons-from-customer-success-leadership/) nods politely before going back to the trenches to put out fires. This is insufficient, outdated, and actively harms enterprise value. The [Chief Marketing Officer](https://www.cmoalliance.com/fractional-cmo-a-viable-side-hustle/) (CMO) is celebrated for filling the funnel, while the [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO) is penalized when those mismatched prospects inevitably leave 12 months later. I’ve found that this creates a culture of resentment and operational dysfunction that bleeds directly into the client experience. ## The closed-loop reality The differentiated truth is that strong customer experiences are not built in the post-sales onboarding phase. They are built the moment a prospect reads your website, downloads a whitepaper, or attends your webinar. What most leaders miss is that marketing and customer success are the same continuous system. The best customer experience happens when the telemetry of the post-sales reality feeds directly into the [targeting and messaging engine](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/unlocking-the-next-frontier-of-personalized-marketing) of the marketing team. We're talking about [churn signals](https://www.customersuccesscollective.com/customer-churn/), friction points, [time to value metrics](https://www.customersuccesscollective.com/time-to-value-ttv-framework/), and adoption hurdles. If your marketing team doesn’t know exactly why your top quartile customers expand and exactly why your bottom quartile customers churn, they're working without the data they need, **Marketing must transition from being an isolated presales acquisition engine to a full lifecycle engagement engine**, operating on the exact same data lake and reality as customer success. The days of throwing leads over the wall are long over. [Revenue generation](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) is a continuous loop, and if the feedback from the bottom of the funnel does not instantly alter the behavior at the top of the funnel, your growth model is structurally broken. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ## What actually happens in the field Let me anchor this in what happens on the ground, far away from theoretical frameworks and boardroom presentations. I have spent over 27 years navigating these exact challenges across different scales of business. ### The $500M lesson During my time managing a portfolio exceeding $500M at a global tier-one technology firm across highly regulated financial services organizations, I saw this disconnect play out on a massive scale. Marketing would launch brilliant, high-visibility campaigns selling instant cloud transformation. The sales team would enthusiastically close the deal on that promise. Then, my customer solutions and architecture teams would take the onboarding kickoff call. We'd immediately realize the customer lacked the foundational data readiness, security governance, or cloud fluency to adopt the solution at the speed marketing had promised. My team would have to spend the first six months of a multi-year contract just resetting expectations and walking the customer back from the marketing ledge. I kid you not, time to value tanked. Executive sponsors became beyond frustrated. But you know what? The friction wasn’t even caused by the product sub-performing; the whole disaster was caused by the misaligned promise. We were essentially fixing a broken narrative before we could even begin deploying the technology. (It goes without saying that this created an incredible drain on resources. We had highly specialized technical architects spending half their time doing expectation management instead of building resilient infrastructure.) ### The $35M reality check Let’s just contrast this with my experience running a $35M profit and loss center at a growth-stage technology consulting firm. At that stage of growth, we didn't have the luxury of silos. Because I owned the full profit and loss statement, marketing and service delivery had to share the same balance sheet. If marketing brought in a healthcare client that wasn’t *quite* ready for our hybrid technology solutions, the financial bleed hit my desk immediately. We were forced to build scrappy, immediate feedback loops. If a deployment hit a snag, marketing adjusted their targeting the very next day. That bridge between [startup mentality](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/) and enterprise discipline is exactly what large organizations are missing today. We treated the customer journey as one continuous flow of capital, not a series of disconnected departmental victories. And don’t go thinking this is just a corporate problem; I’ve found that this is a fundamental operational discipline problem. ### A military parallel During my military service, managing network coordination centers for defense operations, a miscommunication between intelligence gathering and field execution meant mission failure. You could not promise ground forces air support that wasn’t properly provisioned. You see, when marketing fails to properly vet the readiness of a prospect, they send the customer success team into a deployment totally blind. The mechanics of the failure are identical. The frontline teams pay the price for the bad intelligence provided at the start of the mission. ### Managing through a merger In another instance, I was tasked with leading the integration of customer success teams following a [major corporate merger](https://www.customersuccesscollective.com/mergers-and-acquisitions/). We had diverse backgrounds, completely different workflows, and wildly contrasting definitions of what constituted an urgent client issue. The marketing messaging going out to the newly combined customer base painted a picture of immediate synergy. The reality was that we were actively rebuilding the airplane while flying it. The only way we survived that integration without massive customer attrition was by forcing marketing to pause their aggressive expansion campaigns until we established a unified, cross-functional delivery mechanism. We had to align the external promise with our internal capability before we could welcome more volume. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) We also can’t ignore the impact this has on [talent retention](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/). When you constantly put your top performers in a position where they must apologize for marketing, you burn them out. To combat this, I developed specific strategies for bringing in resilient talent to ensure we only bring on individuals who can navigate this specific brand of ambiguity. When you step back and look at the anatomy of an account that achieves its goals, the alignment between what was sold and what is delivered is flawless. Truth in the sales cycle is the ultimate retention tool. ## Forcing alignment You can't tune a snapped guitar string, you can't calibrate a broken compass, and you certainly can’t optimize a broken handoff. Leaders have *got* to dismantle the operational canyon between these teams to protect revenue. Here are the actionable shifts I’ve picked up along the way to bridge this gap: ### Jointly own NRR Marketing can wash its hands once the ink dries – and typically does. The contract is signed, the lead is closed and the incentive is disappeared. If you want marketing to care about what happens to that customer 6–12 months on, you've got to give them a reason to. Start with compensation. Tie a meaningful portion of marketing leadership's bonus to NRR and early-stage churn, and you'll feel it trickle through the entire org. Think specifically about churn within the first 120 days: when a marketer's success depends on whether a customer stays and [realizes value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), their messaging gets honest fast. They stop selling magic and start selling reality. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### Create a bidirectional voice of the customer loop [Voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) (VoC) can’t just be a dashboard that you look at to feel good or bad about NPS. Instead, you need to build a structured, mandatory mechanism where customer success feeds [predictive health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/), adoption blockers, and win-back insights directly to the content marketing team. **Let me give you a specific example from a previous company I worked at.** At one point, our technical architects were spending hours every week walking clients through the exact same identity management integration; every single week, all because the initial marketing materials glossed over the complexity. To avoid the same mistake from happening again, it was decided that the marketing team would sit in on those escalation calls to understand the root of the customer problem and translate those pain points into their new comms. Within a week, they had produced a detailed educational sequence that walked prospects through the integration requirements before they even signed the contract. *That* is what a real feedback loop looks like. Marketing should be writing [content](https://www.customersuccesscollective.com/what-content-works-for-boosting-your-customer-retention/), case studies, and enablement materials based on the actual, granular friction points that customer success solves every day. ## Stop funding volume without capacity You can't run a massive account portfolio effectively if 80% of those clients were sold the wrong value proposition. Volume without capacity is just structured disappointment. ### Build joint first-mile narratives It’s my belief that marketing should help design the first-mile onboarding experience alongside your customer success team. The collateral, the tone of your emails, and the messaging a customer receives in their first 30 days must be a logical continuation of the [sales and marketing journey](https://www.customersuccesscollective.com/customer-journey-mapping-making-sales-buyer-centric/). It can’t be a jarring transition from slick marketing videos into dry, text-heavy technical manuals. Keep the excitement alive while grounding it in execution! Your marketing team understands how to engage. Let them use that superpower to drive initial product adoption. ### Institute a shared ICP governance board A keen way to solidify cross-functional alignment is to establish a quarterly review board where marketing, sales, and [customer success leadership](https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/) review the ICP: - Marketing brings the data on who's clicking - Sales brings the data on who's buying - Customer success brings the data on who's succeeding. If a segment is buying but churning, then marketing must agree to stop targeting them until product fixes the functional gap. This requires extreme discipline and a willingness to say no to bad revenue. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Artificial intelligence as the great unifier For years, the barrier to sharing data across marketing and CS was infrastructure. AI removes that barrier. [Generative AI](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) is going to force the issue: it’ll either expose these departmental silos or eradicate them entirely. During my time managing those massive financial services portfolios, which I mentioned earlier, the biggest block to expansion was simply getting the right technical documentation to the right engineer at the exact moment they hit a roadblock. Imagine a scenario where a predictive health model detects that the usage of a specific software module has dropped by 15% over a week. Instead of waiting for a [quarterly business review](https://www.customersuccesscollective.com/qbrs-in-customer-success/), which automatically triggers an agentic workflow within your marketing automation platform, it sends a highly personalized, context-aware educational sequence to your exact stakeholders within the client organization. It’s so good that it actually solves the friction point *before* your customer even submits a [support ticket](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/). ## The bottom line I’m of the belief that marketing will transition from a pre-sales bullhorn to a precision instrument for lifecycle engagement. The organizations that build this shared data infrastructure today will scale without the friction that breaks their competitors. A market-leading customer experience is built on a shared operational reality, rather than collateral. You’ll never end up delivering exceptional results if your internal teams are speaking different languages. And here's the hard truth – nobody above or below you in the chain cares how messy the internal machinery is. Because your customer doesn't care about your org chart, they want to know whether the outcomes they were promised actually materialize. All you can do is align on [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), share the reality across the entire lifecycle, and stop prescheduling your own churn. When you connect the promise of marketing directly to the execution of customer success, you stop managing friction and start engineering growth. ### Customer Success Festival | London 2026 URL: https://www.customersuccesscollective.com/customer-success-festival-london-2026/ Last updated: 2026-08-21T13:26:28.000Z Catch-up on the entire Alliance festival, from product marketing to GTM and, of course, customer success. Don't miss sessions from Adobe, Cisco, Sitecore, Salesforce and more. _This post is for paying subscribers only._ ### Customer Success Summit Seattle | June 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-seattle-june-2026/ Last updated: 2026-06-24T21:24:40.000Z Catch up on all sessions from our first time Customer Success Summit Seattle, from the likes of Verizon, Vanta, Planview, Microsoft, SAP and Qualtrics. _This post is for paying subscribers only._ ### Prevention-first support playbook URL: https://www.customersuccesscollective.com/prevention-first-support-playbook-template-framework/ Last updated: 2026-06-23T15:36:46.000Z ## What is a prevention-first support playbook? A prevention-first support playbook is a practical framework that helps support teams shift from reactive ticket handling to systematic issue prevention. Rather than measuring performance by how quickly problems are resolved, this playbook helps you build the detection systems, cross-functional relationships, and escalation processes that stop issues from reaching customers in the first place. ## What's inside the template? This playbook includes seven sections designed to help you audit your current support model and build prevention into your operations: 1. Support model maturity audit 2. Proactive monitoring and incident detection 3. Cross-functional alignment and liaison program design 4. Escalation triage and root cause analysis 5. Recurring issue resolution and classification 6. Prevention failure diagnostic (culture, data, ownership) 7. 30-day prevention action plan ## How to use the template Start with the maturity audit to score your org honestly across six areas — incident detection, trend monitoring, engineering alignment, escalation triage, recurring issue tracking, and product feedback loops. Work through each section to document your current state, identify gaps, and map ownership. Use the gaps you surface to complete the 30-day action plan in the final section, committing to three concrete changes you can implement immediately. ## Download your prevention-first support playbook ![Prevention-first support playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Prevention-first-support-playbook-screenshot.png) [Prevention-first support playbook (1)Prevention-first support playbook (1).pdf214 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/06/Prevention-first-support-playbook--1-.pdf "Download") [Prevention-first support playbook (1)Prevention-first support playbook (1).docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/06/Prevention-first-support-playbook--1-.docx "Download") [Prevention-first support playbookPrevention-first support playbook A practical framework for shifting your support org from reactive ticket handling to strategic issue prevention Most support orgs default to fixing problems after customers report them. This playbook gives you the system to detect, escalate, and eliminate issues…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs-favicon-2026-v2-2503d750-bf89-464a-aa29-3f213f750ea5.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJgME1xYLNSZ5fqqvIMrLKXjoRjqW4svoGF5nkbhJeLs0TqCsmlkPDNi_SvTQhe3qQ7vie3pnbUGtwYH84NV11gvWXlrFMWw66QHlCm4QB_iGYzQ6xH-w1200-h630-p-833cf04d-a9b6-4e2f-8541-35a95cd0f4f5)](https://docs.google.com/document/d/1x2qeLiaT%5FvwQMtJSOz9EXPOb96HdSU3O3aasPi5qJBs/edit?usp=sharing) _This post is for paying subscribers only._ ### You don't have a growth problem. You have a customer loyalty problem URL: https://www.customersuccesscollective.com/dont-have-growth-problem-customer-loyalty-problem/ Last updated: 2026-08-14T12:32:14.000Z [Customer loyalty has changed](https://www.customersuccesscollective.com/your-state-of-customer-success-2025/). [Loyalty](https://www.customersuccesscollective.com/how-to-turn-happy-customers-into-loyal-brand-advocates/) is no longer just an indicator of satisfaction. It's become a primary source of competitive leverage. And that matters because the math of growth has changed underneath every B2B organization operating right now: - Acquisition costs are rising - Buying cycles are getting longer - Decision-making committees are expanding - Customer expectations are higher than they've ever been In that environment, the most reliable path to durable performance is extracting more value from the ones you already have. The customers who trust you, rely on you, and are already looking to you to help them succeed. That's when loyalty stops being sentiment and becomes strategy. ## The 3 conditions that turn loyalty into leverage Loyalty becomes real leverage when three conditions are in place: **1\. Value linkage**: Customer experience is explicitly connected to [retention](https://www.customersuccesscollective.com/best-types-of-customer-retention-programs/), expansion, lifetime value, and financial outcomes. If you can't draw a clear line from experience to economics, you're operating on guesswork. **2\. Experience coherence**: Unified systems ensure consistent, connected experiences across the entire customer journey. Customers should experience your company as *one* company, even when execution spans many teams. **3\. Cultural enablement**:Customer outcomes are sustained by a genuinely customer-centric culture with strong cross-functional influence. This is the condition most often underestimated – and the one that tends to determine whether the other two actually work. Organizations that operationalize all three consistently outperform their peers on [net revenue retention](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) (NRR), growth resilience, and long-term enterprise value. ## Why the old acquisition playbook is breaking down For decades, most B2B growth strategies were built around acquisition: new logos, new pipeline, new markets. For a long time, that worked. Today, the model is becoming increasingly inefficient and fragile. Buying committees are larger, decisions take longer, and switching costs have risen. Product differentiation alone has narrowed considerably, with features and functionality becoming commoditized across categories. [McKinsey's experience-led growth research](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/experience-led-growth-a-new-way-to-create-value) reinforces the shift: the most value creation among growth leaders now comes from existing customers, not new ones. The organizations that outperform focus relentlessly on the behaviors that drive financial outcomes: - Creating renewal confidence - Ensuring expansion - Driving adoption depth - Increasing share of wallet They get there by improving the experiences that matter most – not everywhere, not equally, but at the moments that are genuinely critical for customers. Companies that stay overly focused on acquisition tend to fall into what's commonly called the **acquisition trap**: spending heavily to replace churn instead of preventing it. The result is motion, but not momentum. Activity, but not growth. _This post is for paying subscribers only._ ### The experience gap in customer success: What it is and how to fix it URL: https://www.customersuccesscollective.com/the-experience-gap-in-customer-success/ Last updated: 2026-06-18T19:56:15.000Z You know that [quarterly business review](https://www.customersuccesscollective.com/qbrs-in-customer-success/) (QBR) where you proudly showed your leadership team all those green metrics? The one where [CSAT scores](https://www.customersuccesscollective.com/the-death-of-csat-and-nps-in-the-ai-era/) were trending up, [support tickets](https://www.customersuccesscollective.com/high-customer-support-ticket-volume/) were resolved within SLA, and your onboarding completion rates looked fantastic? Your customers might still think you're failing them. I've spent 30 years in this business – 25 in financial services before making the jump to tech – and this disconnect between what we measure and what customers *actually* experience keeps me up at night. When I joined GitHub, I was tasked with building out their [customer experience team](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/). At that point in my career, I thought I'd genuinely seen it all. But the shift from financial services to technology taught me something crucial about this gap. In finance, everything had to be perfect, tested, regulated. In tech? We ship to learn. We iterate. We move fast. Yet somehow, in both worlds, we keep making the same fundamental mistake: we measure *what* we do, not how customers *feel* about what we do. ## The 72% disconnect that should terrify you Bain did a study that should make every CS leader lose sleep. [They found that 80% of CEOs](https://www.bain.com/insights/closing-the-delivery-gap/) believe their company delivers an exceptional customer experience. Only 8% of their customers agree. Sit with that for a moment. That's a 72-point gap between perception and reality. There are two critical errors that I see companies make every single day. First, you developed all those [metrics](https://www.customersuccesscollective.com/customer-success-metrics-calculator-framework/) without asking me how your clients actually felt about the experience. You treat them like a [data point](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/), not a [human being](https://www.customersuccesscollective.com/emotional-intelligence/) with emotions and expectations. Second – and this one's less obvious – when you and your team defined that exceptional experience, you did it based on your own knowledge and assumptions. Pretty biased, definitely siloed, and not at all representative of what your customers actually want or need. These two mistakes create and widen the experience gap. And if you think this doesn't apply to your tech company or your CS team, I've got news for you. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Why the experience gap matters more than ever [80% of customers report that experience is a key factor](https://www.salesforce.com/resources/research-reports/state-of-the-connected-customer/) in their buying decisions. We're not competing on features and price anymore. We're competing on how we make customers feel. Here's what keeps me focused: [61% of customers will switch to a competitor after just one bad experience](https://www.zendesk.co.uk/blog/customer-experience/retention/build-customer-experience-strategy/#georedirect). Sure, in customer success, when you're deeply embedded in their tech stack, maybe they won't switch immediately. But resentment builds. Frustration accumulates. And when that renewal conversation comes around, all those little paper cuts add up. The flip side? [Customer-centric](https://www.customersuccesscollective.com/customer-led-growth/) companies are simply more profitable. Brands with superior customer experience bring in 5.7 times more revenue than their competitors. Think about your own life for a second. If your neighbor told you they're paying $10 less per month for their internet service, would you switch? Of course you would! You have zero loyalty to your internet provider. But what about the brands you *do* stick with, even when cheaper alternatives exist? That's the power of experience. That's what we need to create. ## Welcome to the experience economy (where feelings drive revenue) Back in 1998, Joseph Pine and James Gilmore [wrote a Harvard Business Review article](https://hbr.org/1998/07/welcome-to-the-experience-economy) that changed how I think about customer relationships. They introduced the concept of the "experience economy" – where consumers don't just pay for goods or services anymore. They pay for *experiences* that impact their lives. Think about the evolution of the humble birthday cake. Years ago, mothers made cakes from scratch using eggs, flour, and sugar from their pantry. Then came the "goods economy" – Betty Crocker cake mix made baking easier. The "service economy" brought bakeries where you could just pick up a finished cake. But in the "experience economy"? Parents outsource the entire birthday party to Chuck E. Cheese. The cake becomes free because it's not about the cake anymore. It's about the experience. Now you might be thinking, "I work in tech. This doesn't apply to me." Does your company have swag? That's experience. Do you host big customer events? Experience, again. What does your website feel like to navigate? How do customers feel when they interact with your product? Are you just another vendor they'd switch from to save money, or do they feel genuinely connected to what you're building together? [![Customer experience maturity model template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/CX-maturity-model-template.jpg)](https://www.customersuccesscollective.com/customer-experience-maturity-model-template-framework/) ## The rising tide of customer expectations The experience economy has fundamentally changed what customers expect from us. They expect [personalization at every touchpoint](https://www.customersuccesscollective.com/leveraging-technology-to-balance-scale-and-personalization/). They want to feel connected to your company and what you stand for. They want to participate; to have visibility into your product roadmap, input on features; they want to be heard. And here's the kicker: [awareness and expectations are accelerating](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/). I remember saving box tops from cereal, mailing them in and waiting six to eight weeks for some cheap toy to arrive. Today? If something's not at my door in two days, I'm [frustrated](https://www.customersuccesscollective.com/customer-complaints/). Your customers work with other platforms, other technologies. Whatever the industry leader delivers becomes their baseline expectation for you. These [expectations are changing](https://www.customersuccesscollective.com/actionable-advice-for-setting-up-customer-success-led-mutual-engagement-plans/) faster than ever. Which means if you already have an experience gap, the experience economy is making it wider every single day. ## Journey mapping is your first tool for bridging the gap One of the most powerful tools for closing the experience gap is [customer journey mapping](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/). I've led about a hundred journey mapping sessions throughout my career, and they're consistently frustrating for one reason: everyone wants to talk about what they do instead of what customers experience. People say things like, "Well, we need to send them the [onboarding email](https://www.customersuccesscollective.com/3-free-email-templates/)" or "I need to hand this off to [implementation](https://www.customersuccesscollective.com/customer-implementation/)." Stop. Remember, this isn't about *you*. Your customers don't buy your product thinking, "You know what? I can't wait to be onboarded and retained!" They want to save money, increase efficiency, solve problems. The journey map needs to reflect *their* perspective, not yours. A [journey map isn't a process flow](https://www.customersuccesscollective.com/customer-lifecycle-playbook/), though teams constantly try to turn it into one. It's a representation of your customer's experience as they interact with your company. It can cover the [entire lifecycle](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/), drill into specific phases, or examine particular transactions. The unique element – and this is where I usually get eye rolls – is that we map how customers feel throughout their journey. People always resist this. "Feelings? Really?" Yes, really. If [onboarding](https://www.customersuccesscollective.com/what-is-customer-onboarding-video/) your product is frustrating and time-consuming, that sentiment directly impacts renewal. The poet Maya Angelou said it best: > *"I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel."* Your customers are doing exactly that with your company. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## The steps to effective journey mapping Start by setting clear goals. Are you [mapping the entire customer lifecycle](https://www.customersuccesscollective.com/customer-lifecycle-that-grows-revenue-playbook/)? Focusing on a specific phase like onboarding or renewal? Get specific about scope. Next, define your [personas](https://www.customersuccesscollective.com/b2b-user-persona-template-framework/). The technology manager trying to save money and increase efficiency has different needs than the end user who just needs to get their daily work done. Each persona has different jobs to be done. Is your product actually helping them accomplish those jobs? Their journey with your company varies based on who they are and [what they're trying to achieve](https://www.customersuccesscollective.com/value-proposition-evaluator-template-framework/). Identify the key touchpoints and [jobs to be done](https://www.customersuccesscollective.com/jobs-to-be-done-template-framework/). Why did they buy your product in the first place? What are they expecting from each interaction? If you're mapping the full lifecycle, early stages might include product awareness, website experience, sales conversations, and transition to implementation. Keep asking yourself: what is the customer trying to accomplish here? Pay special attention to pain points and moments of truth. I spend a lot of time in customer experience focusing on pain points – I'm everyone's favorite person, constantly poking at problems. But moments of truth deserve equal attention. These are the experiences you might take for granted that actually create the most value for customers. ## Building and validating your journey map As you [analyze the journey for each persona](https://www.customersuccesscollective.com/b2b-user-persona-example-framework/), you'll start developing an ideal state. Which pain points are minor annoyances versus major blockers? What moments of truth are you maximizing? Build out your roadmap for improvement based on what you learn. Here's the critical part: you must validate this with actual customers. Leverage your CSM teams, sales teams, field engineers, support teams – everyone who interacts with customers daily – to build your [hypothesis map](https://www.customersuccesscollective.com/segment-hypothesis-worksheet-map-model-framework/). But you can't stop there. You need customer validation. I use [customer advisory boards](https://www.customersuccesscollective.com/getting-to-grips-with-customer-advisory-boards-and-their-benefits/) (CABs) for this. I put on customer events with breakout sessions. I run online panels. The message is simple: "This is what we think your experience looks like. Do you agree?" And remember, in our experience economy, customers want to participate in this process. They *want* their voices heard. [Redefine your customer experience with a smarter voice of the customer programIn this article, discover Siemen’s approach to customer feedback and engagement, including the workshop methodology that has reshaped how they work with customers and partners.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-50f6306a-4a00-4cd5-bc01-1d56b6a9bac8.png)Customer Success CollectiveMark Anderson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--8--da48e1fa-eb32-4e39-beb2-7563f0b43111.jpg)](https://www.customersuccesscollective.com/redefine-customer-experience-with-voice-of-the-customer/) ## Why voice of the customer is your second bridging tool Beyond journey mapping, you need systematic ways to capture customer sentiment. Now, I hear this all the time from CS teams: "We talk to our CSMs. They say customers love us." Sure, they do. No customer is going to tell their [CSM](https://www.customersuccesscollective.com/customer-success-managers-salaries-revealed-video/) they're doing a terrible job. That's why voice of the customer programs matter – they create a neutral channel for honest feedback. While it would be ideal to have all your customers in a room together – and through [customer advisory boards](https://www.customersuccesscollective.com/cab-strategy-one-pager-framework/), sometimes we do – the reality is that [surveys](https://www.customersuccesscollective.com/customer-surveys/) remain one of the most practical ways to gather [feedback at scale](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/). The question isn't whether to survey, but when and how. Different types of feedback matter at different points in the customer journey. [Onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is crucial – how was that experience? What worked? What didn't? Are you where you expected to be when you purchased the product? You also need relational or loyalty surveys that look beyond individual transactions. I might have several good interactions with your [support team](https://www.customersuccesscollective.com/customer-support-manager/) – they solve my problems efficiently, they're friendly and helpful. But I'm still angry that I had problems in the first place. Transaction surveys miss this bigger picture entirely. That's why you need annual or bi-annual relationship surveys alongside targeted transaction feedback for support interactions, [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), and key milestones. [Turning customer complaints into product gold dustEvery business encounters customer complaints: they’re an inevitable part of any operation. However, the way these complaints are managed can significantly affect the success of an organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-e74916b5-9d26-4329-8129-a3f32b882bd0.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3-41d3d332-feca-418c-8b4c-00db8e4b0c14.jpg)](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/) ## The metrics that actually matter We love our [metrics in customer success](https://www.customersuccesscollective.com/customer-success-metrics/), and there are several voice of the customer metrics worth tracking. [NPS](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/) gets debated endlessly – people love it, hate it, question its validity. My take? It's good. It works. But the real gold is in the customer comments. Sure, we can use [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) to analyze themes and patterns. I do that. I put summaries in front of leadership all the time. But I also tell them: pour yourself a coffee or wine, whatever your preference, and read through these 500 comments. Someone took time from their busy day to tell you what you could do better. [That's gold](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/). CSAT works well for specific interactions – support tickets, CSM touchpoints, feature satisfaction. But the metric gaining the most traction in customer experience is customer effort score (CES). In our experience economy, customers expect interactions to be easy. No one’s denying that you have a great product. And yes, [your CSM might be fantastic](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/). But if billing is a nightmare, if getting through to customer support requires jumping through a million different hoops, if simple tasks require multiple touchpoints – you're making your customers work too hard. And when customers have to work hard to work with you, they're spending more time and money on something that's supposed to save them both. [![Build the skills that get you hired](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Ready-for-your-next-promotion--1-.jpg)](learn.customersuccesscollective.com/course/customer-success-certified-core) ## A real-world effort score nightmare Let me share a personal example that crystallizes why effort score matters. I had minor surgery scheduled two months out. They told me I needed a 10-minute phone screening. Fine. 10 minutes of questions, done. Then the texts started. Constant reminders to upload my driver's license, my insurance card and to fill out forms online. This was two months before the procedure, and the texts wouldn't stop. (Around the holidays, no less.) Then I received a package in the mail – it looked like a six-year-old had stuffed an envelope. It contained all the same forms I'd already completed online. I called them, frustrated. "No, we have everything," they assured me. Two days before surgery? Another text asking for the same information. Terrible customer effort score. Why was scheduling surgery harder in 2025 than it would have been in 1950? That's what your customers are asking when you make them jump through hoops. ## Bringing it all together If you're facing an experience gap – and the data suggests most of us are – you need a systematic approach to bridge it. Build your customer journey with your customers' actual needs in mind. Validate everything with real customers. Don't assume you know what they want. Measure how they *feel*, not just what you do. **Your customers aren't data points.** They make decisions based on how they feel. When we design for that, when we measure that – that's when we start delivering the exceptional experiences we think we're already providing. --- *This article has been adapted from James' talk at* [*Customer Success Summit Austin 2025*](https://www.customersuccesscollective.com/customer-success-summit-austin-february-2025/)*, titled "Bridging the experience gap in the experience economy."* *You can watch James' full talk OnDemand with a* [*CSC membership plan*](https://www.customersuccesscollective.com/pro-plus-membership/)*.* ### Onboarding & Retention Summit | Virtual, May 2026 URL: https://www.customersuccesscollective.com/onboarding-retention-summit-virtual-may-2026/ Last updated: 2026-08-21T12:37:50.000Z Catch up on all sessions from the likes of Google, Salesforce, Cisco, Udemy and more. _This post is for paying subscribers only._ ### What environmental consulting taught me about customer success URL: https://www.customersuccesscollective.com/environmental-consulting-customer-success/ Last updated: 2026-06-12T08:40:22.000Z I never planned to work in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS). I'm sure many of us never did. I spent six years at university studying Environmental Science and Geospatial Systems, then a further six in the environmental industry, working on contaminated sites, soil and rock logging, groundwater monitoring, and *plenty* of paperwork. At that point in my life, I'd never heard of the job title "[Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)," nor did I know it existed. But somewhere along the line of managing subcontractors (read: grumpy drillers), translating environmental results to project managers from the construction industry, and working out why our field software was making everyone's life harder, I was already doing it. I just didn't have the title yet. That's the thing with CS. A lot of us [stumble into it from all different industries](https://www.customersuccesscollective.com/transitioning-from-a-non-cs-background-into-a-customer-success-role/): consulting, sales, marketing, teaching, engineering. The industry is growing, and with more tech in everyday lives, there's more training, onboarding and contract renewals needed. Most of the best CSMs around built their skills in another industry before they'd ever heard the term "[churn rate](https://www.customersuccesscollective.com/customer-churn/)." For me, those six years spent digging holes, playing in soil, and chasing hydrocarbons weren't a detour. As it turns out, they were the best possible training I never signed up for. ## An inside view: environmental consulting After a week in the field doing hand augers, direct-push sampling, and groundwater installs, our logs were finally ready to be finalized and exported. We jumped on the software (I won't name it, but every geotech and enviro knows exactly who I'm talking about) and decided to move a column in the report template. Simple enough, right? Wrong. The template corrupted instantly. Columns everywhere, formatting gone. Easy fix. Also wrong. That template stayed broken for 3 months. To restore it, you genuinely needed to be a developer, which wasn't exactly in the toolkit of a team of environmental scientists. The software was frustrating, but I won’t lie – the support was worse. Getting help was harder than the original problem, and when you did get it, it rarely solved anything. I remember thinking: there must be a better way than this. Now I'm on the other side. I work for software that's actually solved those problems. Being on the CS side means I [understand my clients' frustration](https://www.customersuccesscollective.com/customer-complaints/) because I remember it. ![That kind of empathy isn't manufactured. It's developed](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/That-kind-of-empathy-isn-t-manufactured.-It-s-developed.jpg) That kind of empathy isn't manufactured. It's developed. ## Learning CS the hard way: no playbook, no training My role morphed quickly. Account manager became support lead, which became onboarding lead, which morphed into [renewal conversation](https://www.customersuccesscollective.com/who-owns-customer-renewals/) owner, and then turned into churn risk manager. There was no job description. It just accumulated. ![How a CS role accumulates](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/How-a-CS-role-accumulates.jpg) It wasn't until I was deep in it that I thought I should actually learn what this is. My first book was Donna Weber's *Onboarding Matters* (2021), and it kicked off my learning properly. The first 90 days of a client's journey are the whole game. Weber notes that "[poor onboarding is the leading cause of churn](https://www.customersuccesscollective.com/high-churn-rate-look-to-your-customer-onboarding-process/) in SaaS," and most companies don't find out until it's too late. That book opened a much bigger can of worms: who else is figuring this out, and what are they learning? In environmental consulting, we had industry groups, places to create connections, learn from experts, and compare practices. I went looking for the CS equivalent and found Customer Success Collective. After watching my first talk at one of the virtual [Customer Success Summits](https://events.customersuccesscollective.com/), my immediate reaction was, *Oh, people are dealing with the same issues I am.* But back to the job itself. My first onboarding session as a host was terrifying. I'd watched every sales recording I could find, studied how the sessions were structured, ran through practice runs with our founder, and *still* felt underprepared. Looking at my sessions now, I struggle to fit everything into an hour. And believe me, that's not a flex, it's just what repetition does. My early sessions followed a militantly strict script. These days, a few early questions tell me everything: how they log, how their team works and where the frustration is. The session shapes itself from there. Most of what I've learnt in this role follows the same pattern: - Show up consistently - Have the bad sessions and the good ones - Keep adapting When you do that long enough, two things happen: 1. Your onboarding gets sharper 2. Your client relationships get deeper My go-to opening is personal: I tell them about the broken template, the wasted weeks, the support that went nowhere. I tell them I found TabLogs as a user and loved it so much I asked for a job here. It breaks the ice, but more importantly it says: **I'm not selling you something I don't believe in**. I've lived the problem you're trying to solve. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Consultancy habits that transferred directly to customer success We all bring valuable skills from our previous industries. Two in particular, built over six years in environmental work, have done more for my CS practice than anything I've read or watched. ### 1\. Translating complex information for a non-specialist audience In environmental consulting, you're regularly delivering [niche technical results](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/): a new contaminant exceedance, a trend heading in the wrong direction, a site that needs cleaning up at significant cost. Your audience is usually a property developer or construction manager, smart and busy, with no environmental science degree and exactly one question: how bad is it, what does it cost to fix, and when can we start? You learn quickly that leading with technical detail can lose a room. The key skill is learning the room first, then explaining. I could start an [onboarding session](https://www.customersuccesscollective.com/new-hire-onboarding-checklist-framework/) going deep into l**ogging standards, database schema, and log configuration logic**. That tends to overwhelm. What the client actually needs to know is: how does this help my field crew, and what does the output look like? ### 2\. Patience In the environment industry, you learn fast that every site is different. The same goes for every SaaS user. Some clients are borderline developers who know the product better than you do. Others... well, they aren't sure what "**CTRL+V**" does. Treating them the same is a big mistake. Understanding where someone sits and adapting accordingly isn't just good CS practice; it's basic respect. As a CSM using the product every day, it's easy to forget what it felt like to open it for the first time. Stay patient, teach every step, explain the why behind it, and get them to first value as quickly as you can. Also, invest in a solid knowledge base with how-to videos. Trust me, your future self will thank you. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## What I wish I could tell my field-staff self One thing worth noting: I work for a [startup](https://www.customersuccesscollective.com/how-to-build-a-killer-customer-success-function-in-a-startup/). Not a multinational like Salesforce, not a team of 15 CSMs who need a product like Gainsight. There are no [enterprise](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) playbooks in my library. The skills I have now come from figuring things out in real time, with real clients, getting things wrong before getting them right. I mention this because a lot of CS content is written from the perspective of scale. If you're working in a small team, it can feel like you're doing it wrong. You're not. You're just doing it differently. What I've learned at this scale is that [relationships](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/) are everything. Genuine ones. Understanding what your clients are trying to achieve, understanding the frustrations they came in with, and showing them the path forward. Demo the quick wins early. [Establish first value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) before you talk about extra features. Connect with the user like they matter, because in a startup, they're the reason the doors are still open. If you're considering a [jump from another industry into CS](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/), or you've already made it: you don't need to start from zero. The skills you've built are more transferable than you think. There are new things to learn, of course, but that's true of any new role. What you bring is a perspective that people who've only ever worked in SaaS don't have. Embrace it, adapt, keep putting yourself out there. The rest will follow. ### Your complete guide to customer success operations URL: https://www.customersuccesscollective.com/customer-success-operations/ Last updated: 2026-06-11T19:16:12.000Z ## What is customer success operations? Customer success operations (CS Ops) is a strategic function that supports your customer success team by streamlining processes, managing tools and data, and driving alignment across departments. The goal is straightforward: help customers reach value faster, and [help your CS team scale without breaking](https://www.financealliance.io/top-10-saas-cfo-duties/). CS Ops connects data, tools, and strategy so your customer-facing teams can focus on what they do best: building relationships and driving outcomes. **Roger Mendez, Global Leader of Strategic Programs in CS & Acceleration at Cisco**, put it well: > "CS Ops today feels a lot like social media did ten years ago: everyone knows they need it, but they're still figuring out exactly what it is. And that's okay. The role of CS Ops is evolving fast." From lifecycle management to product adoption, CS Ops creates scalable, repeatable systems that drive [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) at every touchpoint, with speed, simplicity, and focus. ## Why every growing customer success team needs operations At its core, customer success is an innately forward-thinking function, aiming to remove barriers between the customer and product. Clear, efficient and smooth processes are therefore mandatory. According to the [**State of Customer Success 2025 Report**](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/)**,** the most common internal barriers facing CS teams are a **lack of resources, budget constraints, and poor collaboration with product teams** \- exactly the challenges a strong CS Ops function helps overcome. "As gross and net revenue retention become a big focus area for all sorts of organizations, building in an operational infrastructure behind a powerful CS team lets the company drive positive outcomes," explains **Phil Kowalski, Customer Success Strategy and Operations at HubSpot**. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Dreyfus-Model-of-Skill-Acquisition--1-.jpg) A great example of why CS Ops is essential is its ability to establish foundational pillars to meet and exceed expectations, delivering an optimized customer engagement model. For **Roger Mendez, Global Leader of Strategic Programs in CS and Acceleration at Cisco**: > "CS Ops is fundamentally about reinventing the customer experience. It establishes foundational pillars within an organization to meet and exceed customer expectations. Ops ensures the customer has a seamless experience and facilitates a frictionless renewal process." ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/what-is-CS-ops.jpg) The CS Ops role is a key enabler for team growth, helping support everything from [product adoption to cross-functional alignment](https://www.financealliance.io/cross-functional-collaboration-as-an-fp-a-lead/). According to **Adam Schifferli, Client Experience Officer at Checkwriters**: > "One of enablement, sales and marketing organizations have been doing this for a long time. Essentially it's the question and answer for scalability, as well as a tighter integration along the entire revenue channel - from first marketing touch, through implementation and adoption, and heading into renewals and growth." ****TL;DR:** Customer success operations ****activates** the initiatives of the wider customer success team, allowing these goals to merge with an organization's mission statement. ## How common is CS Ops today? As CSMs grow in importance, organizations are recognizing the need for dedicated roles and teams to support and optimize their customer success operations. Based on the data provided, under half (**48.5%**) of organizations have a dedicated Ops function, while **51.5.7%** don't have an Ops role for CS.. ![51% of CS functions don’t have CS Ops](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/45--of-CS-functions--don---t-have-CS-Ops--1-.jpg) Source: [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/) We wanted to know just how prevalent the CS Ops role is in businesses. In our State of Customer Success Report 2025, we discovered there's been an **11.8% decline in CS Ops roles** compared to last year in 2024. It's worth noting that with this rise in CS Ops, we've also seen that **49.1% of CS professionals are now responsible for account expansion activities** like upsells, cross-sells, and renewals, further highlighting the growing need for operational support to manage and streamline these complex processes. This split in responses suggests that adopting a CS Ops role is becoming increasingly common. However, a significant portion of organizations still have not yet established this function. Maybe you're in the operations business already and are looking to branch out into customer success. Perhaps you're looking to make your first CS Ops hire. Whatever your interest, if you're new to this job function, it's worth us ironing out what exactly a Customer Success Operations Manager does. ## What does a Customer Success Operations Manager actually do? A Customer Success Operations Manager turns strategy into action. They're the connective tissue between executive goals, field execution, and customer outcomes. Their work typically falls into five core areas. ![The day-to-day of a CS Ops Manager: Program strategy and execution Cross-functional alignment Data and insights management CSM enablement Operational efficiency](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Day-to-day--of-a-CS-Ops-Manager--.jpg) ### 1\. Data and insights This covers renewal forecasting, account health scoring, NPS tracking, and adoption analytics. From spreadsheets to dashboards, a CS Ops manager turns customer data into stories that drive action. As **Roger Mendez** at **Cisco** described, this often starts with interpreting high-priority requests from execs-like a list of 5,000 at-risk customers-and turning them into focused, data-backed plans. ### 2\. Process and playbooks Renewal playbooks, proactive touchpoints, onboarding workflows, and escalation protocols all live here. CS Ops builds the repeatable processes that let CSMs deliver consistent outcomes at scale. ### 3\. People and enablement CS Ops is a key partner to frontline teams. By standardizing playbooks, providing customer-ready assets, and reducing manual work, CS Ops helps you keep CSM time focused on customers, not busywork. That matters because 62.2% of teams still operate without a formal structure, and only 15.9% use automated nudges to scale the right actions ([State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/)). ### 4\. Systems and tool management Someone has to own the CS platform, manage CRM integrations, and keep the tech stack running smoothly. That's CS Ops. They evaluate tools, lead implementations, and make sure your systems actually serve the teams using them. ### 5\. Strategic initiatives and cross-functional coordination CS Ops works closely with sales, product, and marketing to embed customer success into the broader go-to-market motion. Roger emphasized that great CS Ops managers align stakeholders under shared goals using value frameworks like V.A.L.U.E. **Bottom line: they make customer success measurable, repeatable, and scalable.** ## The power of data analysis in customer success operations If an organization is [expanding its customer success team](https://www.customersuccesscollective.com/building-successful-customer-success-teams/), there's a greater demand to analyze customer data and base all decisions on this data. [Data is essential](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/) to interpret customer engagement and guide business decisions. A In fact, 64% of CS teams now track churn rate and 57.9% measure account retention rate (up nearly 40% year-over-year), showing how central data analytics have become in customer success - and how critical CS Ops is to support that. Where internal data allows leaders to [identify at-risk customers](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) and trends to present to senior leadership, *external* data provides a window into the voice of the customer. Are they satisfied? Which features do they use? What can be improved? Combining internal and external data sources gives you a multidimensional view of customer health and opportunities, and lets your senior leadership (your Director of Customer Success/VP of Customer Success/Chief Customer Officer) focus on proactive retention and experience. If you're wondering, here are four primary data sources to pick from: 1. **Product usage metrics** 2. **CRM interactions** 3. **Financial performance** 4. **Third-party information** But a word of caution: you must beware of [inconsistencies and information overload](https://www.financealliance.io/7-data-management-problems-and-solutions/). The key here is transforming raw data points into meaningful insights, i.e., identifying opportunities for [renewal and expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). [Turning data into smarter customer success decisionsThe phrase “data is the new oil” becomes truer every day. Data is the lubricant that greases the wheels of the fourth industrial revolution we’re living through. In short, your company will be creating a hell of a lot of data points - if they’re not already.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-db15097b-8384-4186-b18a-81e0fde577f2.png)Customer Success CollectiveDavid Collard![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-playbook-to-combat-churn--3--c33b5282-4e79-44d7-88d2-a2b3b68d0fcc.jpg)](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/) ### Data analysis and outcomes The real key is transforming this data into measurable outcomes that demonstrate value. How can CS Ops aid this quest? By equating platform activity metrics with internal process improvements and cost savings. When you quantify value in this way, you strengthen any potential renewal conversations. Because that's what data should do: it shouldn't *be* the conversation, it should inform conversations. With the deluge of data in today's landscape, customer success leaders must stay vigilant to focus their teams and demonstrate value through data-driven insights. And having crystal clear processes is where CS Ops sings. ## Building KPIs for customer success operations When you're setting up [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) for CS Ops, don't aim for perfect - aim for progress. That was the recurring theme at the Customer Success Summit Austin back in 2023, where leaders like **Chris Dishman** (Totango), **Taylor Hodges** (JLL Technologies), and **Jillian Beerman** (LogicMonitor) shared how they've built KPI frameworks that actually drive results. It starts with alignment. Chris Dishman was clear: you've got to connect your KPIs to business outcomes from day one. That might mean focusing on net revenue retention (NRR), time-to-value, or expansion rate - whatever your company's current goals demand. Taylor Hodges backs this up, stressing that even in lean teams, prioritizing metrics that fuel strategic decisions is key. What does that look like in action? Think customer health scoring, churn risk flags, [product usage trends, and time-to-value metrics](https://www.financealliance.io/time-to-value-metric/). You don't need 2,000 data points - just the ones that actually inform action. Start small, focus on insights that help the business move the needle, and iterate as you go. Iteration is vital, too. Chris Dishman encourages teams to "measure what matters even when you suck," and emphasizes using early data to adjust and refine. That means your first KPI model won't be your last - and that's a good thing! And segmentation plays a role here, too: different verticals or customer types might require different success definitions, so your KPIs should evolve accordingly. Great CSOps KPIs aren't static, and they're not about perfection. They're about delivering clarity, alignment, and measurable value - starting with what matters most to your business right now, and building from there. So pick a few high-impact metrics. Track them relentlessly. And don't wait for perfect - just get started. *Then* iterate. ## When (and why) you should hire for CS Ops When it comes down to broadening your team, you should always make sure the utility of the CS function is the real reason for recruitment. There isn't much point in investing in a salary that isn't needed just yet, otherwise, you'll be throwing money down the drain. And if your customer success team is still in its infancy, with only 1-2 CSMs, you won't have much to organize and streamline yet. ![When to hire for CS Ops](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/When-to-hire-CS-Ops.jpg) You should consider investing in a CS Ops role once your customer success team reaches around five or more CSMs. As your team scales past 10, a junior hire, like a Customer Success Operations Assistant, can further support operational needs. This growth inflection point is echoed by **Adam Schifferli, Client Experience Officer at Checkwriters:** > *'The CS ops role begins to make more and more sense as teams try to adjust to a lower touch cadence strategy, as the ICP begins to emerge from data, or a RevOps strategy is adopted. Different drivers for the same cause, answering the question of how to enable current state teams to deliver higher and repeatable results with scalable elegance.'* **Phil Kowalski, Manager of CS Strategy & Ops at HubSpot**, also advocates for early planning: > *"*C*S Operations should be someone's responsibility from the day a company has their second customer. It obviously shouldn't be someone's full time job at that point, but it should be something someone at the org is thinking about and building towards i.e. how to build repeatable processes to deliver great engagement and retention.* > *"I'd advocate bringing it in as a full time role ASAP, as it pays dividends down the line - this is especially if the CS team is growing and scaling.* ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Phil-Kowalski.jpg) > *"Having solid tools and processes greases the wheels on bringing in new employees to the organization, so new CSMs can focus on what they do best.* > > *"Oftentimes some of the operations work can fall on the leader of the CS team, so offloading that to an operations role can let CS leadership focus on more strategic initiatives to push the team forward vs. managing more tactical updates."* As teams grow, so do their operational complexities. And given that the average CS leader today manages between 3-8 CSMs (State of Customer Success 2024), investing in CS Ops early can make the difference between scalable success and growing pains. ## The impact of CS Ops on business growth When you free your CS team from administrative load, they can focus on the work that actually moves retention and expansion numbers. That's the real business case for CS Ops. Without it, the operational burden falls on CS leaders or gets ignored entirely – and your CSMs end up stretched thin across tasks that pull them away from high-impact customer work. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/CS-Ops-butterfly-effect.jpg) **Phil Kowalski** frames the opportunity well: > *"CS Ops is a CSM's dearest friend. By making useful insights immediately available, automating lower-value tasks, and leveraging more data at scale, the operations function lets the CSM focus on the things only a human aware of their customer's goals can do."* The bigger play is cross-functional alignment. Phil also warns that misalignment across ops groups leads to duplicative and contradictory efforts, wasting valuable resources: > *"CS Operations should be strongly connected to other operations employees within other functional groups. This is important to make sure initiatives are aligned throughout marketing, sales, and CS."* **Adam Schifferli** echoes this, noting that CS Ops delivers "stronger cross-functional insights to further conversations and development with marketing, sales, and product" -- and that with strong operational support, CS work "becomes far more powerful for the direct customer as well as the entire organization." When CS Ops sits in dialogue with marketing ops, sales ops, and RevOps, you get more reliable [churn reduction](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/), predictable [customer retention](https://www.customersuccesscollective.com/how-to-retain-more-customers/), and stronger revenue outcomes across the board. By alleviating the rest of the CS team from the more mundane tasks of processes and managing data systems, they have the time to properly address their own tasks at hand. In other words, customer success operations seamlessly support the rest of the team as it scales up. Without CS Ops, the administrative load can be overwhelming, especially since only **36.4%** of CS professionals receive [commissions for revenue growth](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/), despite nearly half being tasked with driving it. Freeing CSMs from operational burdens lets them focus on high-impact relationship-building work. As **Phil Kowalski, Manager, Customer Success Strategy & Operations at Hubspot**, puts it: > *"CS Ops is a CSM's dearest friend! By making useful insights immediately available, automating lower value tasks, and leveraging more data at scale, the operations function allows the CSM to focus more on the things that only a human can do who is well aware of their customer’s goals and initiatives."* For **Adam Schifferli, Client Experience Officer at Checkwriters**: > *"The rise in CS Ops correlates with the increased importance in viewing customer success as a revenue-generating function. With more value placed on the customer success mission, organizations create a strong backbone through CS operations, enabling each CSM and CS leader to be better at their job."* So, we’ve covered how CS Ops can impact the customer success team, but does it impact the wider organization? If so, how? ## CS Ops vs RevOps: what's the difference? You'll hear CS Ops and RevOps mentioned in the same breath, and for good reason. They share DNA, but they solve different problems. RevOps owns the full revenue engine. It aligns marketing, sales, and customer success operations under a single strategy, with shared data, shared forecasting, and shared accountability for revenue outcomes. CS Ops is one specialized function within that engine, focused specifically on the post-sale experience: retention, renewals, expansion, and customer health. Where do they meet? Tooling integrations, customer data flow, account health signals, and renewal forecasting all sit at the intersection. A strong CS Ops function feeds clean, actionable customer data into RevOps, which then informs go-to-market decisions across the business. If you're a smaller org, you might have one person wearing both hats. As you scale past 50 employees or your CS team grows past five CSMs, the two roles usually split. Either way, alignment between CS Ops and RevOps is what unlocks predictable revenue retention. [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## #### What is customer success operations? Customer success operations (CS Ops) is a strategic function that supports your CS team with the data, processes, tools, and cross-functional alignment they need to drive retention, renewals, and expansion at scale. #### What's the difference between a CSM and a CRM? A CSM (Customer Success Manager) owns the post-sale relationship with customers, focused on adoption, retention, and growth. A CRM (Customer Relationship Management) platform is software that stores customer data and tracks interactions across sales and service. CSMs use CRMs, and often dedicated CS platforms, as part of their day-to-day workflow. #### When should you hire your first CS Ops role? Most teams benefit from a dedicated CS Ops hire once they have five or more CSMs. Before that, the responsibility usually sits with a CS leader or someone wearing multiple hats. That said, the operational mindset should start earlier, even if the role isn't yet full-time. --- ## Final word If your CS team is scaling, CS Ops is the function that keeps CSMs and CS leaders focused on what matters most: [retention, expansion, and meaningful customer outcomes](https://www.financealliance.io/cfo-no-to-strategic-growth-partner/). --- ## Ready to build the operational backbone your CS team needs? [Accelerate your career](https://www.customersuccesscollective.com/pro-plus-membership/) with Pro+ Membership and unlock: - 10+ certifications - 100+ ready-to-use templates (including CS Ops playbooks, RACI matrices, and health score frameworks) - 400+ hours of OnDemand insights from CS leaders at HubSpot, Cisco, and beyond - A members-only community where you can swap strategies with peers tackling the same challenges Join Pro+ today and turn CS Ops theory into measurable impact. [ Invest in your future ](https://www.customersuccesscollective.com/pro-plus-membership/) ### What Microsoft learned scaling AI across 45,000 contact center agents URL: https://www.customersuccesscollective.com/what-microsoft-learned-scaling-ai-center-agents/ Last updated: 2026-08-14T12:32:44.000Z There's a lot of AI transformation fatigue out there right now. And yet, according to CSC’s [Customer Support Reimagined with Generative AI eBook](https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/), only 38% of customer success processes are currently automated – suggesting that for most teams, the transformation hasn't really started. At Microsoft, we feel it too – and we've found that [mapping the journey](https://www.customersuccesscollective.com/customer-lifecycle-playbook/) into three distinct stages has made a real difference, both for our teams and for how we communicate progress internally. With roughly 45,000 agents across 25 centers worldwide, processing hundreds of millions of cases every year for customers in 192 countries, we've had to get this right. Here's what we've learned. ## The three stages ### Stage 1: Assistive AI This was the early [Copilot era](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/). The focus was on literacy, belief, and getting AI into people's hands in a way that actually helped them day-to-day. Think: - Drafting emails with Copilot - RAG-based solutions giving support engineers answers to highly technical questions - Self-service deployments in customer portals - Personal action logs and deliverable creation The gains were real. People came in with genuinely exciting stories: "I built this thing, it runs every Friday evening and summarizes every action I need to take." But here's the honest truth: it didn't move the needle on organizational KPIs. Saving five minutes drafting an email sounds great until you do the math across hundreds of millions of cases. You can't cash that check. The gains are too small, spread across too many people doing too many things at once. The biggest risk at this stage? False confidence and early declarations of victory. A lot of companies announced they'd "landed AI," cut delivery partners, then quietly rehired everyone six months later. Be cautious here. The wins are fast, but the impact is shallow. _This post is for paying subscribers only._ ### Is having a high customer support ticket volume ever a good thing? URL: https://www.customersuccesscollective.com/high-customer-support-ticket-volume/ Last updated: 2026-06-05T13:42:26.000Z The first question [senior leadership](https://www.customersuccesscollective.com/chief-customer-officer/) usually asks when looking at a support dashboard is whether ticket volume is up or down. If it's up, the instinct is to fix something. If it's down, the instinct is to celebrate. Neither reaction is quite right. [Ticket volume](https://www.customersuccesscollective.com/customer-success-support-tickets/) is a number without a story, and if you know anything about data analysis, it’s that the story matters more than the number. Across 100+ talks at our [Customer Support Summit events](https://events.customersuccesscollective.com/) over the past two years, practitioners from companies handling hundreds of thousands of contacts a month have said the same thing in different ways: volume tells you something happened, but it can't tell you what to do about it until you know why it happened. The same number can mean your product has a critical bug, your customer base is growing fast, your self-service is broken, or your team is doing its best work. But typically, treating them the same way is where things can go very wrong. ## Volume and growth often rise together At the most basic level, [high ticket volume](https://www.freshworks.com/explore-cx/high-ticket-volume/) can simply mean you have more customers. And that’s more or less basic math, rather than an out-and-out problem. Thiago D. Garcia, VP of Customer Experience at VTEX, described his company's position before its [customer support](https://www.customersuccesscollective.com/customer-support-manager/) transformation: > *"Headcount growth in support tracked ticket growth linearly. So the more customers we onboarded, the more tickets they put in, the more people we had to hire."* (Customer Support Summit New York 2026) At a pure growth company, that's to be expected. And yet, the problem wasn’t that volume is high; the real issue was that, in Thiago’s org, ticket volume was scaling *with* headcount rather than being absorbed through better infrastructure or [self-service](https://www.customersuccesscollective.com/success-through-self-service-how-generative-ai-is-revolutionizing-customer-support-video/). The same dynamic was raised by Simon Rohrbach, Co-Founder & CEO of Plain, in his talk at Customer Support Summit San Francisco 2025\. Simon had watched this play out at a food delivery company before moving into B2B support tooling: > *"For every incremental 100 orders we were adding per day, we were actually able to add a couple of people in customer support. So we weren't getting more efficient the more we were growing, which was a really scary place to be because it basically means the more successful you get, the closer you get to bankruptcy."* Despite what first impressions might be, ticket volume rising alongside customer growth isn't automatically a failure. The real failure is when it becomes the sole thing you measure and absolutely nothing changes the ratio. (And that’s when it’s sweaty palm time!) [![Give your two cents on AI in customer support](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Give-your-two-cents-on-AI-in-customer-support.jpg)](https://productmarketingall.typeform.com/aisupportsurvey?utm%5Fsource=ghost&utm%5Fmedium=blog&utm%5Fcampaign=in%5Farticle%5Fbanner%5Fad) ## High volume that nobody reads is wasted data Ticket volume rising *alongside* customer growth does carry real value, but only if the organization has the infrastructure to extract what it contains. Tammy Kearns, Group Director of Enterprise Contact Center Products at Walmart, described how her customer support team went from running contact volume linear with growth to actively working upstream with product teams once they'd invested in the right insights infrastructure. Her framing of volume was candid: > *"Quite honestly, talking about contact volume, handle time, return or repeat contact rate to anyone outside of the contact center? That doesn't resonate. It simply doesn't. Is it going to drive gross merchandise value? Is it going to improve customer lifetime value? If you're not connecting in those levels, then it's just a* you *problem." (Customer Support Summit New York 2026\]* The tickets keep coming in thick and fast; they still cost money, but their value to the rest of the business depends entirely on whether [support has translated them into language](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) anyone else cares about. A high volume of tickets that nobody analyzes just costs money. The same volume, properly categorized and tracked, tells you exactly where the product is breaking down. This distinction between generating data and actually using it came through clearly in a separate talk at Customer Support Summit: B2C Edition 2025 from Latha Uttam, Director of Customer Experience at Dell Technologies. During her talk, Latha discussed how she worked through her team's experience with product changes: > *"By tracking repeat support cases and the time spent to resolve those requests, I was able to influence the product team with the help of sales to permanently change the out-of-the-box settings of this feature. Instantly, my call volume related to this was reduced by almost 100%."* That's the payoff. High volume pointed to a broken product setting. Latha’s team documented it, made their case and the problem disappeared from the queue. Refreshingly, a large ticket volume served its purpose in this instance. [![Free resources worth paying for: Templates, reports and expert content – no card required – with a Customer Success Collective Insider membership.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Free-resources-worth-paying-for-Templates--reports-and-expert-content-----no-card-required.--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Repeat volume is the kind that should worry you It’s a universal truth that not all volume is equal. The number that genuinely warrants alarm isn't total contact volume; it's *repeat* contact volume, specifically cases that come back because the [first resolution didn't hold](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/), or because the same underlying issue keeps generating tickets. To no one’s surprise, Latha Uttam hit the nail on the head again; in the same talk at Customer Support Summit: B2C Edition in 2025, she was direct about what systemic repeat volume signals: > *"If we solve an issue as a one-off case, then it will keep repeating. We'll be in this vicious cycle of solving problems continuously at a superficial level."* Latha described Dell's approach of using **volume trend charts** as the first diagnostic step, precisely because the direction of volume tells you something different from the absolute number. [Ticket volume spiking](https://www.faveohelpdesk.com/brilliant-helpdesk-hacks/) up across a particular issue type means something structural has gone wrong. Ticket volume trending *flat* with periodic spikes might mean seasonal causes. Ticket volume trending *down* in a specific category means either the product improved or customers gave up trying. That's the distinction between **volume as a performance problem** and **volume as a diagnostic resource**. If repeat tickets are rising, it's worth asking what root cause hasn't been addressed yet. The tickets are the symptom. The unresolved issue is the cause. ## The self-service trap: Volume that looks like a win One of the more counterintuitive points raised across these conversations is that volume dropping after a self-service update isn't necessarily good news. Marie Cervantes, Senior Customer Success Manager at Expedia Group, gave a thought-provoking talk at Customer Support Summit: B2C Edition in 2025\. In it, Marie described a pattern her team saw repeatedly: > *"A well-intentioned help centre update led to a spike in our chat volume. Why? Because the customers did find the article, but they left more confused than before. So we mapped it. Customer lands on the help article. They try the self-service. They still aren't clear. They open the chat with a live agent, but they continue to escalate. It wasn't an agent problem. It wasn't a process problem. It was a* design *problem."* This is a case where volume going down would have looked like success on a [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/), but the underlying issue, a confusing [help article](https://www.customersuccesscollective.com/how-to-guides/), would have remained. Customers who didn't escalate would have [left frustrated](https://www.customersuccesscollective.com/customer-complaints/). The ones who did escalate added load to the queue. Funnily enough, neither outcome reflects the kind of contact rate reduction that actually signals product improvement. Daniel Bunton, former Head of Customer Support at Cleo AI, spoke at length about the difference between contact rate reduction that comes from fixing things for customers versus contact rate reduction that comes from making it harder to get through. At Customer Support Summit London 2025, Daniel explained a little bit about Cleo’s backstory: it grew to just over a million subscribers, with around 75,000 conversations a month, and he tracked contact rate alongside subscriber growth over five years. The metric he focused on wasn't total volume; it was **contact rate per subscriber**. When that came down, it meant the product was getting easier to use. When it crept up, it meant something had broken. > *"Contact rate is your number one lever. You can really see the correlation over the last five years of reducing contact rate, making your product easier to use, and seeing the benefits of that in customer support."* A five times reduction in CS cost per subscriber. But not from deflecting customers who needed help, but from making the product good enough that fewer people needed to ask. [Customer Support Reimagined with Generative AITransform your support strategy with generative AI. Learn how Crestron boosts CX, efficiency, and agent impact without losing the human touch.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-846f4c0e-21f6-4e91-bc42-cac880914976.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Customer_Support_Gen_AI_Meta-e357f2ef-d34e-46dc-86c4-17a6a3f6159a.png)](https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/) ## When volume tells you the AI is working against you AI deployments have added a specific wrinkle to the ticket volume conversation. Several practitioners described situations where ticket volume increased after an AI rollout, and the reason was the AI itself. Not ideal... Burak Kebapci, Senior Director of AI Customer Support at Cardlytics, described a direct case he'd experience while giving a talk at Customer Support Summit New York 2026: > *"We let our agent handle incidents. But because of a lack of nuance, the agent missed which customer was actually recovered and which wasn't. It sent the wrong update to customers that won't recover. What did that lead to? This ended up* [*losing trust*](https://www.customersuccesscollective.com/trusting-ai-in-customer-support/) *with the customer and we had ticket volume increase."* This is a textbook case of ticket volume as a [warning sign](https://www.customersuccesscollective.com/silent-signals-playbook/) of a system failing, not a product bug or a service failure in the traditional sense, but a poorly designed AI agent creating confusion at scale. The signal was abundantly clear: the major fix required redesigning the agent's guardrails. Sarah Sherwood, VP of Customer Success and Support at Typeform, raised a related problem that comes up when [leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/) interprets volume the wrong way post-AI-deployment: Sarah described the pressure she faced from leadership after AI deployment. Volume hadn't dropped dramatically because AI had cleared out some of the more simpler queries, what she was left with was far more complex. "It's not bad that the volume isn't dropping," she said. "They're just coming in for different reasons." At Typeform, AI had deflected the transactional queries, so the remaining volume was more complex. Agents were spending more time per ticket, and offering consultative support where relevant. Handle time was up and volume wasn't dramatically down as they’d hoped. Sarah admitted that both numbers looked wrong on a dashboard, as if they were built for a different era. In the end, Sarah’s team was doing better work with the customers who most needed it. [AI in customer support: How to build trust before it breaksAI will fail. The question is whether you’re ready for it. A guide to responsible AI deployment for customer support leaders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-63ba14b7-adb6-449e-875e-d7107aa73cf1.png)Customer Success CollectiveOlga Rais![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-playbook-to-combat-churn--6--9cc02776-f0c4-48e1-a81e-91a2ce535c33.jpg)](https://www.customersuccesscollective.com/trusting-ai-in-customer-support/) ## What volume is actually worth measuring So what's the right way to read volume? Across these conversations, a few consistent approaches emerged. **Contact rate per customer is more useful than total volume**, because it strips out the growth effect and tells you something about whether the product or service experience is getting easier or harder to navigate. **Repeat contact rate deserves its own measurement.** A customer contacting support twice about the same issue in a short period is a different signal from two separate customers each contacting once. Most dashboards don't separate them by default. Volume in context of what AI is handling vs. what humans are handling. As Daniel Bunton argued, measuring one aggregate number when the composition of the queue has fundamentally changed gives you the wrong picture. And perhaps most directly: volume trending up after a deliberate self-service or AI change is worth investigating immediately, because it suggests the change may have created friction rather than reduced it. ## The conclusion Now, none of this means high ticket volume is fine. Support ticket volume that’s high because the product has recurring defects, or because self-service keeps failing, or because the same customers keep coming back with unresolved issues, is a problem. The question is whether you know which category you're in. The teams that read volume well tend to have invested in how they categorize and tag tickets, how they track volume by issue type over time, and how they translate contact patterns into language the product and engineering teams will act on. The teams that read it poorly tend to have a single volume number on a dashboard, a target to make it go down, and no agreed-upon explanation for why it moves. Volume going down can mean the product is improving. It can also mean customers have stopped asking for help because they've stopped trusting you'll give it. The number won't tell you which one it is. ### Customer Success Summit | Amsterdam 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-amsterdam-2026/ Last updated: 2026-08-21T13:13:48.000Z Catch up on all the sessions from the likes of Oracle, Cisco, SoSafe & more. _This post is for paying subscribers only._ ### Help define what's happening with AI in customer support URL: https://www.customersuccesscollective.com/ai-customer-support-leaders-survey/ Last updated: 2026-07-01T11:16:13.000Z The ground is moving fast. Deflection rates that sounded impossible a year ago are now table stakes. Metrics built for a pre-AI world are quietly breaking. Support leaders deserve a clearer picture than that. We're building the **2026 AI for Customer Support Leaders Report** – the first industry report to capture what's actually happening inside support leadership as [AI rewrites the playbook](https://www.customersuccesscollective.com/trusting-ai-in-customer-support/). And it starts with you. ## What we'll ask you The questions support leaders are wrestling with right now, including: - How far along is your team with [AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) – piloting, in production, or scaling [agentic AI](https://www.customersuccesscollective.com/redefining-customer-engagement/)? - What's your real deflection rate, and how is it changing? - [Which metrics still matter](https://www.customersuccesscollective.com/the-death-of-csat-and-nps-in-the-ai-era/), and which ones are breaking in the AI era? - How is AI changing your team structure, hiring, and headcount? - What's working with [AI adoption](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) – and what's quietly failing? --- ## Why this report, and why now? Because the industry needs a fixed point. Support leadership is being reshaped faster than anyone can document it, and the people making decisions about budgets, teams, and tooling are doing it without solid ground to stand on. This report exists to give the field that ground – a clear, honest picture of where [AI in support](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) actually is in 2026, where it's heading, and what the data says about what works. Your responses make that picture possible. Without them, the loudest voices win by default. [ Help define the benchmark ](https://productmarketingall.typeform.com/aisupportsurvey) ### Agent design planner template URL: https://www.customersuccesscollective.com/agent-design-planner-template-framework/ Last updated: 2026-06-22T02:54:10.000Z ## What is an agent design planner template? An agent design planner template is a strategic framework that helps teams design AI-powered customer success agents before any implementation work begins. Rather than jumping straight into tools or automation platforms, this template helps you define exactly what an AI agent should own, how success will be measured, what data it can use, and when it should escalate to a human. ## What’s inside the template? This template includes seven sections designed to help you plan and document an AI customer success agent: 1. Agent scope and segment 2. Goals by stage 3. Agent remit 4. Personalization inputs 5. Escalation and human handoff logic 6. Readiness check 7. Agent design summary ## How to use the template Define the customer outcome your agent will own, then break it into measurable milestones across the journey. Next, establish the agent’s responsibilities, personalization inputs, and escalation rules to ensure it knows when to act and when to hand off. Finally, complete the readiness check and agent summary to validate the design before moving into implementation. ## Download your agent design planner template ![Agent design planner template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/06/Agent-design-planner-template.png) [Agent design plannerAgent design planner.pdf151 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/06/Agent-design-planner.pdf "Download") [Agent design plannerAgent design planner.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/06/Agent-design-planner.docx "Download") [Agent design plannerAgent design planner Design your first AI-powered customer success agent – from outcomes to escalation logic Build a clear specification for an AI agent that owns a customer outcome end to end. Work through each section to define what your agent is responsible for, how it personalizes its approa…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/docs_2026_256dp-27f98edd-0f8e-4a9c-a9cc-dba7b10f3155.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLB5vv5apqPwMQOtM4Y355lzMtqIeso-A1iAZvZf17fzxYSK5UrN9Qe2dxS6a0rucOb7bg231oAHhWApTOHPXV_tMVDlCvJSINV09MP-Sd1-zGaPyj--w1200-h630-p-01a3a2b0-06a1-4a23-a5f4-5aab05caec25)](https://docs.google.com/document/d/1xpfvJ4q5XRHYu8i2sT9GNmnja7yu6u6gENb5xcm5ZFE/edit?tab=t.0) _This post is for paying subscribers only._ ### Customer Success Labs | October 2026 URL: https://www.customersuccesscollective.com/customer-success-labs-october-2026/ Last updated: 2026-05-29T10:56:50.000Z _No content available._ ### Scaling CS with AI and automation | Customer Success Labs URL: https://www.customersuccesscollective.com/scaling-cs-with-ai-and-automation-customer-success-labs/ Last updated: 2026-07-21T17:52:54.000Z _This post is for subscribers on the Pro+ membership | Event, Pro Membership, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Leveraging AI for predictive analytics in CS | Customer Success Labs URL: https://www.customersuccesscollective.com/leveraging-ai-for-predictive-analytics-in-cs-customer-success-labs/ Last updated: 2026-06-05T10:24:01.000Z _This post is for subscribers on the Pro+ membership | Event, Pro Membership, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### CS in a Sales-led world | Customer Success Labs URL: https://www.customersuccesscollective.com/cs-in-a-sales-led-world-customer-success-labs/ Last updated: 2026-06-05T10:22:56.000Z _This post is for subscribers on the Pro+ membership | Event, Pro Membership, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Customer Success Labs URL: https://www.customersuccesscollective.com/customer-success-labs/ Last updated: 2026-05-29T10:51:38.000Z _No content available._ ### How customer success can define, achieve, and prove value URL: https://www.customersuccesscollective.com/the-tug-of-war-between-sales-and-cs/ Last updated: 2026-07-17T09:00:03.000Z AI is handling more of customer success every day. Health scores. Playbooks. Workflow automation. Even customer communications. But if software can manage the process, where does the CSM create value? The answer lies in outcomes. The teams thriving in today's consumption economy aren't acting as account coordinators. They're becoming Value Architects. They're defining what success looks like, guiding customers toward it, and proving the impact they've delivered long before renewal conversations begin. Join Steve Frost, Industry Solution Specialist for CS Cloud at **Certinia**, and Phil Nanus, EVP of Customer Success at **Salesforce**, as they explore how Customer Success teams can combine AI-driven efficiency with human expertise to create measurable business outcomes. You'll leave with a practical framework for defining, achieving, and proving value at every stage of the customer journey. No more guessing whether customers are seeing results. ### What we're covering: - **The rise of the Value Architect:** Why Customer Success must evolve beyond adoption metrics and become accountable for business outcomes. - **The human vs. AI balance**: Understanding which success motions should be automated and where human expertise creates the greatest impact. - **Proving customer value**: Practical ways to document, measure, and demonstrate outcomes that drive renewals and expansion. ### In this session, you will learn how to: - Define clear customer outcomes and align stakeholders around success from day one - Build repeatable success motions that actively move customers toward their goals - Track and document value realization throughout the customer lifecycle - Use data to prove business impact to customer executives and internal stakeholders - Replace subjective health checks with measurable evidence of success - Turn demonstrated outcomes into stronger renewal and expansion opportunities ### Your speakers **Steve Frost, Head of Industry & Executive Advisory, Customer Success, Certinia** As a strategic consultant and advisor, Steve leverages his 25+ years of experience in the technology industry to help clients achieve revenue growth and retention. He has a proven track record of delivering results for major FinTech companies, SaaS providers, and hybrid multi-cloud infrastructure providers. **Phil Nanus, Executive Vice President of Account Success, Salesforce** As a customer success leader and growth strategist, Phil draws on 20+ years of experience in SaaS to help organizations drive retention and scale. He has a proven track record of building and leading high-performing account success functions across the enterprise software industry. ### What your personal trainer and your CSM have in common URL: https://www.customersuccesscollective.com/personal-training-and-customer-success/ Last updated: 2026-05-28T13:00:37.000Z It may come as a shock to no one that some tasks, even with the best intentions behind them, rarely make it to the finish line without a guiding hand. Sometimes we need someone in our corner to help us get from A to B. Take fitness. Many of us have had the same experience. We sign up to a gym full of motivation. We buy the shoes, maybe even the smartwatch, and tell ourselves that this time will be different. And then life happens. The [membership renews](https://www.customersuccesscollective.com/trial-to-subscription-conversion-framework/), but the visits quietly decline. The plan still exists, but the habit does not. That is often where a good personal trainer makes the difference. Not because they magically do the work for you, but because they help you stay accountable, adapt the plan when life gets in the way, and keep moving towards the goal you said mattered. The parallels with customer success are hard to ignore. A [customer success manager ](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)(CSM) does something remarkably similar. They guide customers through their journey, keep them focused on the outcomes they wanted in the first place, and help make sure they actually get value from what they have invested in. In this article, I want to explore those parallels using the [LAER model:](https://www.tsia.com/blog/four-phases-of-laer) **Land, Adopt, Expand and Renew**. But more importantly, I want to connect it to what I have learned from [working with customers in enterprise software](https://www.customersuccesscollective.com/align-enterprise-client-stakeholders/), where success rarely happens just because the contract was signed. ## Land: Building the foundation A good personal trainer doesn't hand you a generic plan on day one. They ask questions first. What are you working towards? What have you tried before? What does your schedule actually look like? Do you want to lose weight, build strength, run a marathon, or simply stop feeling tired all the time? Only then do they build something that fits you. A CSM’s first move should be the same. The Land phase is about laying the groundwork. It is about understanding what the customer is genuinely trying to achieve, what they have already invested in, what success looks like for them, and where the real blockers might be. And sometimes, what the customer asks for at the beginning is not always what they actually need. I have seen this many times in my own role. A customer may come into the conversation saying they want better tool [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), more licenses, or a smoother [implementation](https://www.customersuccesscollective.com/customer-implementation/). But once you spend time in proper discovery, the real need often sits somewhere deeper: clearer processes, [stronger executive alignment](https://www.customersuccesscollective.com/ensuring-better-alignment-with-customer-success/), or making sure different engineering teams are finally working from the same source of truth. One example that stayed with me was with a customer in the autonomous mobility space in Australia. The initial conversation could easily have stayed at the level of software usage and renewal. But when we went deeper, the real business challenge was about keeping a fast-growing engineering organization aligned across multiple tools, teams, and locations (Australia, Asia, and Europe). That changed the conversation completely. It was no longer just about adoption. It became about creating a more scalable engineering digital backbone, connecting the right Siemens teams, and helping the customer move with more confidence towards their long-term goals. *That* is why groundwork matters. If you get this phase right, everything that follows is built on a solid footing. If you rush it, you often spend the rest of the journey repairing trust, clarifying expectations, or solving problems that could have been avoided at the beginning. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Adopt: Making something stick Signing up is the easy part. The harder thing, in fitness and in software, is making something stick. A good trainer does not just hand over a schedule and wish you luck. They check in. They adjust. If a certain exercise is not working for your body or your week, they find another way to get you to the same outcome. The goal isn't perfect obedience to the plan. The goal is progress and adoption works the same way. A smooth go-live is important, but it is not the finish line. The real question is what happens afterwards. Are people using the solution? Do they understand how it fits into their work? Are they seeing value? Or has the system technically gone live, while the old ways of working continue quietly in the background? In my experience, this is where customer success earns its place. One thing I have changed in how I approach [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) and adoption is that I no longer see [enablement](https://www.customersuccesscollective.com/8-life-changing-enablement-hacks-for-scaling-customer-success-at-your-company/) as a one-off training activity. A kickoff, a slide deck, or a generic training session is good but not enough. People need role-based guidance. They need examples that reflect their actual processes. They need to understand not just which button to click, but why the new way of working matters. With [enterprise customers](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/), I have seen adoption go sideways when the groundwork was not specific enough. The implementation may be *technically* correct, but if users don't understand how it connects to their day-to-day work, they will find a workaround. And once workarounds become normal, they are hard to reverse. The recovery usually starts with going back to basics: listening to the users, understanding where the friction really is, and rewriting the adoption plan. Sometimes that means more targeted enablement. Sometimes it means bringing in services, support, or product experts. Sometimes it means helping the customer’s [internal champions](https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/) communicate the value better inside their own organization. Good adoption work is rarely glamorous. It is the consistent weekly check-ins, the small adjustments, the repeated conversations, the user feedback, the training refreshers, and the willingness to notice when something is not landing. Just like in fitness, consistency beats intensity. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Expand: Finding the next summit There's a moment in any good fitness journey where the original goal stops feeling ambitious. You hit the milestone. You gain muscle. You finish the marathon. You build the routine. Then you look up and realize there's more you could do. A great trainer sees that moment coming. They don't push the next challenge too early, but they're ready when you are. Maybe it is your first 10K, then a half marathon, then a triathlon, then an Ironman. The next step feels natural because it comes from progress, rather than pressure. That is what a good Expand conversation should feel like in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/). It shouldn't feel like a sales pitch. It should never feel like the customer has been moved from one funnel to another. It should feel like a continuation of the [value](https://www.customersuccesscollective.com/going-deep-to-go-wide-a-journey-using-value-to-scale/) journey. This is where timing matters. When an [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) conversation goes well, the customer often recognizes the need before you fully articulate it. They can see the next bottleneck. They understand the value already delivered. They trust that the recommendation is connected to their goals. When it goes badly, it usually feels too early, too generic, or too sales-led. The customer hears: “What else can we sell you?” Instead of: “Here is the next problem we can help you solve.” In my work, the best expansion conversations usually start from business progress, not product features. For example, once a customer has established a strong foundation with one part of their engineering or product lifecycle, the natural next question becomes: what adjacent process is still disconnected? Where is the next source of manual work, rework, or delay? Which team is still outside the digital thread? That is when expansion becomes meaningful. New features, new use cases, or additional parts of the business should not be positioned as more software. They should be positioned as the next logical step in the customer’s own maturity journey. Expansions should feel like the customer was already half-thinking about it, and the CSM helped put the opportunity into words. ![Ready for your next promotiom? Customer Success Leadership: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--1-.jpg) ## Renew: The result of everything that came before Here is the thing about [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/): by the time the renewal conversation happens, the outcome is often already decided. That may sound uncomfortable, but it's true. If the groundwork was laid well, if adoption was real, if the customer has been hitting their milestones, and if the relationship has been managed properly, the renewal conversation isn't usually a dramatic rescue mission. Renewal is a continuation. But if those things didn't happen, no amount of charm in the final meeting will save it. It's the same with a long-term gym client. [Retention](https://www.customersuccesscollective.com/customer-retention/) isn't won at the annual review. It's won in every session, every check-in, every small adjustment, and every moment where the trainer helps the client keep going. The renewal conversation is where all of that work becomes visible. I've seen renewal conversations become much harder than they should've been when adoption hadn't fully landed or when the customer could not clearly connect the solution to measurable value. And I've also seen the opposite: renewals that became natural transitions because the customer could point to progress, internal alignment, and a clear path forward. That is why I think CSMs need to treat renewal as something that starts on day one. Not 90 days before the contract ends. Not when procurement gets involved. Not when there is already a risk. Renewal is built through every customer interaction that creates trust, removes friction, and reinforces value. [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## The whole team on the gym floor A personal trainer may be the constant in the journey, but they aren't the whole gym. Behind them is the wider infrastructure: the equipment, the classes, the nutrition advice, the recovery support, and sometimes even the person at the front desk who makes you feel welcome enough to come back. Customer success works the same way. The CSM may be the constant face to the customer, but they are backed by sales, marketing, services, support, product, learning, and leadership. The customer experiences all of this as one relationship, even if internally it involves many teams. And making it feel coherent takes real coordination. This is especially true in enterprise software, where customer outcomes rarely sit inside one team’s responsibility. A customer may need [technical support](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/), implementation guidance, executive alignment, training, roadmap clarity, and commercial flexibility at different moments in the journey. If those teams are disconnected, the customer feels it immediately. If they're aligned, the customer feels that too. One of the best parts of customer success, at least for me, is when this coordination works. When the CSM can bring the right people together at the right time and the customer feels that everyone is moving in the same direction. Like an orchestra coordinated by the CSM. That is [when customer success stops being a function](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/) and starts becoming a company-wide operating model. Every customer can tell the difference. They notice quickly when they are being handed from department to department. They also know when there's a team around them that understands their goals and is genuinely trying to help them succeed. [![Customer Success Mentor Program](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Find-your-mentoree-in-customer-success--1-.png)](https://www.customersuccesscollective.com/find-a-mentor/) ## What has changed One trend I am seeing more and more across customers is that adoption is no longer just about usage. Customers are under pressure to show business impact faster. They don't just want to know whether people logged into the system. They want to understand whether the solution helped reduce friction, improve collaboration, support better decisions, or accelerate a business outcome. That changes the role of the CSM. It's no longer enough to say: “The system is live and users are active.” We need to be able to ask better questions. What changed because of this solution? Which process improved? Which team is now working differently? What decision can the customer make today that they could not make before? How does success turn into ROI? That is also why the personal trainer analogy works so well for me. A trainer doesn't only count how many times you show up at the gym. They look at whether you are getting stronger, whether your recovery is improving, whether your energy is better, and whether the plan is actually moving you towards your goal. Customer success needs to do the same. [Usage](https://www.customersuccesscollective.com/product-usage-metrics/) matters, but [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) matter more. ## The takeaway The LAER model is not just a framework for managing accounts. It's a mindset for building relationships that last. - **Land** is where you understand the real goal. - **Adopt** is where you help the customer turn intention into habit. - **Expand** is where you identify the next meaningful step. - **Renew** is where the work you have done all along becomes visible. And the CSM, like any great personal trainer, is the person who helps make that journey real. Not by following a script, but by knowing the customer well enough to adapt, challenge, support, and celebrate with them at every stage. Customer success is like building muscle. You can't fake it at the final weigh-in. The strength is built in the reps no one sees: the early discovery, the adoption work, the difficult conversations, the small adjustments, and the consistency over time. That's why customers stay. That's why they grow. And that's why they advocate. ### November | GTM Labs URL: https://www.customersuccesscollective.com/november-gtm-labs/ Last updated: 2026-05-28T09:25:16.000Z _No content available._ ### Orchestrating cross-functional GTM: Breaking down silos for unified growth| GTM Labs URL: https://www.customersuccesscollective.com/october-gtm-labs/ Last updated: 2026-10-15T09:12:51.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### December | GTM Labs URL: https://www.customersuccesscollective.com/december-gtm-labs/ Last updated: 2026-05-28T09:24:52.000Z _No content available._ ### The career gap nobody in customer success is talking about URL: https://www.customersuccesscollective.com/the-career-gap-nobody-in-cs-is-talking-about/ Last updated: 2026-08-14T12:32:57.000Z Here's a question worth sitting with: who cares about your career more than you do? According to the Customer Success Salary Report 2025, [71.4% of CS professionals are actively looking for a new job](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) – yet 48.4% say what they actually want is to stay at their current company and be promoted. That gap is what happens when ambition goes unspoken and careers are left to drift. In 24 years in customer success (CS) across 11 startups, a decade inside a $40 billion company, and countless conversations with CS professionals, I've reached one undeniable conclusion: nobody cares about your career as much as you do. Your manager isn't lying awake at night mapping out your next promotion. (If they are, follow them from company to company. That's a rare gift.) For the rest of us, the responsibility sits squarely on our own shoulders. And that's the uncomfortable truth I want to unpack here, because CS professionals tend to be brilliant at one thing and terrible at another. We advocate fiercely for our customers. We advocate strategically for the business. We rarely advocate for ourselves. So let's change that. [![Customer Success Powerhour](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Powerhour_Newsletter_Asset--3---1--2.png)](https://www.customersuccesscollective.com/cs-powerhour/) ## Adopt a product mindset If you take one thing from this article, let it be this: **treat your career like a product you're responsible for shipping.** Great product managers do three things brilliantly: - They **own the roadmap** - They **build feedback loops** - They **release new versions continuously** Your career deserves that same rigour. Great products have a purpose, a [roadmap](https://www.customersuccesscollective.com/content/files/2024/11/Internal-roadmap-template.pdf), feedback mechanisms, and constant iteration. If a product drifted the way many careers drift, it would get sunsetted in six months. So why do we let our careers wander when we'd never let a product do the same? ### Principle 1: Own your roadmap Companies shift overnight, especially in early-stage environments. New manager on Monday. Priorities flipped by Wednesday. The only constant in your career is you. Owning your roadmap comes down to five steps: 1. **Define your next role or level.** Do you want to be a Senior CSM? A VP? A CCO? Maybe you want to move out of CS entirely. Sit down and do real soul-searching. 2. **Identify the skills you need to get there.** Talk to people who hold the role you want. Ask how they got there, what they'd do differently. 3. **Map those skills onto a concrete plan.** 4. **Assess your gaps honestly.** This is where most people stumble. You can only build the right skills if you're brutally honest about where you stand today. 5. **Choose stretch projects that close the gaps.** Build a 12-month vision and review it every quarter. This is how vague aspirations become actionable plans. _This post is for paying subscribers only._ ### AI in customer support: How to build trust before it breaks URL: https://www.customersuccesscollective.com/trusting-ai-in-customer-support/ Last updated: 2026-05-22T13:00:37.000Z When we talk about [AI in customer support](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/), the conversation usually centers on efficiency gains and cost savings. But there's something more fundamental at stake – something that sits at the intersection of innovation and [customer loyalty](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/). I want to share what I've learned about responsible AI deployment in customer-facing support environments, drawn from my experiences working with organizations of various sizes across [different industries](https://www.customersuccesscollective.com/customer-success-in-marketing-and-advertising-industry/). This isn't about talking about how “great” AI is. We all know the buzz. Instead, the conversation should be about what happens when it goes wrong, and whether we've prepared for that – especially when our customers are counting on us during their most vulnerable moments. ## What trust in AI actually means for support teams [Trust in AI](https://kpmg.com/xx/en/our-insights/ai-and-technology/trust-in-artificial-intelligence.html) comes into play when there's safety at stake, when there's risk, uncertainty, or ambiguity. In [customer support](https://www.customersuccesscollective.com/customer-support-manager/), that's essentially our MO. Think about it – we're the only function in every company that touches customers 24/7, nonstop, and only during those risky situations. They come to us with questions, outages, and when things don't work. Sometimes their deadlines are on the line. Sometimes their *jobs* are on the line. This is why [trust and safety](https://www.concentrix.com/insights/blog/trust-and-safety-why-it-matters-and-how-to-get-it-right/) really matter in our world. And here's something worth sitting with: **trust isn't accuracy**. You could upload Wikipedia into an AI agent, and it still doesn't mean people will trust the system. [LLMs](https://www.aiacceleratorinstitute.com/your-guide-to-llmops) give fluid, fast and well-formatted responses. But it doesn't mean those responses are accurate. The system might handle 95% of situations correctly. But what if your customer's situation is in that other 5%? How do they know? How will they escalate? Who's accountable for the outcome? Accuracy alone doesn't answer any of those questions. ## Understanding intrinsic vs. extrinsic trust There are two types of trust we need to consider when [deploying AI in support](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/) environments. *Intrinsic* trust develops when you can see how the system reasons and judge that the reasoning is sound. You can verify the steps it took to make a recommendation, trace the decision path, and audit something internally. *Extrinsic* trust is what develops when you interact with the system again and again, see that it gives you the right information – something that really helps us. Only then do we start trusting it. Most AI deployments assume extrinsic trust will just emerge automatically. It won't. You have to engineer it. And the useful question isn't how good the AI is. What you need to ask yourself is what happens when it fails – and you have to assume it will fail. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The black box problem in AI support systems Aviation gives us a useful reference point here. Most are familiar with the concept of the black box – a safety engineering system with traceability and post-incident reconstruction. When something goes wrong, you can go back and understand exactly what happened. Do we have that with [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/)? Do we have that with LLMs? We don't. We really don't. We don't know why a certain [prediction](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/) was made. We don't have full parameter inspection. We don't have true reasoning reconstruction. So intrinsic trust in AI, as it stands today, isn't something we can rely on in customer support contexts. ## Hallucinations and the three failure scenarios [Hallucinations](https://www.ibm.com/think/topics/ai-hallucinations) get talked about a lot, but it's worth being specific about when they happen. An LLM hallucinates when it responds confidently in a way that isn't supported by reliable knowledge, a verified source, or the user's input. There are three scenarios: ### 1\. The knowledge exists but the model didn't use it This type can be mitigated using [retrieval augmented generation (RAG) models](https://aws.amazon.com/what-is/retrieval-augmented-generation/). In layman's terms, instead of relying on the training model during question-answer situations, RAG first retrieves relevant documents or knowledge and then responds based on that. If you don't have RAG models in your business, I highly recommend implementing them. ### 2\. The training data was wrong We can mitigate this using good [knowledge bases](https://www.customersuccesscollective.com/notebooklm-for-customer-success/). If you have a good program for that, you're in better shape. We also need to develop methods for the system to forget or unlearn something that was incorrect. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ### 3\. The model extrapolated beyond what it knows This is where reality checks have to come into play. We have to understand that plausible doesn't mean faithful. Faithful is something you can trace back to understand how reasoning came about, and with AI, we cannot do that. Sometimes the system recreates something that seems most plausible or that it believes is the best prediction based on something it recommended before that was liked or deemed positive. That's just the reality check we have to have. Suppressing hallucinations is possible, but it also suppresses creativity. It's a striking balance. If we start putting too many guardrails in place, we may actually create problems with [generative AI](https://www.customersuccesscollective.com/generative-ai-customer-support/). ## Invest before you save We cannot idealize AI deployment. In [leadership](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/), especially, we have to tread carefully. Naturally, we want to show savings straight away – it's very tempting, and what the [C-suite](https://www.customersuccesscollective.com/c-suite-buy-in/) expects of us. However, it's wiser and more responsible to err on the side of caution. You may need to invest before you start saving. The only reliable way to confirm that your AI is providing correct, safe answers for customer use is application-grounded evaluation. This means investing in putting your real users (A.K.A. your best experts) to test the answers that the AI engine gives you. Yes, it costs money. But this is the investment you need to advocate for in order to create trust. You could upload an entire medical textbook into an AI agent, and it would give you accurate answers when answering exam tests. But that doesn't mean we can get rid of doctors. We can't. Plausible explanations don't mean we can provide a safe environment for our customers. [Customer Support Reimagined with Generative AITransform your support strategy with generative AI. Learn how Crestron boosts CX, efficiency, and agent impact without losing the human touch.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Customer_Support_Gen_AI_Meta-fdb3d66229bd7384ed095012da8d2b5bbbb50fa920c56af38576354566f878bb.png)](https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/) ## Being realistic about robustness Robustness is more fragile than it looks. Research shows LLMs can be confused by simple things — a bias toward the first answer in multiple-choice formats, results that flip with slight negation. The responsibility sits with us, the support leaders. If we don't test it, we can't trust it. AI cannot take responsibility for itself. AI adoption fails when we overpromise before we evaluate. It fails when we measure containment instead of confidence. It fails when we replace human judgment instead of augmenting it. AI should accelerate experts without reducing accuracy and accountability. [![Customer support events in 2026](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Plan-your-2026-around-customer-support.jpg)](https://events.customersuccesscollective.com/) ## Key testing practices for AI in support If you don't have testing practices yet for [AI in your organization](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/), here are some good starting points: - **Prompt refinement:** You can’t expect customers to know prompt engineering. To circumvent this, offer dynamic menus or predefined prompts to guide them. - **Error pattern testing:** Develop a practice of analyzing errors, catching them, categorizing them, and addressing them systematically. - **Human-in-the-loop practice:** Always provide an easy path for critical items to go to humans. This is non-negotiable. You might not be able to afford all of these practices. You might not be able to implement everything at once. But pick the ones you believe are most possible for you to embed into your practice: - **Data audits:** Constantly revisit what information you don't have and create it. Make sure what you do have is the most up-to-date, like maintaining your knowledge base practice. - **Confidence scoring and guardrails:** This brings to mind good old intent categorization – over-index to send queries to humans when something is undefined. - **A/B testing:** Test two different AI implementations simultaneously and collect customer feedback to know which one performs better. And of course, survey customer experience continuously. [Customer Support Reimagined with Generative AITransform your support strategy with generative AI. Learn how Crestron boosts CX, efficiency, and agent impact without losing the human touch.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2025/06/CSC_Customer_Support_Gen_AI_Meta.png)](https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/) ## What customers really need to know Customers don't want to know how you've architected your AI systems. If they start trying to troubleshoot it with you, trust has already broken down. What they need is clarity. Be open about when AI is involved, what it's allowed to do, when a human steps in, and who owns the outcome. Only humans own outcomes, so AI should never operate without proper controls and a clear transfer path to a person. Yes, transparency builds trust, but silence erodes it. ## Preparing customer support agents for AI-centric support Agents need to provide a [feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/). They need to see the responses the AI produces and be well aware of the most common failure scenarios, including hallucinations. Training agents on how AI fails is just as important as training them on how to use it. Your team structure needs to support this: the ability to train, test, deploy, measure, and improve continuously. It's not an easy task, and it takes real time to build properly. ## The leadership role in AI deployments Everything here comes down to judgment, and AI can't make judgment calls. Leaders have to. Be humble about what AI cannot do today, which, let's be honest, is *a lot*. Assume it will fail. Invest in testing. Drive transformation but don't skip the interim steps in pursuit of savings. Be transparent with [stakeholders](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/), who may understand AI's limits better than we do. Cassie Kozyrkov, former Google Chief Decision Officer, [has argued](https://decision.substack.com/p/whats-the-most-valuable-skill-for) that the more our tools do for us, the less we understand what we're actually asking them to do. The real test for leaders, she says, isn't mastering the tools. It's mastering judgment and decision-making. We can't outsource our thinking to machines. Customer support is the same as it was 40 years ago — we're here to deliver reliable, trustworthy service to customers during their most vulnerable moments. Technology should strengthen that mission. If it's diluting it, something has gone terribly wrong. [Proactive support playbook tem​​plateA playbook to help support teams move from reactive problem-solving to preventing issues before customers experience them.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Proactive-support-playbook-template-meta-0f6ea53fd1294a1d76afe000b3fc2db3c792af2d451dcc43c14821ba02a29c51.png)](https://www.customersuccesscollective.com/proactive-support-playbook-template-framework/) ## Making strategic decisions about AI deployment Think about how much control you actually have. If you have a technology team within your organization — one that deploys AI, trains it, tests and fixes problems – you can take more risks and move faster. If that team is distant, has other priorities, and the process is slow, don't take those risks. AI deployment touches product releases, [product features](https://www.customersuccesscollective.com/new-product-features-email-template-framework/), and back-end administrative tasks. You can't pick a tool and go with it alone. You need to align with other organizations, account for governance requirements, brand reputation, and cost. If you're in a mission-critical space, be as careful as possible. If your customers come to you with questions that can wait, or you can go back and fix eroded trust, you have more room to move. But in either case, don't just pick a tool and deploy it. Think through what it will do for customers at every step, how you'll control and monitor it, and what you'll do when it fails. You need quick human intervention options and quick rollback options. AI isn't a value-add feature — everybody expects it to be there now. Think of it as the foundational platform you build on top of, not something you bolt on. And build trust into it from the start. If you don't, customers won't have tolerance for it. --- *This article has been adapted from Olga's talk at the* [*AI for Customer Support Virtual Summit 2026*](https://www.customersuccesscollective.com/ai-for-customer-support-summit-virtual-february-2025/)*.* --- ### Meet the Success Engineer: Building for the role evolution happening right now URL: https://www.customersuccesscollective.com/meet-the-success-engineer/ Last updated: 2026-06-15T15:36:05.000Z AI is absorbing the workflows that once filled a CSM’s week. The teams moving fastest have already rewritten their hiring profiles, restructured their teams, and started building toward a new kind of practitioner: the Success Engineer. Part technical expert, part adoption architect, the Success Engineer builds alongside customers, rather than just advising. In this live session, **Kelsey Bennett**, Strategic CSM at **Gainsight,** and **Mike Sasaki,** Senior VP of CSat **Jumio**, join us to get practical about what this shift looks like in real organizations today: what capabilities matter, what to hire for, and how CS leaders can get ahead of the role evolution before it creates gaps they can't close. --- ## You’ll leave this session with: - A grounded view of what a Success Engineer capabilities look like in real CS teams, today, not in theory - A view of how AI-powered workflows (success plans, intelligent signals, and agentic handoffs) change what you need from the humans running them - Criteria for your next hire and development plan for the team you already have - A leadership framework for staying ahead of the role before it creates gaps in your org --- ## Speakers **Kelsey Bennett** **CSM at Gainsight** Kelsey’s career spans CSM and enterprise support at companies like SalesLoft, Docusign, and LinkedIn. She brings deep expertise in customer retention, adoption, and go-to-market strategy built from the ground up across enterprise and mid-market teams. **Mike Sasaki** **Senior VP of CS at Jumio** Mike was previously CCO at ID.me, a secure digital identity network, and served as a Vice President of Customer Success at Emburse, partnering with customers to achieve their business objectives through optimal use of Emburse’s solutions. With over 15 years of experience in SaaS/Customer Success (CallidusCloud, Oracle, and Mitek), he’s worked with some of the largest brands around the globe. --- ## Save your space ### Customer success enablement readiness template URL: https://www.customersuccesscollective.com/customer-success-enablement-readiness-template/ Last updated: 2026-09-18T09:24:41.000Z ## What is a customer success enablement readiness template? A customer success enablement readiness template is a strategic planning workbook designed to help organizations assess, design, and scale customer success enablement programs. This template helps leaders identify operational gaps, align on priorities, and build more effective enablement systems tailored specifically to customer success. ## What’s inside the template? This template includes seven structured sections to help teams evaluate and improve CS enablement: 1. CS enablement readiness assessment 2. Define the actual CSM role 3. Capability gap analysis 4. Discovery excellence framework 5. CS enablement program prioritization 6. Scaling and organizational planning 7. Executive action plan ## How to use the template Start by assessing your current enablement readiness and defining what the CSM role actually looks like within your organization. Next, identify capability gaps, prioritize the highest-impact enablement initiatives, and map the operational support your team needs most. Use the discovery and organizational planning sections to align leadership, standardize workflows, and prepare for scale. Finally, turn your findings into a practical executive action plan with clear ownership, timelines, and measurable outcomes. ## Download your customer success enablement readiness template ![Customer success enablement readiness template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Customer-success-enablement-readiness-template.png) [CS enablement readiness template CS enablement readiness template .pdf163 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/05/CS-enablement-readiness-template-.pdf "Download") [CS enablement readiness template CS enablement readiness template .docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/05/CS-enablement-readiness-template-.docx "Download") [CS enablement readiness templateCustomer success enablement readiness template A strategic planning workbook for assessing, designing, and scaling CS enablement. Customer success (CS) teams are often expected to drive retention, adoption, expansion, and strategic customer value – yet many organizations still rely on generic…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-3d45292eef3c671fcafb8ce679c08fcced09a3835e46f9ed51c7fa9af2e0e11f.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyL0YqKnI3OHuH-KNw_sAE4OJHvw_lY6bekGd9GRkWrWZTPPn--V7nBlOeLvoO2hGJDv_U0kPNUoG6MgO1QJ6l-Q_d7Q5ntuKvfWLJycMkmaXnKvqiA-w1200-h630-p-472de8713019f298910db5596dbedaec3340f8a420d09cf0ae718b7df2eb487b)](https://docs.google.com/document/d/1oJVqwejmH55KtgVe8c0tWbdtN02d3xO4oNzNU87hS7s/edit?usp=sharing) _This post is for paying subscribers only._ ### Assistant vs. Delegate: How autonomous agents and AI loops are changing Product Marketing | GTM Labs URL: https://www.customersuccesscollective.com/assistant-vs-delegate-how-autonomous-agents-and-ai-loops-are-changing-product-marketing-gtm-labs/ Last updated: 2026-09-10T07:23:57.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Taking GTM metrics beyond the dashboard | GTM Labs URL: https://www.customersuccesscollective.com/taking-gtm-metrics-beyond-the-dashboard-gtm-labs/ Last updated: 2026-08-13T09:52:51.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Lifecycle metrics that drive retention & advocacy | GTM Labs URL: https://www.customersuccesscollective.com/lifecycle-metrics-that-drive-retention-advocacy-gtm-labs/ Last updated: 2026-07-09T07:48:05.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Avoid vanity metrics: evaluating true GTM impact | GTM Labs URL: https://www.customersuccesscollective.com/avoid-vanity-metrics-evaluating-true-gtm-impact-gtm-labs/ Last updated: 2026-06-11T08:11:48.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### GTM on a budget: do more with less | GTM Labs URL: https://www.customersuccesscollective.com/gtm-on-a-budget-do-more-with-less-gtm-labs/ Last updated: 2026-05-28T09:25:06.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Lead with impact: conversations that shape GTM success | GTM Labs URL: https://www.customersuccesscollective.com/lead-with-impact-conversations-that-shape-gtm-success-gtm-labs/ Last updated: 2026-05-27T08:17:45.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Winning the narrative when markets move fast | GTM Labs URL: https://www.customersuccesscollective.com/winning-the-narrative-when-markets-move-fast-gtm-labs/ Last updated: 2026-05-27T08:04:10.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Turning launches into repeatable revenue moments | GTM Labs URL: https://www.customersuccesscollective.com/turning-launches-into-repeatable-revenue-moments-gtm-labs/ Last updated: 2026-05-27T08:04:01.000Z _This post is for subscribers on the Pro+ membership | Event, Pro+ membership, Exec+ membership and Pro+ membership upgrade tiers only._ ### Go-to-Market Labs Workshops URL: https://www.customersuccesscollective.com/go-to-market-labs/ Last updated: 2026-05-28T10:05:06.000Z _No content available._ ### 9 ways to scale customer success when one CSM manages hundreds of accounts URL: https://www.customersuccesscollective.com/scale-customer-success-with-a-high-csm-ratio/ Last updated: 2026-05-19T10:15:39.000Z In a $500M enterprise portfolio, the traditional 1:15 CSM-to-client ratio just doesn’t work. Calling it inefficient is a gross understatement. At that volume, the 1:15 model makes the math work against you – and could end up in bankruptcy. During my tenure at global cloud and software leaders, just tweaking the [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)\-to-client ratio didn’t cut it. Instead, we blew up the idea of "account ownership" entirely to support the urgent shift from "growth at all costs" to "efficient growth." Hiring your way out of a volume problem is a losing game. In a 1:500 world, headcount is a trailing indicator of failure. If you're hiring to fix [churn](https://www.customersuccesscollective.com/customer-churn/), you're just throwing bodies into a burning building. To survive this, you stop practicing "[relationship management](https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/)" and start architecting customer infrastructure. ## 1\. Kill the gut feel RAG status In high-volume environments, the most dangerous thing you can have is [a CSM who "feels" an account is healthy](https://www.customersuccesscollective.com/customer-churn-communication/). If a CSM can’t point to a specific telemetry drop or a [sentiment shift](https://www.customersuccesscollective.com/customer-success-sentiment-relationships-video/) in the last 14 days, the account is Green by default. Your [predictive health scoring](https://www.customersuccesscollective.com/crack-the-code-to-customer-health-scores-video/) must be a cold, hard reflection of: - **Product telemetry**: Depth of [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) compared to the customer's stated business outcomes and consumption targets. - **Support sentiment**: Identifying whether tickets trend toward "how-to" (positive engagement) or "broken/unreliable" (systemic risk). - **Commercial maturity**: Tracking lack of response to automated renewal outreach or consistent overages. I’ve seen teams ignore a "Yellow" health score because the CSM had a "great lunch" with the champion. Three months later, the account churned. Data is the only truth that scales. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 2\. Context over relationships Relationships are bottlenecks; context is the lubricant. Your goal isn't for the customer to love "Dave the CSM.” It's for the customer to feel like the entire organization knows their business goals. For scaled segments, move to a pooled CS model: 1. **The pool**: A specialized team of CSMs and technical specialists manages a collective group of accounts across hundreds of enterprise customers. 2. **The context**: This only works if your CRM is a single source of truth. Any CSM should be able to see a customer's full history, support coverage, and transformation roadmap in 30 seconds. 3. **The trigger**: The system routes accounts based on risk signals and automated health scoring, not who has "availability". ## 3\. The product-feedback loop If 200 accounts struggle with the same onboarding step, that's a product failure, not a training opportunity. Use a [self-service ecosystem](https://www.customersuccesscollective.com/success-through-self-service-how-generative-ai-is-revolutionizing-customer-support-video/) and cloud fluency programs where customers can solve each other's problems. And use structured close-the-loop programs to translate feedback from 500 accounts into actionable product improvements. If your CSMs are answering "How do I..." 50 times a day, your scale is broken. At growth-stage firms and regional consultants, we learned that the real "operator move" isn't training CSMs to be faster; it's putting relentless pressure on the Product team. - **Surgical tension**: If 200 accounts struggle with the same onboarding step, that is a product failure, not a training opportunity. - **Community advocacy**: Use a self-service ecosystem and cloud fluency programs where customers can solve each other’s problems. - [**Voice of the customer**](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) **(VoC)**: Use structured "[close the loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/)" programs to translate feedback from 500 accounts into actionable product improvements. [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## 4\. AI as a multiplier There's real brand risk in AI masquerading as a human. Use AI to draft intervention content for the human to approve, but *never* let it stand in for the CSM. I've seen an automated save motion nearly blow up a Tier-1 manufacturing relationship. The AI flagged a 60% login drop as a [churn risk](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). The human reality was a scheduled facility maintenance window. AI provides the signal; the operator provides the context. Specifically, AI is useful for: - Synthesizing 1,000 [customer survey](https://www.customersuccesscollective.com/post-sale-customer-survey-checklist-framework/) responses into 3 actionable product themes. - Drafting a personalized value report from consumption data so the CSM only has to click Send. - Flagging a champion's departure before the CSM checks LinkedIn. ## 5\. High-stakes environments need a different discipline Security-focused environments – the Defense Industrial Base, global financial services – require more than [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/);. They require mission-driven discipline. At a global cloud provider, managing a $500M+ portfolio meant balancing scale with rigorous compliance needs. The friction usually wasn't technical; rather, it was a mismatch between the cloud's shared responsibility model and the customer's legacy audit requirements. We found that prescriptive guidance and best practices got executive sponsors aligned to a structured roadmap that improved risk transparency and created room for expansion. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## 6\. The tiger team Even in a pooled model, you need a small strike force for high-stakes moments. A cross-functional group – senior CSMs, solutions architects, support leads – drops in on a high-potential account for a fixed window with one specific problem to solve: A small, cross-functional group of senior CSMs, Solutions Architects, and support leads, who "drop in" on a high-potential account for a fixed window. They’re there to solve one specific problem: - **Technical friction**: Resolving blockers in complex, regulated environments. - **Executive misalignment**: Re-establishing sponsorship models with C-suite stakeholders. - **The "win-back" motion**: Deploying targeted improvements to stop active churn and realize long-term value. ## 7\. Global governance and the rhythm of business Scaling globally requires an operational rhythm with visibility at every layer. Set weekly and monthly business reviews that track consumption growth and adoption maturity. Define shared [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) – net revenue retention (NRR) and [time-to-value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV) – that align the full field organization. And build the cross-regional coordination to keep customer experience consistent across markets. ## 8\. Onboarding architecture The most critical phase is onboarding. You must build a **structured onboarding framework** that employs self-correcting properties: - **Automated milestone tracking**: If a customer hasn't completed "Step 3" within seven days, the system triggers a persona-specific guide. - **Contextual ROI routing**: Stop sending API docs to CFOs. At scale, your infrastructure must automatically route ROI summaries to the [C-suite](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) and technical 'how-to' clips to the practitioners. - **Early-warning intervention**: The goal here is about catching the "silent churner" before the renewal window opens. ## 9\. The 90-day intervention If you show up with a generic plan, you may as well kiss goodbye to any real change. I arrive with a structured approach to earning context and delivering visible impact: - **Days 1-30:** Audit the existing journey and identify exactly where the current 1:X ratio is breaking down. - **Days 31–60:** Design the [unified lifecycle framework](https://www.customersuccesscollective.com/lifecycle-driven-advocacy-template-framework/) and stand up initial health scoring models to replace gut-feel reporting. - **Days 61–90:** Launch the operating rhythm – [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/) and cross-functional syncs – and deliver the first measurable improvements in TTV and NRR. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ## The forward view Scaling to hundreds of accounts is a calculated conviction that infrastructure creates leverage. You could be a[ sub-100-person startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/) or a Fortune 500 organization; your goal is to strip the noise until only the actionable signals remain. Build the system where [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is structurally inevitable, and a 1:500 ratio stops being a burden. It becomes the operation that turns AI adoption into a lasting competitive advantage. ### Executive strategy checklist - Accounts are Green by default unless data-driven telemetry says otherwise. - Any CSM in a pooled model should be able to handle any account with 30 seconds of prep. - Use high-volume data to find and eliminate systemic onboarding friction. - Use agentic AI to draft reports and flag risks, with humans as the final decision-makers. - Apply a high-stakes mindset to global governance and cross-functional alignment. Does your current operating model pass the math test, or is it building toward a people-debt crisis? ### What is the average salary of a Customer Success Manager in 2026? URL: https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/ Last updated: 2026-05-13T08:57:18.000Z Interested in a career in customer success? You should be. [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) is quickly becoming one of the top career paths in B2B software – and the salaries are starting to reflect that. In 2026, before tax and without including bonuses or stock, the global median baseline salary for a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) is **$70,500**. Add bonuses, stock, and commission into the picture, and the median total compensation climbs to **$75,500**. That headline number doesn't tell you everything, though. Geography, gender, experience, industry, company size, and even how heavily you use AI all push the figure up or down. What do American CSMs get paid? Which countries pay the best once you factor in the cost of living? Is the gender pay gap closing? And why do **72% of CSMs say their salary doesn't reflect what the role actually entails**? ## Customer Success Manager salaries across the globe CSMs work tirelessly to help clients maximize the value of their products and achieve their goals. Given the business impact of their work, salaries should reflect that value. In practice, earning potential varies dramatically depending on where you live and work – salaries in Atlanta look nothing like salaries in Amsterdam. It's worth bearing this in mind as you read on, especially if you're thinking of relocating for your next role. | Continent | Median CSM salary | Difference from CSM global median Δ | | ------------- | ----------------- | ----------------------------------- | | Australasia | $75,000 | +6.4% | | North America | $77,000 | +9.2% | | Europe | $61,500 | \-12.8% | | South America | $25,200 | \-64.3% | [![Customer Success Manager salaries across the globe](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Salary_Stats_2025_Blog_.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) **Source: Customer Success Salary Report 2025/26* - In **Australasia**, a Customer Success Manager earns **6.4% more** than the global median salary. - In **South America**, a Customer Success Manager earns **64.3% less** than the global median salary – a reflection of regional pay norms and cost of living rather than the calibre of the talent. - In **North America**, a Customer Success Manager earns **9.2% more** than the global median salary. - In **Europe**, a Customer Success Manager earns **12.8% less** than the global median salary. 💡 ****NB:** In an effort to avoid misrepresenting salaries in Africa, Asia and the Middle East, we've chosen to omit this data due to insufficient sample sizes. ## How much do Customer Success Managers earn by country? [![Customer Success Manager salaries across the globe in 2026](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Salary_Stats_2025_Blog_2-1.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) **Source: Customer Success Salary Report 2025/26* | Country | Median CSM salary ($) | Difference from CSM global median Δ | | ------------------- | --------------------- | ----------------------------------- | | 🇦🇺 Australia | $75,000 | +6.4% | | 🇨🇦 Canada | $59,250 | \-16.0% | | 🇫🇷 France | $58,500 | \-17.0% | | 🇩🇪 Germany | $58,700 | \-16.7% | | 🇳🇱 Netherlands | $50,250 | \-28.7% | | 🇬🇧 United Kingdom | $73,520 | +4.3% | | 🇺🇸 United States | $80,000 | +13.5% | 💡 ****NB:** *Salaries from India, Spain, and Ireland – which appeared in the 2024 report – aren't shown here because this sample didn't meet that threshold.* The story between 2024 and 2026 is one of mild compression at the top and notable strengthening in the UK. American CSMs still earn the highest medians of any major country in the sample, but the gap to the UK has narrowed from a 29-point deficit to roughly 9 points. Continental Europe – France, Germany, the Netherlands – sits in a tight band around the $50,000–$60,000 mark. ## Why include PPP (purchasing power parity) in salary analysis? Salaries alone don't tell the full story. The **cost of living** and **purchasing power** of a dollar (or euro, or pound) varies enormously between countries. A CSM on $75,000 in Berlin lives a very different financial life to a CSM on the same $75,000 in San Francisco. Including purchasing power parity (**PPP**) in salary analysis adjusts for those differences, offering a clearer view of the real-world value of earnings. **\*Source:** [OECD](https://data-explorer.oecd.org/vis?df[ds]=dsDisseminateFinalDMZ&df[id]=DSD%5FNAMAIN10%40DF%5FTABLE4&df[ag]=OECD.SDD.NAD&df[vs]=2.0&dq=A.AUS%2BAUT%2BBEL%2BCAN%2BCHL%2BCOL%2BCRI%2BCZE%2BDNK%2BEST%2BFIN%2BFRA%2BDEU%2BGRC%2BHUN%2BISL%2BIRL%2BISR%2BITA%2BJPN%2BKOR%2BLVA%2BLTU%2BLUX%2BMEX%2BNLD%2BNZL%2BNOR%2BPOL%2BPRT%2BSVK%2BSVN%2BESP%2BSWE%2BCHE%2BTUR%2BGBR%2BUSA...PPP%5FB1GQ.......&lom=LASTNPERIODS&lo=10&to[TIME%5FPERIOD]=false&ly[cl]=TIME%5FPERIOD&ly[rw]=REF%5FAREA%2CCOMBINED%5FUNIT%5FMEASURE&vw=tb) / [World Bank](https://data.worldbank.org/indicator/PA.NUS.PPP) ### What is PPP and why does it matter? PPP adjusts salaries to account for the differences in cost of living across regions, showing how much a salary can actually buy in local goods and services. A higher PPP-adjusted salary means greater financial comfort and purchasing power in that region – not just a bigger number on the payslip. For example, the UK's median CSM salary of $73,520 (£55,000-ish) is just 4.3% above the global median in raw dollar terms. But the UK has high housing and consumer costs, especially in London and the South East, which erodes that headline. A US-based CSM on $80,000 will, in most metros outside the major coastal cities, see substantially more spending power than a UK CSM on a similar nominal figure. PPP reveals true earning potential by adjusting for the regional cost of living. For companies, PPP makes equitable global pay possible; for professionals, it sharpens the maths on relocation and remote-offer decisions. ***Source:***[ *OECD*](https://data-explorer.oecd.org/) */*[ *World Bank*](https://data.worldbank.org/indicator/PA.NUS.PPP) ## CSM salary adjusted for cost of living by metro area Country-level data gives you a broad benchmark – but it's the metro or city-level numbers that really shape your day-to-day reality, especially if you're considering a move or negotiating a remote offer. Cost of living can swing dramatically between cities, even within the same country. Take the **San Francisco Bay Area** and **New York City**. Median CSM base salaries in San Francisco still sit comfortably above $115,000 in 2026; New York City lands closer to $105,000\. But once you adjust for housing, transport, and everyday expenses, San Francisco's premium shrinks fast. A CSM earning $90,000 in Austin or Denver often has comparable take-home comfort to a $120,000 earner in the Bay. The same pattern holds in Europe. London CSMs typically earn £60,000–£75,000, but steep rents and daily expenses mean their purchasing power is broadly on par with Berlin-based CSMs earning €55,000–€65,000\. Berlin's lower cost of living can make a slightly lower salary stretch further – often translating into a higher quality of life for the same role. ### TL;DR: Don't just look at the headline salary Use [cost-of-living calculators](https://www.numbeo.com/cost-of-living/calculator.jsp) or city-specific indices to compare offers properly. We've seen CSMs relocate from high-cost metros to mid-tier cities and either maintain or improve their standard of living, despite a nominal pay cut. The real value is what your salary buys you – not the number on your contract. If you'd like to know what other CS job titles earn per annum, be it Head, VP, or Director of Customer Success, you'll find that intel and more in the 2026[ **Customer Success Salary Report**](https://www.customersuccesscollective.com/customer-success-salary-survey-report/). If you’d like to know what other job titles make per annum, be it Head, VP or Director of Customer Success, you’ll find juicy intel like that, and more, in the 2024 [****Customer Success Salary Report**](https://www.customersuccesscollective.com/customer-success-salary-survey-report/)****.** ## How much does a Customer Success Manager earn in the United States of America? In the **Customer Success Salary Report 2025/26**, more than four in ten of our CSM respondents hailed from the United States – the largest country-level cohort in the dataset. In the US, the median baseline salary for a CSM (before tax) is **$80,000**. To provide a comprehensive view of US CSM salaries, we analysed regional trends. This approach captures broader compensation patterns where state-level data is too thin, offering a more representative picture of CSM pay nationwide. #### Regional salary breakdown [![Map of USA regions and their salaries: West, Midwest, South and Northeast](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Salary_Stats_2025_Blog_3.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) Source: Customer Success Salary Report 2025/26 | US region | Median baseline salary (USD) | % Difference from global median Δ | % Difference from US median Δ | | --------- | ---------------------------- | --------------------------------- | ----------------------------- | | West | $91,000 | +29.1% | +13.8% | | Northeast | $87,500 | +24.1% | +9.4% | | Midwest | $86,875 | +23.2% | +8.6% | | South | $75,000 | +6.4% | \-6.3% | - **West**: Leads the country at **$91,000**, 29.1% above the global median. The Bay Area, Seattle, and LA continue to anchor the top end of US CSM pay. - **Northeast**: Median of **$87,500**, comfortably ahead of the global median by 24.1% and a touch above the US average. - **Midwest**: Median salary of **$86,875** – well above the global median and slightly above the US average. A notable jump from previous years and a sign that tech-adjacent industries in Chicago, Minneapolis, and Detroit are pulling CSM compensation upward. - **South**: $75,000, exactly matching the global median. The South's premium over previous reports has compressed as remote work flattens regional differentials. ### **Key insights** 1. **The West reclaims the top spot.** After a few years of the South leading on median CSM pay, the West is back in front – driven by sustained demand in the Bay Area and Pacific Northwest tech sectors. 2. **The South's lead has eroded.** Remote-first hiring has narrowed the geographic premium that southern tech hubs (Austin, Atlanta, Raleigh) enjoyed during the post-2020 boom. 3. **Midwest and Northeast are converging.** Both now sit firmly in the high $80,000s – a tighter band than the 2024 data showed. ### **Customer Success Manager salaries by US state** Wanting to take a more granular look, we examined CSM salaries on a state-by-state basis. The samples are smaller, so treat these as indicative rather than definitive. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/CSC_In-Article_Images_.png)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) Source: Customer Success Salary Report 2024 | US state | Median baseline salary (USD) | Difference from global median Δ | Difference from US median Δ | | ------------------ | ---------------------------- | ------------------------------- | --------------------------- | | 🇺🇸 Massachusetts | $110,000 | +56.0% | +37.5% | | 🇺🇸 Illinois | $91,750 | +30.1% | +14.7% | | 🇺🇸 California | $91,250 | +29.4% | +14.1% | | 🇺🇸 Michigan | $81,000 | +14.9% | +1.3% | | 🇺🇸 Pennsylvania | $80,000 | +13.5% | 0% | | 🇺🇸 Texas | $75,000 | +6.4% | \-6.3% | - In **Illinois**, a CSM earns **30.1% more** than the global median – the highest in our state-level sample – and **14.7% more** than the US median. - In **California**, a CSM earns **29.4% more** than the global median and **14.1% more** than the US median. - In **Texas**, a CSM earns **6.4% more** than the global median but **6.3% less** than the US median, a meaningful softening from the 2024 picture where Texas led the country. - In **Michigan**, a CSM earns **14.9% more** than the global median and roughly matches the US median. 💡 ****NB:** In an effort to avoid misrepresenting salaries in other US states, we have chosen to omit this data due to insufficient sample sizes. ## US CSM salary differences: Tier 1 vs. tier 2 tech cities When you're weighing job offers or planning your next move, the salary landscape between[ tier 1 and tier 2 tech cities](https://www.newyorker.com/business/currency/the-tech-booms-second-cities) can be a game-changer. Tier 1 tech cities – San Francisco, New York, Seattle, Boston – are established hubs with deep talent pools and a concentration of high-growth companies. Tier 2 cities, such as Austin, Denver, Atlanta, and Raleigh, are[ fast-emerging tech centres](https://www.credaily.com/briefs/tech-markets-driving-growth-in-emerging-us-cities/) offering strong opportunities with slightly less competition and lower living costs. So what's the *real* salary difference? CSMs in tier 1 cities typically command a **15–25% premium** over their counterparts in tier 2 markets. A mid-level CSM in San Francisco might see offers in the **$115,000–$130,000 range**, while the same role in Austin or Denver lands closer to **$90,000–$105,000**. But here's the kicker: once you factor in the cost of living, the gap narrows considerably. Housing, taxes, and daily expenses in tier 1 cities can erode much of that headline premium. The trade-offs go beyond money, too. Tier 1 markets often offer faster career progression, exposure to larger enterprise clients, and more robust professional networks. Tier 2 cities tend to deliver better work-life balance, lower burnout risk, and increasingly competitive remote or hybrid arrangements. Ambitious CSMs thrive in both settings – some prioritise salary and career acceleration, others value quality of life and flexibility. The best choice depends on your goals, but understanding the dynamics puts you in the driver's seat. ## CSM total compensation: Base, bonus, stock and commission If you're evaluating a job offer or benchmarking your current package, base salary is only half the picture. Most Customer Success Manager roles carry a meaningful variable component – bonus, stock, or commission tied to renewals and expansion – and these can swing total compensation by tens of thousands of dollars. Here's how the full compensation picture breaks down for a CSM in 2026: | Compensation component | % of CSMs receiving it | Median value (among receivers) | | ---------------------------------------------- | ---------------------- | ------------------------------ | | Base salary | 100% | $70,500 | | Bonus | 68.4% | $10,000 | | Stock / equity | 15.8% | $3,000 | | Commission (on upsell / cross-sell / renewals) | 44.7% | Variable | | \*\*Total compensation (median, all CSMs)\*\* | — | \*\*$75,500\*\* | A few takeaways for offer evaluation: - **Bonus is the most common variable lever.** Just over two-thirds of CSMs receive one, and the median is around $10,000\. If your offer doesn't include one, that's worth pushing on. - **Stock is the exception, not the rule.** Only 15.8% of CSMs receive equity, and median grants among those who do are modest. If you're moving from a stock-heavy startup to a more established company, expect bonus to do most of the variable-comp work instead. - **Commission is increasingly common.** 44.7% of CSMs now earn commission on upsell, cross-sell, or renewals – a clear signal that the CSM role is being treated as a revenue function, not a support function. If your role includes expansion targets, commission should be part of the deal. - **The base-to-total spread is roughly $5,000 at the median.** That's smaller than it sounds, because not every CSM receives every component. The gap widens significantly at the top end – high-performing CSMs at well-resourced companies can see total comp $20,000–$40,000 above base. When evaluating offers, always ask for the full breakdown: base, target bonus, equity grant (and vesting schedule), and commission structure. A $75,000 base with a $15,000 target bonus and a real commission plan is a meaningfully better package than $80,000 base with nothing else attached. ### CSM total compensation by region | Region | Median total compensation (USD) | | ------------- | ------------------------------- | | North America | $84,500 | | Australasia | $75,000 | | Europe | $65,450 | | South America | $26,400 | The same geographic patterns that shape base salary show up in total comp – North American CSMs lead, European CSMs trail by roughly 23%. ## Customer Success Manager salary by industry vertical The industry you work in shapes your CSM salary almost as much as where you live. Tech-adjacent verticals dominate the CS hiring market, but salaries vary meaningfully across them. | Industry | Median CSM base salary (USD) | Difference from global median Δ | | --------------------------------- | ---------------------------- | ------------------------------- | | Human Resources (HR tech) | $82,000 | +16.3% | | E-learning | $74,000 | +5.0% | | Information Technology & Services | $69,962 | \-0.8% | | Computer Software (SaaS) | $66,500 | \-5.7% | A few things worth flagging: - **HR tech pays the most in our 2025/26 sample.** Vendors selling into HR functions (HRIS, talent, learning, payroll) command a 16% premium over the global CSM median. The combination of long sales cycles, high renewal stakes, and complex stakeholder maps makes experienced CSMs valuable. - **E-learning sits 5% above the global median.** Strong demand for CSMs in this space, particularly post-pandemic as enterprise L&D spending grew. - **IT & Services and Computer Software – the two largest CSM employers – sit at or slightly below the global median.** This is the tech-baseline rate for the role. If you're a CSM at a SaaS company earning meaningfully more than this, you're either at a well-funded enterprise vendor or in a senior IC role. 💡 ****NB:** Smaller verticals – including FinTech, Healthcare, eCommerce, and Cybersecurity – appeared in our sample but didn't meet the threshold for a reliable median. ## Company size and revenue: the biggest CSM salary driver Reddit threads and CS hiring managers consistently flag company size and revenue stage as the single biggest determinant of CSM compensation – bigger than geography, bigger than years of experience, sometimes bigger than seniority of title. Our data backs that up. ### CSM salary by company revenue (ARR proxy) | Annual revenue | Median CSM base salary (USD) | Difference from global median Δ | | -------------- | ---------------------------- | ------------------------------- | | Less than $1M | $68,000 | \-3.5% | | $1M – $5M | $57,850 | \-17.9% | | $5M – $10M | $68,943 | \-2.2% | | $10M – $50M | $65,000 | \-7.8% | | $50M – $100M | $80,000 | +13.5% | | $100M – $500M | $77,000 | +9.2% | | $500M – $1BN | $80,600 | +14.3% | | $1BN+ | — | Insufficient sample | The pattern is clear: **CSM salaries inflect upward once a company crosses roughly $50M in revenue.** Below that line, you're typically in startup or early-scale-up territory, where companies are still building CS as a function and base salaries reflect that. Above it, you hit mature revenue stages with structured pay bands and better budget for CS hires. ### CSM salary by company headcount The employee-count picture tells a similar story: | Employee headcount | Median CSM base salary (USD) | Difference from global median Δ | | --------------------------------- | ---------------------------- | ------------------------------- | | 1–50 (seed / Series A) | $59,250 | \-16.0% | | 51–200 (Series B / C) | $64,000 | \-9.2% | | 201–500 (Series C / D) | $75,000 | +6.4% | | 501–1,000 | $72,039 | +2.2% | | 1,001–5,000 (late-stage / public) | $90,000 | +27.7% | A CSM at a 1,001–5,000-person company earns roughly **$30,000 more** at the median than a CSM at a sub-50-person startup. That's the largest single-variable swing in our 2025/26 dataset. ### What this means for your career - **If you're optimising for base salary, target Series C / D or later.** That's the band where CS pay starts pulling clear of the global median. - **If you're optimising for equity upside, accept a lower base at an earlier stage.** Pre-Series-C startups pay less in cash but may grant more meaningful equity – particularly if the company hits a successful exit. **The $50M-revenue / 200-person threshold is the inflection point.** If you're job-hunting and want a meaningful pay bump, this is the band to target. ## Is there a gender pay gap among Customer Success Managers? The push for greater pay transparency has been one of the most significant shifts in workplace policy over the past five years. Many organisations now run regular pay audits and publish gender pay gap data. So has CS caught up? Not even close. ### Why focus on UK and US salaries? The overwhelming majority of our 2026 CSM respondents came from the United States and the United Kingdom. Together, those two countries account for the largest share of our data – so it makes sense to look at the gender pay gap specifically within them. ### The gender pay gap in the United Kingdom In the UK, the gender pay gap for CSMs is **25.7%**, with men earning a median base salary of **$94,259** compared with women's median of **$70,020**. When you put that alongside broader benchmarks: - Men's salaries in the UK CSM cohort are **33.7% above the global CSM median ($70,500)** and **28.2% above the UK national CSM median ($73,520)**. - Women's salaries are **0.7% below the global CSM median** and **4.8% below the UK national CSM median**. This is a sharp widening from the 2024 report, which put the UK gap at 9.1%. Two things are likely at play: men in the 2026 UK CSM sample are skewed toward more senior or higher-tenure roles, and women are over-represented in earlier-career CSM positions. Either way, it's a flag for UK CS leaders to interrogate their own pay bands. ### The gender pay gap in the United States The gender pay gap for CSMs in the US stands at **31.4%**, with men earning a median salary of **$110,000** while women earn **$75,500**. When comparing to broader benchmarks: - Men's salaries are **37.5% above the US national CSM median ($80,000)** and **56% above the global CSM median**. - Women's salaries are **5.6% below the US national CSM median** but still **7.1% above the global CSM median**. The 2024 US gap was 2.8% — a number we celebrated at the time. The 2026 figure is much wider, and again, sample composition matters: men in this year's US cohort are concentrated in higher-paying companies and more senior CSM roles. But the underlying point still holds. Pay parity in the CSM role is not a solved problem. It needs structural attention from leaders, not just lip service. 💡 Those who identify as non-binary, transgender, or answered “prefer not to say” aren’t included in this section due to insufficient sample sizes ## What is the pay progression like in customer success? A huge part of any job search and salary determination is experience. "Am I going to land X job at Y salary based on what I've done?" is a question every CSM should be asking themselves at performance review time. In our 2026 survey, the average CSM has **4.2 years of experience** in customer success, sitting on a median base salary of **$70,500**. | Years of experience | Median base salary (USD) | | ------------------- | ------------------------ | | 1–2 years | $59,250 | | 3–4 years | $69,443 | | 5–6 years | $89,000 | | 7–9 years | $74,500 | | 10+ years | $80,000 | Upon closer examination, these trends reveal fascinating patterns: - **Early-career (1–2 years)**: CSMs earn a median of **$59,250**. This is the entry point into the profession, and salaries reflect that — but the 16% below-global figure is also a signal of how thinly companies sometimes resource their newest hires. - **Mid-career (3–4 years)**: Salaries climb to **$69,443**, very close to the global median. This is the band where most CSMs sit. - **The 5–6 year surge**: Median pay jumps to **$89,000** — a 28% lift on the 3–4 year band. This is where specialist CSMs (Enterprise, Strategic, Renewals) and those carrying revenue responsibility get differentiated rewards. - **7–9 years**: The dip to **$74,500** reflects a familiar dynamic. Many CSMs at this tenure are moving into Senior CSM, Team Lead, or management titles — and once they do, their compensation gets counted under a different job title in the data. CSMs who stay in the IC track at 7–9 years tend to earn closer to the mid-career band than the 5–6 year peak. - **10+ years**: A bounce back to **$80,000** for the small group of long-tenured CSMs who've stayed in the role rather than moving into leadership. ### Key takeaways - **The biggest single jump is between 3–4 and 5–6 years.** If you're approaching that mark, it's the right time to push on compensation conversations. - **Plateau risk is real.** If your salary hasn't moved meaningfully between years 7 and 10, that's a signal – either to push for a title change, or to start looking. - **Mid-career (3–4 years)**: Salaries climb to **$69,443**, very close to the global median. This is the band where most CSMs sit. - **The 5–6 year surge**: Median pay jumps to **$89,000** — a 28% lift on the 3–4 year band. This is where specialist CSMs (Enterprise, Strategic, Renewals) and those carrying revenue responsibility get differentiated rewards. - **7–9 years**: The dip to **$74,500** reflects a familiar dynamic. Many CSMs at this tenure are moving into Senior CSM, Team Lead, or management titles — and once they do, their compensation gets counted under a different job title in the data. CSMs who stay in the IC track at 7–9 years tend to earn closer to the mid-career band than the 5–6 year peak. - **10+ years**: A bounce back to **$80,000** for the small group of long-tenured CSMs who've stayed in the role rather than moving into leadership. [![Customer Success Salary Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/CSC_Salary_Survey_Report_2025_Article-Banner.png)](https://www.customersuccesscollective.com/customer-success-salary-report-2025) ## How company maturity affects CSM salary Company stage shapes a CSM's compensation in a slightly different way to raw company size. Two companies with the same headcount can pay very differently if one's a well-established market leader and the other's a frantic late-stage scale-up burning cash. | Stage of company growth | Median base salary (USD) | | ------------------------------ | ------------------------ | | Early post-product-market-fit | $61,625 | | Mid-growth (established GTM) | $75,000 | | Late growth / scale-up | $57,500 | | Well-established market leader | $75,500 | | Enterprise | $91,250 | Two things to call out: 1. **Enterprise pays the most.** No surprise: bigger companies, more structured pay bands, more budget for senior CSMs. 2. **Late-growth/scale-up sits lower than expected.** This is the band where companies are scaling CSM headcount fast, often at the expense of individual base pay. The trade-off is usually equity and a faster promotion ladder — but the salary at offer time can lag. ## AI adoption and the CSM salary One of the biggest stories in CS in 2026 is (perhaps unsurprisingly) AI. We asked CSMs how heavily they're using AI in their day-to-day, and how compensation tracks against adoption. | AI usage level | % of CSMs | Median base salary (USD) | | ------------------- | --------- | ------------------------ | | Using AI heavily | 31.6% | $72,000 | | Partly / automation | 40.8% | $70,000 | | Exploring / light | 17.1% | $78,000 | | Not using | 10.5% | $64,456 | A few things worth chewing on: - **The largest single group of CSMs are using AI for partial automation –** 40.8% of the sample. Heavy AI users come in second at 31.6%. - **Light AI users earn the most.** At first glance, the "exploring/light" group's $78,000 median looks counter-intuitive. Dig into the data and it makes sense – these tend to be more experienced CSMs at larger companies that are deliberate about AI rollout rather than racing to automate. - **Non-users earn the least.** CSMs not using AI at all are earning **8.6% below the global median**. Whether AI fluency is being rewarded directly or simply correlates with the kind of forward-leaning companies that pay better, the trend is the trend. If you're a CSM who hasn't yet got your hands dirty with AI tooling for QBR prep, account summaries, churn-risk scoring, or onboarding workflows, the 2026 numbers are a nudge. ## The compensation satisfaction crisis Here's the stat that should give every CS leader pause. We asked CSMs two questions: 1. *Are you happy with your current compensation?* 2. *Do you feel your salary is reflective of your role and everything it entails?* The answers: - **62% of CSMs say no, they are not happy** with their current compensation. - **72% of CSMs say no, their salary does not reflect their role.** - **78% of CSMs say no, CS salaries do not reflect the business value the role adds.** That last figure is the most damning. More than three in four CSMs believe their function is under-compensated relative to the revenue impact it drives. And these are the people running renewals, expansion, churn prevention, and product adoption — arguably the most directly revenue-adjacent work in the company outside of net new sales. If you're a CS leader reading this, the brief is clear: pay isn't just a hiring problem, it's a retention problem. ## How to negotiate your Customer Success Manager salary If you've made it this far and you're realising your salary is below the numbers in these tables, the next question is: what do you do about it? Here's the short version, drawn from how the best CSMs we work with actually run these conversations. ### 1\. Benchmark your market rate honestly Don't anchor to what your friends are paid or what one LinkedIn post claimed. Use the breakdown in this article — region, country, US state, industry, and company size — to calculate a realistic band for your role. If you're a CSM at a 500-person SaaS company in the US Northeast with five years of experience, your benchmark isn't the global $70,500 median. It's the intersection of the US Northeast band ($87,500), the company-size band ($72,000–$75,000), and the experience curve ($89,000 at 5–6 years). The honest answer is "low-to-mid $80,000s." ### 2\. Quantify your impact on retention and expansion CS pay conversations live or die on whether you can put a dollar figure next to your work. Before walking into the meeting, line up: - **Your gross retention rate** for the past 12 months, and how it compares to the company benchmark. - **Your net revenue retention (NRR)** if your role includes expansion. NRR above 110% is a strong negotiating position. Above 120% and you're carrying real revenue weight. - **Specific saves and expansions you led.** "I retained $480,000 of ARR in Q2 that account management had marked at-risk" is a much stronger line than "I improved retention." - **Time-on-account vs. account value.** If you're managing 40 accounts averaging $50,000 ARR, that's a $2M book — make sure the company sees the number. ### 3\. Time the ask around impact, not the calendar Most CSMs ask at performance review time. That's fine, but it's also when every other CSM is asking, so your case has to fight for attention. Better moments: - **Immediately after a major save or expansion close:** Your impact is fresh and quantified. - **After taking on additional scope:** Onboarding a new product line, mentoring a new hire, owning a strategic account, leading an initiative. New scope is a clean lever. - **When a peer leaves:** Companies will pay to retain proven people when they're already short-staffed. ### 4\. Negotiate total compensation, not just base If the company won't move on base, push on: - **Target bonus**: Increasing the bonus % can deliver the equivalent of a base raise without breaking the band. - **Commission structure**: if you're carrying expansion targets, the commission rate is a fair conversation. - **Equity:** Particularly at growth-stage companies, additional grants are cheaper for the company than a base bump. - **Title:** A title change to Senior CSM is the single biggest salary jump in the CS career ladder. If the case is there, push for it. ### 5\. Be prepared to walk The hardest truth: the fastest way to a meaningful pay bump in CS is to change companies. CSMs who move jobs see larger increases than those who stay. That doesn't mean you should leave, but it does mean your current employer is more likely to make a real offer if they sense the alternative is losing you. Have a credible external benchmark (or a real conversation in your back pocket) before you walk into the meeting. ## Why customer success salaries matter "Do a job you love, and you’ll never work a day in your life." At some point, we’ve all heard this saying – and there’s a truth to it. But let’s not kid ourselves: salary plays a pivotal role in job satisfaction and career decisions. For a business function like customer success, every ounce of a Customer Success Manager is responsible for [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) and sustained customer advocacy, generating brand and revenue growth. In a subscription business, dependent on [renewals](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), customer success is king. With this importance comes competitive compensation for a CSM. ## Carry on your financial investigation! If you’d like to learn more about the different factors influencing a Customer Success Manager's salary, plus take a deeper dive into more senior job titles, you can find all of this and more by downloading the **Customer Success Salary Report 2025/26**. It’s the most comprehensive study into the behind-the-scenes economic action underpinning the customer success function. [Are you being paid your worth?](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) You’ll *love* this report if you want to: - Discover how much fellow CS professionals are earning. - Identify your earning potential as you [climb the customer success ladder](https://certified.customersuccesscollective.com/p/customer-success-leadership-accelerator). - Verify if you’re being paid what you’re worth. - Plan out your next career move – and decide on a suitable paycheck. [Get your copy](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ### How to handle CSM underperformance URL: https://www.customersuccesscollective.com/underperformance-in-customer-success-teams/ Last updated: 2026-06-03T14:19:24.000Z Underperforming is an issue that keeps a lot of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) leaders up at night. How do you handle this without tanking the morale of the employee in question – and for its ripple to be felt across your entire team? I've been there; correction, we've *all* been there. After years of working through these situations at Culture Amp – where I spent several years as Director of Customer Success before moving on a couple of years ago – I want to share an approach that's become my go-to strategy for dealing with underperformance. ## Your secret weapon before the PIP Here's my number one rule when someone's [performance](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) starts slipping: cut them some initial slack. I know that might sound counterintuitive when you're feeling pressure to fix things fast, but hear me out. The traditional approach usually goes something like this: person does "just okay" for a while, manager gets frustrated, boom – straight to a formal [performance improvement plan](https://www.personio.com/hr-lexicon/performance-improvement/) (PIP). But that's where we often go wrong. There's a massive gap between noticing performance issues and jumping into formal documentation mode. What we implemented at Culture Amp was an intermediary step that changed everything. Before even thinking about a PIP, we'd take that person aside and work together on what we called a mutual coaching plan. Not a performance plan, not a warning, a *coaching* plan. The difference matters more than you might think. [![Evaluate your CSM's performance scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--3-.jpg)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ## Why mutual coaching plans work where PIPs often fail Think about the last time someone told you that you were failing at something. How did that feel? Probably not great. Now imagine if instead, someone said, "Hey, let's work together to figure out how to get you where you need to be." That's the fundamental shift we're talking about here. When you're dealing with someone who's not hitting their [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), you absolutely [need to share that feedback](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/). But the way you frame it makes all the difference. With a **mutual coaching plan**, you're sitting down together and mapping out exactly where the gaps are. Are they missing the mark on one key metric? Both? Something else entirely? The keyword here is "together." You're not dictating; you're collaborating. ## The week-by-week breakdown that actually moves the needle Here's where the rubber meets the road. Once you've identified the performance gaps together, you need to get specific about what happens next. And I mean really specific. We'd typically set up these coaching plans to run for about a month. Week by week, we'd map out concrete activities – not vague goals like "improve customer satisfaction" but actual, specific actions they could take. Let me paint you a picture of what this looks like in practice. ### What to do with a low-performing Customer Success Manager ![A week-by-week coaching plan for an underperforming Customer Success Manager](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/A-week-by-week-coaching-plan-for-a-CSM.jpg) Instead of just telling them to "fix it," you might work together to identify that in week one, they'll focus on rigorous preparation for every customer meeting – clear agendas, relevant data, a point of view on what the customer needs next. By week two, they'll audit where their [key accounts](https://www.customersuccesscollective.com/how-to-proritize-accounts-in-customer-success/) sit in the onboarding funnel and push stalled customers through the next milestone. Week three, they'll review and update their [account plans](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) so they're actually driving conversations, not just sitting in a folder. See the difference? You're giving them a roadmap, not just pointing out that they're lost. ## The psychology behind why this approach works There's something powerful that happens when you approach performance issues as coaching opportunities rather than disciplinary actions. First off, you're preserving the person's dignity. They're not being put on trial; they're being given support. But it goes deeper than that. When someone knows they're struggling, they're usually already feeling pretty terrible about it. Adding shame to the mix rarely improves performance. What does work? Giving them a clear path forward and the support to walk it. The mutual aspect is crucial too. When people have input into their own improvement plan, they're far more likely to buy into it. They helped create it, so they own it. That ownership translates directly into effort and results. [How to give your team constructive feedbackThe ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team. So, “How do you do this,” you ask?![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/CSC_Sharing_Article_Images_Author-Text--3-.jpg)](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) ## What to track during the coaching period Now, you might be thinking, "This all sounds great, but how do I know if it's actually working?" Fair question. The beauty of a structured coaching plan is that it gives you clear markers to track progress. And the key is to focus on leading indicators rather than lagging ones. [Retention rates](https://www.customersuccesscollective.com/customer-retention/), for example, will eventually reflect the impact of your coaching – but they're a trailing signal. By the time they move, you've already lost weeks of coaching opportunity. Instead, anchor on behaviours and inputs you can actually observe and adjust in real time: - Are they coming to [customer meetings](https://www.customersuccesscollective.com/qbrs-in-customer-success/) prepared – with a clear agenda, the right data, and a view on [what the customer needs](https://www.customersuccesscollective.com/customer-needs-analysis-framework/) next? - Are their account plans being actively progressed and used to drive conversations? - Are customers moving through the [onboarding funnel](https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn/) at the right velocity, or are handoffs stalling? - Are they engaging with the coaching process – asking for help, completing weekly activities, showing initiative? These become your early warning signals. If someone's fully engaged with the coaching process but still not seeing results, that tells you something different than if they're not even trying. [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-514.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle-6.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## When coaching isn't enough: Making the tough call Sometimes, despite your best efforts, the coaching approach doesn't work. Maybe the person isn't engaging with the process. Maybe they're trying hard, but the results just aren't there. Maybe the role has evolved beyond their current capabilities. This is where having done the coaching plan first becomes invaluable. You've given them every opportunity to succeed. You've been transparent about expectations. You've provided support and clear direction. If it's still not working, you can move forward with a PIP knowing you've done right by both the individual and your team. The coaching plan also gives you documentation – not in a "covering your bases" way, but in a "here's what we've tried" way. This matters if you eventually need to escalate to a PIP or even termination. You can show that you invested in their success first. ## The impact on your broader team Here's something CS leaders often overlook: **how you handle underperformance sends a powerful message to your entire team**. When they see you jumping straight to formal warnings and PIPs, what do they learn? That mistakes aren't tolerated. That struggling means you're out. But when they see you working with someone through a coaching plan? They learn that this is a place where people are supported. Where growth is possible. Where leaders invest in their people even when things get tough. This doesn't mean you're soft on performance. Quite the opposite. You're showing that performance matters so much that you're willing to invest time and energy in helping people improve. There's a huge difference between being supportive and being permissive, and your team will recognize that. ![Underperformance in customer success teams: There's a huge difference between being supportive and being permissive.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Matt-Timmis-Customer-Success-Lead-atTem.jpg) ## Coaching in the age of AI I'd add one more thing that feels increasingly relevant: this coaching approach has only become more important as AI tools enter the picture. It can be tempting for CS leaders to view AI with anxiety – worrying about what it means for their team's roles. But the leaders who get this right will be the ones who encourage their CSMs to embrace AI intentionally, as a way to dramatically amplify the impact they can have for customers. Better meeting prep, smarter account prioritisation, faster insight from customer data – a CSM who uses these tools well can do things that simply weren't possible before. That kind of intentional adoption only happens in teams where people feel safe to experiment and grow. Which is exactly the culture a coaching-first approach to underperformance builds. ## Practical tips for implementing coaching plans So you're convinced this approach makes sense. How do you actually put it into practice? Here are some concrete steps that have worked well for me: ### 1\. Start with a conversation, not an ambush When you first notice performance issues, don't wait for them to compound. Have an informal check-in to understand what might be going on. Sometimes there are external factors you're not aware of. ### 2\. Make the coaching plan truly mutual This isn't lip service. Sit down with a blank document and build it together. Ask them what support they need. What obstacles are they facing? What do they think would help them improve? ### 3\. Set a clear timeline with checkpoints A month is usually good – long enough to see real change, short enough to course-correct if needed. Schedule weekly check-ins to discuss progress and adjust as needed. "Your customer communication needs improvement" is vague and personal. "We need to reduce your average response time from 48 hours to 24 hours" is specific and actionable. ### 4\. Document everything, but keep it collaborative Share your notes from each meeting. Let them add their own thoughts. This creates a shared record of the journey you're on together. [What it takes to build a world-class customer success teamBuilding a world-class customer success team is crucial for driving measurable customer results and fostering long-term business growth. In this article, discover strategies and practical steps for creating and nurturing a high-performance customer success team.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-517.png)Customer Success CollectiveMatt Timmins![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Stock-Text--1--3.jpg)](https://www.customersuccesscollective.com/what-it-takes-to-build-a-world-class-customer-success-team/) ## The long-term impact on team culture When you consistently use coaching plans [before jumping to PIPs](https://www.shrm.org/mena/topics-tools/flagships/all-things-work/when-to-turn-to-pips-and-when-to-skip-them), something interesting happens to your team culture. People start to see performance conversations as normal, not scary. They're more likely to ask for help when they're struggling instead of trying to hide it. You also build a reputation as a leader who invests in people. This pays dividends in retention, engagement, and even recruiting. When your team members talk to their peers in the industry, what story do they tell about how you handle challenges? The ripple effects extend beyond your immediate team, too. Other departments notice how you handle these situations. HR appreciates the thoughtful approach. Senior leadership sees you building sustainable performance rather than just hitting short-term numbers. ## Moving forward with confidence Look, dealing with underperformance is never easy. It's one of those aspects of leadership that we all wish we could avoid. But it's also an opportunity to show what kind of leader you really are. The [coaching plan approach](https://www.forbes.com/sites/williamarruda/2024/04/08/replace-performance-improvement-plans-with-coaching-to-enhance-employee-success/) isn't a magic bullet. It requires time, energy, and emotional investment. Some people won't respond to it, and you'll still need to make tough decisions sometimes. But in my experience, it's the best way to balance the needs of the individual, the team, and the business. Next time you're faced with an underperforming team member, resist the urge to jump straight to formal processes. Take a breath. Have a conversation. Build a plan together. Give them the support they need to succeed. Your team is watching how you handle these moments. Show them that this is a place where people are valued, where growth is possible, and where performance truly matters – enough that you'll invest in helping people achieve it. That's the kind of team culture that not only handles underperformance effectively but prevents a lot of it from happening in the first place. And that's something worth working toward. --- *This article was inspired by a Q&A session at the end of Matt's talk at Customer Success Summit London 2023\. To experience the real McCoy, you can watch Matt's full talk, and others like it, with a* [*Pro+ membership*](https://www.customersuccesscollective.com/pro-plus-membership/)*.* [ Invest in your future ](https://www.customersuccesscollective.com/pro-plus-membership/) ### The BIGGEST mistake customer success teams made in 2025 URL: https://www.customersuccesscollective.com/mistakes-customer-success-teams-make-video/ Last updated: 2026-05-08T15:15:46.000Z ### And if you're still interested... [How to Build a Customer Lifecycle That Grows Revenue - PlaybookMost customer lifecycles in 2025? They’re fragmented. This playbook flips that script. It shows you how to design a lifecycle that’s intelligent, adaptive, and outcome-driven – where people, processes, and AI work together to replace friction with flow.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Customer_Lifecycle_2025_Plabook_Meta--1-.jpg)](https://www.customersuccesscollective.com/customer-lifecycle-playbook/) [Avoid the most common and expensive AI mistakes in CXIn this article, discover the five key questions you should be asking before launching AI in your business.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveDeon Nicholas![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-avoid-the-most-common-and-expensive-AI-mistakes-in-customer-experience.png)](https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience/) [How CSMs can drive revenue without feeling like salesCSMs are under more pressure than ever to drive revenue, and that pressure isn’t going away. But a lot of CSMs never signed up for that. In fact, some chose CS precisely because it wasn’t sales. So, how do you balance the revenue expectation without becoming another version of sales?![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Website_Article_Images_Doodles--2-.png)](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) ### How HSBC redesigned customer support for vulnerable customers URL: https://www.customersuccesscollective.com/how-hsbc-redesigned-customer-support-for-vulnerable-customers/ Last updated: 2026-08-14T12:33:16.000Z At HSBC in the UK, we serve around 15 million customers. My team of about 4,000 people spans 16 sites across four countries, and every one of them is working to deliver highly empathetic, high-touch, compassionate journeys to customers who often need us most. That's not easy. In fact, it's one of the hardest operational challenges I've worked on. What I want to share with you is the journey we've been on over the last three years, ever since the Financial Conduct Authority introduced Consumer Duty in 2022\. It changed how we think about vulnerability, how we train our people, and how we measure whether we're actually getting it right. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/CSC_Powerhour_Newsletter_Asset--3---1-.png)](https://www.customersuccesscollective.com/cs-powerhour/) ## Why the number 100 changed everything Let's start with a number. 100 is the number of times the words "vulnerability" or "vulnerable customers" appear in the Consumer Duty regulations. Consumer Duty is a generic regulation that applies across financial services – yet vulnerability is mentioned 100 times. More than the four cross-cutting rules that define Consumer Duty itself. It runs through everything: - Governance - Customer support - Contact centers and branches - Foreseeable harm - Consumer understanding (like letters and documentation) When we looked at that, we realized we had to do more. We already had supported banking and specialist teams, but they were being run like any other contact center. And that creates a mismatch. When you're trying to help people through some of the most difficult moments of their lives, the metric that matters is whether they walked away supported – not how quickly they got off the phone. And yet, that’s what we were optimizing for. My role as Head of Customer Support was created off the back of that realization. The journey that followed breaks into three parts: - How we identified the customers who needed us - How we supported colleagues to support them - How we measured whether it was working [![3 stages of HSBC's support redesign](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/data-src-image-03563607-a7c9-4743-adf5-73ad76b8f338.png)](https://www.customersuccesscollective.com/how-hsbc-redesigned-customer-support-for-vulnerable-customers) _This post is for paying subscribers only._ ### The slow death of CSAT and NPS in the AI era of customer support URL: https://www.customersuccesscollective.com/the-death-of-csat-and-nps-in-the-ai-era/ Last updated: 2026-05-08T12:21:30.000Z For the better part of two decades, [customer satisfaction scores ](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/)(CSAT) and [net promoter scores](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS) have been the twin pillars for measuring [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/). They've appeared in board decks, shaped [compensation structures](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) and given leaders a common language for describing how customers "feel." But across three recent talks at major support events, a consistent theme emerged: these metrics are eroding in relevance – and AI is accelerating their decline. Let's be clear, none of the speakers set out specifically to argue that CSAT and NPS are obsolete. Yet, taken together, their perspectives point to something larger: the systems customer teams have relied on for years are no longer equipped for a world shaped by [AI-mediated interactions](https://www.customersuccesscollective.com/the-ai-enabled-customer-org/), predictive analytics, and growing executive pressure to tie customer outcomes directly to revenue. The speakers came at this from different angles: - **Tuan Ho, CEO and Co-Founder of The Point AI**, approached it from the perspective of an AI developer building customer-facing tools. - **Daniel Bunton, Head of Customer Support at Cleo**, brought the operational reality of managing 75,000 monthly conversations at scale. - **Manuel Ruiz, former SVP of Global Customer Success at JumpCloud**, offered the strategic perspective of a CS leader responsible for over 6,000 accounts and increasingly [accountable to revenue metrics](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/). Together, their insights paint a picture of a measurement paradigm cracking under pressure from three directions: - Declining response rates - The inability to measure AI-mediated interactions - Executive demand for metrics that tie directly to revenue ## The practical collapse This won't come as a surprise to many but far fewer people are answering surveys these days. Daniel Bunton's observation at the **Customer Support Summit in London 2025** was blunt: "Is everyone else seeing response rates to CSAT surveys really plummet over the last five years?" he asked the room. The audience nodded. At Cleo in December 2025, survey response rates had roughly halved. This is a deceptively serious problem. CSAT works as a [metric](https://www.customersuccesscollective.com/customer-success-metrics-calculator-framework/) only when you have enough responses to draw meaningful conclusions. When response rates drop below a certain threshold, you're making decisions based on an increasingly unrepresentative sample. The customers who do respond tend to cluster at the extremes, meaning they're either "very happy" or "very unhappy," and the vast middle ground of your customer base goes unmeasured. Daniel was candid about the internal tension this creates for his team. "We're still in a world where the C-suite cares about CSAT," he commented. "Whereas we're trying to promote **quality assurance scores** and get them to look at them." The disconnect between what frontline CS leaders know to be reliable and what executives expect to see on a dashboard is widening. His conclusion was stark: "I don't think CSAT is long for this world." Daniel pointed to emerging alternatives like Intercom's CX score and various predictive CSAT tools powered by AI, but he also cautioned against rushing to adopt replacements. The measurement landscape is going to look fundamentally different within three years, he argued, and investing heavily in transitional solutions right now might not yield the best returns. "We're in this 'weird slush' phase," he said, where the [old metrics](https://www.customersuccesscollective.com/customer-success-metrics/) are dying, but the new ones haven't fully matured. A member of the audience of Daniel’s talk added an important nuance: leading organizations are starting to track how well they're meeting customer *needs* rather than [measuring sentiment](https://www.customersuccesscollective.com/designing-a-customer-success-strategy-built-on-sentiment-and-relationships/) or satisfaction. As the audience member put it, "I can make you happy, but if I'm not satisfying your need, you're unlikely to renew." Satisfaction and sentiment are feelings and their needs tie back to outcomes. That distinction matters enormously when you're trying to predict retention. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/3-forces-eroding-CSAT-and-NPS.jpg) ## The conceptual problem There’s one thing we need to preface: CSAT wasn't built for a world where robots talk to your customers. **Tuan Ho, CEO & Co-Founder at The Point AI,** approached the question from a fundamentally different starting point. As someone who *builds* AI systems rather than manages support teams, he sees the measurement challenge through the lens of system design. His core argument at his **AI for Customer Support Summit Boston 2025** fireside chat was that CSAT, FCR, and NPS remain meaningful in isolation, but they now require entirely new context. "What does it mean by CSAT now?" he asked. "Was that served by a human, or was that served by a robot? We need to have separate metrics for the human interaction and the robot's interaction." This sounds straightforward, but the implications are significant. When a bot handles 10,000 queries and a human handles 100, you can't apply the same quality framework to both. The sheer volume of AI interactions makes traditional quality control impossible. You can't have a team sit down for weeks reviewing tens of thousands of bot conversations to determine whether they were good enough. [![Customer support events in 2026](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Plan-your-2026-around-customer-support.jpg)](https://events.customersuccesscollective.com/) Tuan’s proposed solution was layered AI oversight, essentially building a managerial agent that monitors the performance of other agents. "AI on top of AI," as he described it. "All you need to do is quality control the managerial agent, because the managerial agent is controlling the rest of the agents for you." He backed this up with a striking research example. In a widely discussed experiment, researchers created a fictional company to test how AI systems behave under pressure. When a simulated CTO announced plans to shut down the AI, [the system responded by threatening to expose an executive's affair](https://www.bbc.co.uk/news/articles/cpqeng9d20go). Across multiple large language models, this kind of self-preservation behavior occurred 85% of the time. When researchers added a supervisory AI layer, the rate of threatening behavior dropped to 4%. The parallel to CS measurement is clear: **you can't evaluate AI-driven customer interactions using human-era frameworks, and you can't quality-control AI at scale using human reviewers**. The measurement infrastructure itself needs to be rebuilt. Tuan also introduced several new metrics worth considering for AI interactions: - How frictionless the experience was - How precise the escalation point was (meaning when and whether the bot correctly handed off to a human) - Whether the customer achieved resolution in a single contact versus needing multiple attempts These are fundamentally different from asking a customer to rate their satisfaction on a scale of one to five after the fact. Perhaps most importantly, Tuan emphasized that every company is still experimenting. "There's no definitive answer, so I wouldn't jump to a conclusion yet," he said. The honest reality is that nobody has figured out the right measurement framework for the AI-era customer support, and anyone claiming otherwise is probably oversimplifying. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The strategic displacement It’s a tough pill to swallow, but [executives want revenue metrics](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/), not satisfaction scores. **Manuel Ruiz,** former **SVP Global Customer Success at JumpCloud**, gave his perspective at the **Chief Customer Officer Summit San Francisco 2025,** adding the third and arguably most consequential dimension. Manuel’s argument was that CSAT and NPS aren't just becoming harder to collect or harder to apply to AI interactions. They're being actively displaced by metrics that matter more to the people who control budgets. Manuel described the fundamental question that CFOs and CEOs are now asking CS leaders: "How are you making an impact on two critical revenue metrics for the business? Namely, NRR and GRR." And, he noted, what they explicitly *don't* want to hear is "what I like to describe as vanity metrics, like NPS scores, QBRs delivered, onboarding statistics that don't directly correlate with the revenue goals." The word "vanity" is doing a lot of work in that sentence. For years, NPS and CSAT have been treated as leading indicators of retention and expansion. Manuel’s argument is that this correlation has always been weaker than CS leaders assumed, and now that AI can provide genuinely predictive analytics tied directly to revenue outcomes, the gap between what traditional metrics tell you and what predictive models tell you has become impossible to ignore. At JumpCloud, Manuel described adopting AI-powered churn prediction that can identify at-risk customers up to six months in advance and explain *why* they're at risk. The system analyzes patterns across product usage, support data, CRM information, and other signals, processing thousands of dimensions simultaneously in ways that human-built health scores simply cannot replicate. The practical impact is that a CS leader can now walk into a meeting with finance and present data showing which specific accounts are at risk, why, and what actions are being taken, all tied directly to ARR impact. Compare that to presenting an NPS score of 42 and hoping the room finds it meaningful. Manuel was also direct about the organizational consequences of failing to make this shift. CS teams that can't demonstrate direct impact on NRR and GRR face shrinking budgets, exclusion from revenue leadership discussions, and, in extreme cases, elimination. He referenced Twilio's decision to let go of its entire CS team as the most dramatic example, while noting that less visible cuts have been widespread across the industry. ## The emerging measurement stack Across all three keynotes, a rough consensus emerged about where customer success and support measurement is heading, even if the specific tools and frameworks are still being worked out. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/The-emerging-measurement-stack.jpg) **Predictive models replace backward-looking surveys.** Rather than asking customers how they felt about a past interaction, AI systems analyze behavioral signals in real time to predict future outcomes. This shifts measurement from reactive to proactive. **Revenue linkage becomes non-negotiable.** Metrics that can't be connected to NRR, GRR, or expansion pipeline will increasingly be treated as nice-to-have rather than essential. Ruiz's advice was unambiguous: "If you're not tied to NRR, you should be as a CS leader, whether or not you own it." **AI interactions get their own measurement frameworks.** Tuan’s point about separating human and bot metrics will become standard practice. Frictionlessness, escalation precision, and single-contact resolution are likely to emerge as core KPIs for AI-driven support. **Value realization replaces satisfaction.** Manuel described AI-generated value scorecards that show customers the specific impact a product is having on his business. This moves the conversation from "are you satisfied?" to "here's what you're getting," which is a fundamentally stronger foundation for retention and expansion conversations. **Needs-based measurement gains traction.** The insight from the London Summit audience member about tracking needs rather than sentiment points toward a more sophisticated approach where you measure whether customers are achieving their specific objectives, not just whether they feel good about the experience. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## The honest assessment None of the three speakers declared CSAT and NPS completely dead today. Tuan said they're "still meaningful" but need new context. Daniel acknowledged that the C-suite still cares about them even as response rates collapse. Manuel positioned them as vanity metrics that fail to impress finance, but didn't suggest abandoning them entirely. The more accurate framing is that CSAT and NPS are being demoted. They're moving from centerpiece metrics that define how success and support are evaluated to supplementary data points that provide some context alongside more powerful, AI-driven measurement systems. For leaders navigating this transition, the practical takeaway is to start building fluency with predictive, revenue-linked metrics now, even if you're still reporting CSAT and NPS to your executive team. The leaders who will thrive in the next few years are the ones who can speak both languages: the legacy language of satisfaction scores that their boards still understand, and the emerging language of churn prediction, value realization, and NRR impact that will increasingly determine whether CS keeps its seat at the table. Sure, the metrics aren't dying overnight, but they *are* fading – and the replacements are already here. --- *Editor’s note: This article synthesizes perspectives shared by Daniel Bunton at Customer Support Summit London 2025, Tuan Ho at AI for Customer Support Summit Boston 2025, and Manuel Ruiz at Chief Customer Officer Summit San Francisco 2025.* ## Experience the real deal If you found these perspectives useful, you’ll get even more value from hearing directly from the practitioners shaping the future of customer success. Our Customer Support Summits bring together support and success leaders and operators from across the industry to share what’s actually working. Explore the [2026 events calendar](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/) and find a summit near you. [ Mark your calendar ](https://events.customersuccesscollective.com/t) ### Why customers churn despite green health scores (and the 5 fixes) URL: https://www.customersuccesscollective.com/customer-churn-communication/ Last updated: 2026-05-06T14:46:26.000Z In [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS), we’re obsessed with [data](https://www.customersuccesscollective.com/data-scorecard-framework/) and the plethora of acronyms that represent it: [net revenue retention](https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding/) (NRR), [net promoter scores](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/) (NPS), [customer lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) (CLV), [time to value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV), and [customer health scores](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/). You name it, we track it. It may come as a surprise to you, but some of the biggest shocks in my career never showed up on a [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/). What truly took me aback was when an account with a glowing [green health score](https://www.customersuccesscollective.com/cracking-the-code-to-customer-health-scores-2/) suddenly churned, or when a flawless deployment went nowhere because the relationship had quietly eroded. Almost every single time when I dug into those situations, the root cause wasn’t the product, the timeline, or the scope. It was communication, or more accurately, the lack of it. I’ve come to believe that most of the [metrics](https://www.customersuccesscollective.com/customer-success-metrics-calculator-framework/) we obsess over are lagging indicators of something far more basic: how well we communicate, especially when the pressure is on. When [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) is strong, the metrics tend to follow. When it’s weak, no dashboard in the world can save you. Too many CS teams slip into what I call “passive partnership.” We want to be helpful, so we overpromise. We want to be liked, so we soften our language. We avoid friction even when friction is exactly what the customer needs. It feels good at the moment, but it doesn’t [build trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/). If there’s one gaping misconception about customer success, it’s that it’s about being agreeable. Trust me, it isn’t. Customer success is about **relationship capital,** and the way you communicate is perhaps the most important **deposit** or **withdrawal** you can make. Here’s how I’ve been coaching my teams to handle communication differently by following five simple methods: ## 1\. Stop S.T.A.B.-ing your customers One of the first bad habits I noticed when I started leading CS teams was how easily uncertainty sneaks into our language. We say “I suspect,” “I think,” or “we believe.” I’ve instructed my teams to **stop S.T.A.B.-ing** their customers: - **S**uspect - **T**hink - **A**ssume - **B**elieve This tends to show up in small ways: - “I think the fix will be ready tomorrow.” - “We believe the feature you’ve requested will be available next quarter.” Individually, these phrases don’t seem like a big deal. But over time, they chip away at customers’ confidence. They signal that we’re not fully in control of the situation. What I’ve been instructing my teams is this: if you don’t know, don’t fill the gap with guesswork; fill it with structure. Instead of: “I think this should work.” Say: “Based on what we’re seeing now, we expect X. If that doesn’t get us there, our next step is Y.” That shift from speculation to clear next steps changes how customers experience you. Thankfully, customers don’t expect perfection. But what they do expect is **transparency and predictability** – that one’s non-negotiable. A small shift from speculation to structure does more for trust than you may think. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 2\. Fix the problem and the person Early in my [leadership](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) role, I fell into a trap I see a lot of strong teams fall into: we focus almost exclusively on solving the problem. And we got good at it. Every problem has two layers: **the problem itself** and the **human reaction** to it. We’re trained to fix the first. The second is what people actually remember. The customer isn’t always right, but they always*have a right.* A right to feel heard, to feel the pressure they’re under, to feel that their reputation is on the line. So my approach is to address the [human side first](https://www.customersuccesscollective.com/human-first-approach-at-work/);: - “I can see how disruptive this is for your team.” - “I understand the pressure this is putting on your timeline and your stakeholders.” It’s not about fluffy empathy, but demonstrating a genuine awareness of the stakes they’re facing. Once the person feels seen, they’re far more willing to partner on the actual solution. The strongest relationship moments I’ve ever seen didn’t happen when we solved a problem, but they happened in the follow-up call when the customer got to say: “Yes, this actually worked.” [How to ingrain a human-first approach in your workplacePrioritizing genuine human interactions can be challenging. In this article, discover how to build strong relationships with colleagues and customers.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/How-to-ingrain-a-human-first-approach-in-your-workplace.png)](https://www.customersuccesscollective.com/human-first-approach-at-work/) ## 3\. Are you a waiter, a bouncer or a guide? When things get tense, most CSMs fall into one of three roles. “The Waiter,” who avoids friction at all costs, says “yes” too quickly, keeping everyone happy right now. Great short-term vibe, terrible for long-term relationships. “The Bouncer” pushes back hard, protects the scope aggressively and can shut conversations down fast. Boundaries are protected, but trust often isn’t. Then there’s “the Guide.” This is the mindset I push my teams for every single time. The Guide listens, but still leads. They understand where the customer wants to go and take responsibility for the right path to get there. That can sound like: - “That’s not the best approach, and here’s why” - “I recommend doing it this way because it will get you the outcome you are actually aiming for” Not defensive. Not aggressive. Just *clear*. Customers don’t lose trust when you push back, but they sure as hell do when you don’t. Sometimes you may need to borrow the Bouncer’s costume to protect scope or the Waiter’s costume to concede a small point for long-term goodwill. But you always come back to the assertive middle ground. That’s where sustainable partnerships are built. [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## 4\. Same side of the table One of the simplest mindset shifts I made was moving away from the default “us vs. them” posture. I actively push my teams to **break that pattern**. When things get complex, I don’t want endless email threads or status updates; I want us on the phone with our customers or, better yet, in the same room with them. When communicating, use “We” and not “I” or “You”. And when we’re in the room? I encourage my teams to do one tiny thing that has a massive impact: **sit on the same side of the table**. It sounds ridiculous until you try it. Suddenly, you’re not facing each other across a table, but you’re literally looking at the problem together. The entire energy changes from handing off tasks to collaborating on a shared goal. ## 5\. Translating between customers and engineering As a CS leader, one of my most important jobs is translation, not just between customers and product, but between two very different ways of thinking. Engineering speaks in binary: **fixed** or **not fixed**. Customers experience progress or the painful lack of it. I constantly work with our engineering and support teams to change how we update customers. Instead of: “We’re still looking into it.” We say: “We’ve ruled out X and Y, and right now we’re validating Z. If that path holds, we’ll move to the next phase tomorrow and I’ll update you by noon.” I push my teams to **lead with the wins**. We start by detailing exactly how much ground we’ve already covered and the progress we made right up until the moment we hit the problem. By pulling back the curtain on our thought process, we show the customer that even if we’re currently blocked, we aren't just standing still, we're **moving forward with intent.** That level of transparency builds trust even when there’s no immediate resolution or a full solution, sometimes especially then. Because if you’re just providing outcomes in 2026, that won’t quite cut it. Customers now expect **transparency and predictability**. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## What this really comes down to is deposits and withdrawals Every single customer interaction is either a deposit or a withdrawal from your **relationship capital**. When you communicate progress (even when you’re blocked), when you fix the person before the problem, and when you lead with assertive clarity, you’re making **deposits**. You’ll need those **credits** the day you have to deliver a price increase, a delayed feature, or your own mistake. In customer success we’re constantly told to be the “voice of the customer”. The way I see it, our real mission is to be the “**leader of the customer**”. Not just to listen, but to provide a clear, confident path forward. ### Customer adoption enablement plan URL: https://www.customersuccesscollective.com/customer-adoption-enablement-plan-template-framework/ Last updated: 2026-05-05T15:15:54.000Z ## What is a customer adoption enablement plan template? A customer adoption enablement plan template is a structured framework designed to help teams build scalable strategies that drive product adoption, retention, and expansion. Rather than relying on one-off onboarding or reactive support, this template provides a repeatable system for guiding customers from initial setup to sustained usage and long-term value. It aligns customer success, marketing, product, and support teams around shared outcomes—ensuring adoption is intentional, measurable, and tied directly to business impact. ## What’s inside the template? This template walks you through a complete, end-to-end adoption strategy, from planning to execution and measurement. 1\. Context and goal setting 2\. Customer success outcomes 3\. Internal alignment framework 4\. Segmentation strategy 5\. Persona and user mapping 6\. Enablement motion selection 7\. 90-day adoption plan 8\. End-user enablement plan 9\. Cross-functional alignment 10\. Metrics and performance tracking 11\. Adoption health and risk management 12\. Scalable enablement checklist and execution plan ## How to use the template Start by defining your customer segment, adoption goal, and success outcomes to ensure your strategy is grounded in real customer value. Next, segment your customers, map key personas, and select the right enablement motions based on their needs and level of support required. Build a focused 90-day adoption plan to create early momentum, then layer in end-user enablement and cross-functional alignment. Finally, track adoption metrics, monitor risks, and refine your approach over time to create a scalable, repeatable adoption engine. ## Download your customer adoption enablement plan template ![Customer adoption enablement plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/05/Customer-adoption-enablement-plan-template.png) [Customer adoption enablement planCustomer adoption enablement plan.pdf247 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/05/Customer-adoption-enablement-plan.pdf "Download") [Customer adoption enablement plan templateCustomer adoption enablement plan template.png34 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/05/Customer-adoption-enablement-plan-template.png "Download") [Customer adoption enablement planCustomer adoption enablement plan A structured planning template for designing scalable customer enablement strategies that drive product adoption, retention, and expansion Use this template to build a repeatable customer adoption strategy across segments. Work through each section in order, f…![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyIPqI46SbhKgAzm6ecCMxorsimeseVOXjXe1UCJS5sUh2Y7TZrQRr0LtXbQZdFezOT2NxZx5uZOhjEeAVeXA4Y2MpgdFYDQA0P4Ao5Ae7qFXp60y70M-w1200-h630-p)](https://docs.google.com/document/d/1VgRs9ULFKA5fqHs3XgdOq7srUzF3LmB4r2fwSPgyqAU/edit?usp=sharing) _This post is for paying subscribers only._ ### The challenges with aligning stakeholders when handling enterprise accounts (and the fix) URL: https://www.customersuccesscollective.com/align-enterprise-client-stakeholders/ Last updated: 2026-04-28T09:24:12.000Z When you’re in the high-stakes game that is managing a $500M enterprise portfolio, your main barrier to growth is rarely a technical limitation. What nearly always blocks renewal is the inevitable decay of human [alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/). After more than 27 years of scaling global [SaaS](https://www.customersuccesscollective.com/what-is-saas/) and AI organizations, I’ve learned that alignment is a perishable commodity. It begins to rot the moment your primary [customer champion](https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/) takes a new role or a quarterly goal shifts. Most [enterprise account](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) failures aren’t product failures, but are the result of failing to treat account health like a high-stakes intelligence briefing. ## The person who kills your renewal is not in your CRM There’s a common myth in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) that if you have a strong relationship with the Chief Information Officer, your account is secure. I can tell you right now, the reality is far more brutal. In a $500M portfolio, the person who kills your renewal is almost *never* the client attending your weekly status calls. In fact, the grim reaper of NRR is their [Chief Financial Officer](https://www.financealliance.io/cfo-interview-questions-and-answers/)’s new hire or a procurement lead, someone who views your platform as a legacy cost center. I recall a specific instance during a [major cloud migration](https://www.tierpoint.com/blog/cloud/cloud-migration-strategy/) in a former company where we had perfect technical alignment with the engineering leads. While we were hitting every deployment milestone, we’d failed to identify a quiet shift in the customer’s internal incentives. Their finance team had moved to a new capital preservation model mid-quarter. And because we weren’t monitoring the signal of their internal politics, a $10M expansion stalled for six months. Ten *million.* So yes, we were winning the technical battle, but we were also losing in the organizational theater. To survive this, your [customer success team *must* partner with sales](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) to align your post-sales strategy directly with expansion and revenue objectives. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Treat account health as an intelligence briefing To prevent this decay, you’ve got to move beyond generic [health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/). Most [C-suite](https://www.customersuccesscollective.com/c-suite-buy-in/) executives are rightly skeptical of black box metrics. Instead, you should apply the operational discipline of an intelligence operator. If you can’t **identify the insurgent stakeholders** or the logistical bottlenecks in the first 30 days of an engagement, I’m afraid to say you’ve already lost control of the account. My experience in intelligence and cyber operations brings a mission-driven mindset to environments where security and national impact are paramount. But what do I mean by “treating an account like an intelligence briefing”? Well, for one, it means moving past what people *say* and looking at what they *do*. Map the shadow power structures of your client’s org. If you don’t know who actually holds the veto, you don’t truly own the account. I’d also suggest identifying the **specific internal incentive**s that drive each department, as these are often in direct conflict. To reach the CFO's "invisible" hire without offending your client champion, frame the introduction as something along the lines of: **a strategic financial alignment exercise designed to protect the champion’s own budget**. Another helpful tip is to [establish data-driven operating models](https://www.devoteam.com/dk/ekspertartikler/data-operating-models-introduction/) and executive governance rhythms that improve decision clarity and risk visibility. This creates a mission-driven mindset where the goal isn’t just a signature, but [long-term value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). ## Automated infrastructure isn’t optional anymore Many CS leaders believe that you can solve alignment through more meetings or better PowerPoint decks. I’ll be straight with you: **this is a total fallacy.** In a [matrixed organization](https://www.customersuccesscollective.com/customer-success-mentorship-ecosystem/), manual coordination is a form of debt that’ll eventually crush your margins. As you scale from hundreds to thousands of customers, your ability to survive depends on building systems that make your customers' success inevitable. I always architect an infrastructure that makes [success repeatable and revenue-aligned at every stage of growth](https://www.customersuccesscollective.com/customer-lifecycle-playbook/), and I’d suggest you plan out the infrastructure of the customer journey, too. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## The intersection of strategy and execution **Step 1:** Completely scrap your [manual check-ins](https://www.customersuccesscollective.com/qbrs-in-customer-success/) and replace them with AI-driven intervention models that flag adoption blockers, such as a 20% drop in API calls or a sudden spike in "how-to" tickets, before they become churn signals. **Step 2:** Establish a unified operating model that forces sales, engineering, and services to operate within the same rhythm of business. Implement structured "[close the loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/)" programs to translate feedback into improvements. But don’t just report on usage; report on the [time-to-value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV) for the customer’s specific business outcomes. You can then track these data points to influence executive decision-making through strategic advisory rather than just tactical support. ## The cold, hard truth about internal politics Building a unified operating model sounds clean on paper, but in reality, it involves brutal internal politics and messy trade-offs. When I was [unifying cross-functional teams](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/) across hundreds of enterprise accounts, the friction was constant. Sales teams often feared that rigid post-sales frameworks would slow down deal velocity. Engineering teams worried about the "feature creep" that comes from direct customer feedback loops. Overcoming this requires high-stakes decision-making and pressure-tested leadership. It means being a true team player who’s willing to listen to contradictory opinions while remaining decisive enough to close the loop. You must be willing to fight the right battles to ensure the customer remains the strategic anchor of the business. I’ve owned full [P&L responsibility](https://www.financealliance.io/tariff-impact-beyond-headlines-to-the-p-l-reality-for-emerging-businesses/) for multi-million dollar divisions and scaled regional practices, which taught me the necessity of aligning delivery, experience, and revenue objectives. [![Customer Success Salary Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/CSC_Salary_Survey_Report_2025_Article-Banner.png)](https://www.customersuccesscollective.com/customer-success-salary-report-2025) ## We often mistake a signature for capability The most overlooked aspect of alignment is the maturity of the customer themselves. We often mistake a signature for capability. If a customer is technically illiterate in your stack, your "alignment" is just a stay of execution. You must treat [customer education](https://www.customersuccesscollective.com/the-power-of-customer-education/) as a strategic lever to remove the technical excuses that middle management uses to block executive mandates. In my previous roles, increasing customer certifications by 45% led directly to strengthened long-term platform adoption. By modernizing digital workplace environments, you improve return on investment and reduce total cost of ownership, making it harder for "insurgent" stakeholders to argue against your value. Transitioning from traditional infrastructure to service-oriented, hybrid cloud operating models enables long-term modernization value that middle management cannot easily ignore. This reduces the burden on your internal teams and allows the customer to scale their own success. ### The resilience of the mission Alignment isn't a goal you achieve. It is a state you maintain through constant vigilance and operational rigour. As AI commoditizes the "how" of execution, the "why" of executive alignment becomes the only premium service left. If you treat every account as a mission and every stakeholder as a potential signal or noise, you can turn complex customer relationships into predictable revenue engines. The job isn't finished when the contract is signed. Use the first 90 days to earn context and build trust, but never assume that trust will survive the next quarterly cycle without active management. Success isn't a feeling; it’s an architecture. You either build it intentionally, or you manage the ruins of a failed renewal. --- ## Ready to turn account intelligence into predictable revenue? The strategies Raymond outlines – mapping power structures, building automated intervention models, and maintaining executive alignment – are exactly the kind of frameworks waiting for you inside [Pro+ membership](https://www.customersuccesscollective.com/pro-plus-membership/). Access battle-tested playbooks, connect with CSMs who've navigated the same high-stakes renewals, and build the strategic knowledge to protect your portfolio. [ Fast-track your career ](https://www.customersuccesscollective.com/pro-plus-membership/) ### A customer success mentorship ecosystem that actually works URL: https://www.customersuccesscollective.com/customer-success-mentorship-ecosystem/ Last updated: 2026-04-24T09:40:20.000Z The first time I was involved with setting up a formal [mentorship program](https://www.customersuccesscollective.com/mentorship-program/), I distinctly remember the excitement of everyone involved. It was for an industry association, and I was part of the board setting it up. We surveyed our entire membership – they all wanted mentors or were equally happy to support as mentors themselves. There was supply and demand. We put together the program and the process. A charter, a timeline, intake, matching, *all of it*. We promoted it across the organization and our networks. And then… it flopped. No one actually signed up! We got crickets. After a rocky start, the program gained traction, but it took several years and several iterations to get it to the place it’s at today. We really had to flip the whole idea on its head. A lot of times, that perfect 1:1 mentorship program sounds amazing, but in reality? It’s not always so perfect for anyone involved. Too much pressure, too many expectations, not enough clarity and alignment. Or alternatively, a “formal” program can just be too much structure that no one has time or energy to follow. Sound familiar? Maybe a little like a *really great product* that should *definitely* be sticky – and yet, doesn’t see [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/). Even the most well-defined ICP, the most [well-designed onboarding program](https://www.customersuccesscollective.com/customer-onboarding/), can fail to deliver if expectations aren’t aligned and it doesn’t connect with customers. It’s the same with mentorship. The good news is that it’s an opportunity. Just like realigning expectations with a customer, you can realign how you’re thinking about mentorship in a way that will benefit you so much more personally and professionally. Rather than searching for your One Perfect Mentor, build yourself a sustainable mentorship ecosystem. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## A sustainable mentorship ecosystem In the same way, most careers aren’t narrow or perfect or a straight line, mentorship doesn’t work that way either. For most of us, support comes from different places at different times. It might be a manager, a former boss, a peer, a friend in another company, someone who advocates for you, or [a community like Customer Success Collective](https://www.customersuccesscollective.com/customer-success-community/). Right now, for instance, I’ve got a fantastic 1:1 mentor at the CCO level – somewhere I see myself longer term in my career. I’ve got another wonderful 1:1 mentor who’s a former boss. I have a brilliant relationship with a 1:1 mentee, who was a match through [The Alliance mentorship program](https://www.customersuccesscollective.com/mentorship-program/). I’m actively involved in the CSC community, as well as a local community of women in SaaS. I have a handful of peers I can go to for support or advice. An entire mentorship ecosystem. In order to get the most meaningful benefit from mentorship, you have to think more broadly about what your mentorship ecosystem looks like and what it takes to build that support in a way that can grow with you. A meaningful mentorship ecosystem will include several components: ### 1\. A 1:1 mentor who’s either in, or has previously achieved, the career goal or stage you’re aiming for *Why it matters:* You don’t know what you don’t know. Learning from someone who’s been there before will help you fill in the gaps and accelerate your process. ### 2\. Peer mentorship in both directions *Why it matters:* The industry is moving and changing quickly and perspective is everything. It’s easy to operate in a bubble, but learning and sharing best practices and the “what’s working” and “what’s really *not* working” across departments, companies, industries, and roles makes us all better and stronger. ### 3\. A community **Why it matters:** In another life, I was a personal trainer, and I’ve always loved Arnold Schwarzenegger – in particular, his emphasis that he’s not a self-made man, but rather, had a lot of help, leaned on community, and also gave back consistently. The same applies for us in CS - our entire industry is built on relationships driving success, both for our companies and our customers. Doing that in a community context, whether online or in person, makes for a much richer mentorship experience. ### 4\. A mentee Why it matters: Taking on a mentee is an incredibly meaningful experience in itself, one that generally results in learning and development on both sides of the relationship. 💡 ***Pro tip:** **If you’re a newer leader, this can be a huge confidence builder!)* But what a gift to have gained the valuable experience in your career that you can share with others to enhance theirs. Don’t pass up the opportunity to make a difference. Of course, you may not have all of these elements going at all times. They’ll evolve, shift and change throughout your career stages. But in general, a range of relationships and interactions is going to be the most impactful, especially over time. So, how do you build it? Start by taking stock of what you have going for you in your mentorship ecosystem today. ## Where does support already exist? A lot of us are quick to think about what we don’t have, especially when it comes to mentorship. But often, there’s already support in our lives that we may not have labeled that way. Where does support already show up, even if you've never called it mentorship? Who do you go to when you are stuck? [Who gives you honest feedback](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/)? Who helps you think bigger or see new possibilities? Who helps you feel less alone in your career? Have you had "mentor moments" without a formal mentor? When, where, with whom have those happened? Have peers, former managers, or [communities](https://www.customersuccesscollective.com/connect-community-podcast-video/) played an important role in your development? Name the people and the moments. You’re probably going to discover a lot that didn’t feel like it “counted” as mentorship, but has been impactful for your career. And when you really look at what you’ve already cultivated in your relationships, it’s likely you’ll find you have a pretty solid mentorship base. But of course, you may also find some gaps, so take stock of those too. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Where are the gaps? The point here is not to get down about it. It’s just to notice the places where your career support system might need a little more structure, depth, or resilience. - Where does your support system feel thin right now? - Are you relying too heavily on one person? Do you have support inside your company, but not outside it? Vice versa? - Do you have mentors, but no real sponsors or advocates? - Do you have advice, but not community? - Are you mentoring others while getting very little support yourself? - What kind of support do you wish felt easier to access? This isn’t just about a person, a group, or a program. This is about thinking through what support levers would make your career or development feel more holistic, more sustainable over time. Then, put it together and make a plan. ## What do you want to build next? Or, you can look at it as what seeds you want to *plant* next, since this is an ecosystem you want to grow and thrive. So walk through: - Do I want to find a mentor for a specific skill or challenge? - Do I want to strengthen an existing mentorship relationship? - Do I need more peer support or community? - Do I need more visibility, advocacy, or sponsorship? - Do I want to be more intentional about mentoring others? - What would make the biggest difference over the next 3–6 months? Take it all and make it practical: 1. What is one realistic next step? 2. Who could you reach out to today? 3. What kind of ask would feel manageable? Back to what it looks like inside: I’m finding that I don’t have great mentorship within my company. Sure, there are parts of that that are out of my control, but there are also some small steps I can take to cultivate that part of my mentorship ecosystem – like setting a separate monthly development meeting with my boss. I’d also like to do more active mentoring myself, which I can fairly easily do by word of mouth, sharing in my communities, or a quick post on LinkedIn. [Leadership tactics to move you up the career ladderClimbing the career ladder from CSM to CCO is more competitive than ever. In this article, discover tactics to rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveBJ Shannon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Leadership-tactics-to-move-you-up-the-career-ladder.png)](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) ## *Your* mentorship ecosystem The point is, support tends to be much more layered, evolving, and human than the very formal version of mentorship we sometimes picture. Don’t be discouraged if that *one* program or *one* mentor or mentee doesn’t work out. And don’t feel like that’s your only avenue to building a great mentorship ecosystem. Talk to your friends – both inside and outside of your role and industry. There’s so much knowledge and perspective out there that we can benefit from for our growth. Volunteer to coach the new hire. Show up to your next SKIP-level meeting with a proposal and a framework for a quarterly development meeting. Go to that networking event you keep signing up for and then deciding at the last minute not to attend. Or be the one who creates the space. Work is hard right now. The *world* is hard right now. You’re never going to regret building relationships that help you and others see that we’re not alone in it. Start thinking of mentorship as an ecosystem, plant a seed, and go thrive. --- ## Ready to grow your mentorship ecosystem? Whether you're looking to learn from someone who's been there, share what you've built, or simply take one meaningful step toward a stronger support system, the [CSC Mentorship Program](https://www.customersuccesscollective.com/mentorship-program/) is a great place to start. [ Find your mentor ](https://www.customersuccesscollective.com/find-a-mentor/) [ Become a mentor ](https://www.customersuccesscollective.com/become-a-mentor/) ### The handoff problem Your NRR is bleeding before onboarding ends URL: https://www.customersuccesscollective.com/closing-the-context-gap-in-customer-onboarding/ Last updated: 2026-04-23T10:35:27.000Z Don't be fooled into thinking your net revenue retention (NRR) is just a customer success metric. NRR is the result of every single handoff, every alignment failure, and every missed milestone that occurs between the moment a deal closes and the moment a customer achieves real value. That gap between what was promised in the sale and what gets delivered in practice is where retention is quietly won or lost. When sales, services, and success operate in silos, the customer journey fractures: time-to-value slips, milestones go unmet, and churn that should have been preventable becomes inevitable. Instead of having CSMs dive in for heroic last-minute saves, your company should be focused on *outcome continuity*. In this session, **Todd Kisaberth**, Chief Customer Officer, and **Steve Frost,** Head of Industry & Executive Advisory, Customer Success at Certinia, share how Certinia's own go-to-market teams made that shift, and what it meant for their customers' time-to-value. --- ## In this session, you'll learn how to: - Stop inheriting problems you didn't create, and start catching them before they land on your desk - Replace the "surprise churn" conversation at renewal with a timeline of proof - Get sales, services, and success working from the same story, not three different versions of it - Turn onboarding from a cost you defend into a retention metric you own - Know which accounts need your attention today, not after the QBR You'll leave with clarity on moving beyond departmental silos, continuous value realization, when and how to leverage specialist AI agents, and why transparency around implementations is pivotal for defending against churn. --- ## Speakers **Todd Kisaberth** **Chief Customer Officer at Certinia** Todd oversees all Certinia Customer Operations spanning Customer Success, Professional Services, Renewals, Support, Training, and Communities. **Steve Frost** **Head of Industry & Executive Advisory - Customer Success at Certinia** As a strategic consultant and advisor, Steve leverages his 25+ years of experience in the technology industry to help clients achieve revenue growth and retention. --- ## Save your space ### Chief Customer Officer Summit | Silicon Valley 2026 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-silicon-valley-2026/ Last updated: 2026-08-21T13:10:04.000Z Catch up on the senior CS insights from top West Coast leaders at GitLab, Avid, LinkedIn & more. _This post is for paying subscribers only._ ### Why customer success “hero culture” is a churn red flag URL: https://www.customersuccesscollective.com/why-customer-success-hero-culture-is-a-churn-red-flag/ Last updated: 2026-06-17T12:24:48.000Z Ask most executives if they're [customer-first](https://www.customersuccesscollective.com/customer-led-growth/), and they'll point to a mission statement or a high [net promoter score](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/) (NPS) as evidence of their [customer centricity](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/). But if you follow a single piece of [customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) through the byzantine processes of a typical software company, the reality shifts. The [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) hears the pain, logs the issue, and then hits a wall. The feedback stalls between success, technical support and product. It vanishes in the gap between sales and implementation. Too often, we mistake heroic acts of [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) for a [customer-centric culture](https://www.customersuccesscollective.com/5-steps-to-building-a-customer-centric-culture/). We shouldn't. Requiring a hero to save an account is only proof that your system has already failed. When a business depends on individual rescue work to protect [retention](https://www.customersuccesscollective.com/customer-retention/), it’s usually compensating for a breakdown elsewhere in the [customer journey](https://www.customersuccesscollective.com/customer-journey-map-framework/), not demonstrating operational strength. ## Treat churn as a pre-existing condition [Churn](https://www.customersuccesscollective.com/customer-churn/) isn't a [renewal](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) event. It is a lagging indicator of a failure that happened months (sometimes years) prior. In some cases, churn can be inadvertently built into the original contract by not getting to the real business outcomes or expected value. This pre-ordained churn is exacerbated by a [fragmented customer journey](https://www.customersuccesscollective.com/addressing-the-gaps-in-the-customer-journey/) and disconnected systems trying to cut across [customer-facing teams](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/) that often are siloed. When data fails to flow seamlessly from the first touchpoint to the [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) and [implementation](https://www.customersuccesscollective.com/customer-implementation/) phase, the delivery team inherits a trust deficit from day one. If the product can’t meet the specific promises made during the sales cycle, the account is essentially dead on arrival. By the time a CSM identifies the risk, they’ve moved past practicing success and are already performing an autopsy. To fix this, we have to look at [time-to-value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV). If your onboarding process is a black hole where data from the sales cycle disappears, the customer spends their first 90 days re-explaining their business goals. That friction is where churn really starts. True customer-centricity means ensuring the [customer success journey begins during the sales journey](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/). [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## From cost center to revenue engine Customer success has long been viewed as a defensive cost center; a safety net to catch falling accounts. This is a broken model, and one that becomes harder to sustain as the business grows and complexity increases. To drive [enterprise value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/), CS must transition into an offensive revenue engine focused on net revenue retention (NRR). That shift can’t happen if customer success is left carrying outcome accountability on its own; sales, product, delivery, and customer success all shape whether customer value is realized or delayed. Whether your customer journey is actually structured to [protect NRR](https://assets.certinia.com/download/5e7a36ba18f311f1af408a8022783e00?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=brand-nam-ent-tofu&utm%5Fcontent=fy27-ai) is worth pressure-testing against your current setup. The most [efficient growth doesn’t come from new logos](https://www.customersuccesscollective.com/the-future-of-cs-saas-video/), but from expansion within your existing base. CSMs are sitting on a goldmine of customer intelligence. They know which features are being ignored and which business processes are stalling. But they can’t act on this intelligence if they’re buried in [manual administrative work](https://www.customersuccesscollective.com/manual-vs-automated-adoption/), or they’re chasing metrics that don’t really matter. We need to stop measuring CS teams by customer happiness or NPS – [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) that can obscure the real truth. Even [product usage](https://www.customersuccesscollective.com/product-usage-metrics/) is a deceptive signal; a customer can log in every day without ever achieving the goal they bought the software for. ### The real issue with hero culture in customer success "Hero culture" only makes this worse. It masks systemic gaps instead of forcing them into the open. It delays root-cause correction because the rescue becomes more visible than the redesign. It creates inconsistent customer experiences because success depends too heavily on which individual happens to own the account. And it doesn’t scale, because no growth model should depend on repeated acts of internal heroism. To drive sustainable NRR, CS leaders should focus on measuring [*value realization*](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/)based on defined [customer business outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/). When a CS team can prove they’ve helped a customer hit their specific business [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/), the renewal switches from a negotiation to a simple formality. Expansion becomes the natural next step, not a forced upsell. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Agentic AI can help, but only if your data is clean [Agentic AI](https://www.customersuccesscollective.com/redefining-customer-engagement/) has brought a fundamental sea change in how the customer journey is managed, with the ability to surface friction earlier, reduce reactive work, and help teams act with better context before risk hardens into churn. We’re already scratching the surface of a world where autonomous agents handle the reactive, time-consuming work that currently keeps CSMs in a constant state of firefighting. The outlook is exciting. [Autonomous agents for customer success](https://connect.certinia.com/Beyond-the-AI-Pilot?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=brand-nam-ent-tofu&utm%5Fcontent=fy27-ai) today already have the ability to synthesize account history, flag friction points hidden in support tickets, and draft personalized outreach plans before a CSM even starts their day. When staffing gaps occur, like a consultant taking unexpected leave, AI agents can identify the best-qualified replacement based on real-time skills and capacity data. This orchestration allows CS teams to focus on high-value strategy rather than data grunt work. ### The roadblock to this future is fragmented data The bigger risk is assuming AI can compensate for a **broken operating model**. It can’t. It can only work well when the [underlying customer data and ownership model](https://www.customersuccesscollective.com/customer-success-data-architecture/) are coherent. For autonomous AI agents to deliver on their promise, a single, trusted source of data truth to function reliably. If your customer data is trapped in separate CRM, off-platform professional services automation (PSA) and CS point solution silos, your AI will lack the context to make accurate decisions. A unified platform is the answer, one oriented around a single customer record uniting sales, delivery, finance, and customer success, tracking the customer from opportunity to renewal. Without that foundation, even advanced AI will only accelerate existing inefficiencies. [The perils of poor customer data hygiene (and how to prevent it)It’s a sinking feeling you’re probably trying to ignore. That little voice in your head going: “Our data might be… a bit of a mess”? Hate to break it to you, but it’s probably right. In fact, 70% of revenue leaders lack confidence in their CRM data.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2025/07/CSC_Website_Article_Images_Doodles--43-.jpg)](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) ## Are you practising customer-centricity… or just claiming to? Don’t let green dashboards mask red reality. Information gets sanitized as it moves up the chain, and NPS is a lagging indicator. By the time a churn report reaches the C-suite, the rough edges have been smoothed over. Hero culture often survives because organizations reward visible firefighting more than invisible prevention. The rescue gets celebrated. The systemic fix gets delayed. When the entire organization – not just the CS team – is incentivized by the customer’s ultimate success, the culture of heroism dies, and a [culture of true customer-centricity](https://videos.certinia.com/watch/TsPjKQ2Wf77g8mKd9oe6U2?utm%5Fsource=cs-collective&utm%5Fmedium=byline&utm%5Fcampaign=brand-nam-ent-tofu&utm%5Fcontent=fy27-ai) takes its place. *That’s* how you move beyond platitudes. And how you build customer success on alignment, data integrity, and measurable value realization rather than intervention. ### Silent signals playbook: Turn support signals into revenue URL: https://www.customersuccesscollective.com/silent-signals-playbook/ Last updated: 2026-05-26T13:05:00.000Z Most customer teams are drowning in tickets. Few realise those tickets are full of revenue signals. Every frustrated user, repeated issue, feature request, or workflow question is telling you something valuable. Who’s at risk. Who’s ready to expand. What customers need next. The problem is that most businesses treat tickets as tasks to close, not intelligence to act on. In this practical playbook, [**TeamSupport**](https://www.teamsupport.com/) reveals how their team turned everyday support ticket data into **$300K in expansion ARR** by spotting hidden signals before competitors or churn did. This is not another theory-heavy ebook. It’s a real-world framework for turning support conversations into retention wins, expansion opportunities, and smarter customer growth. --- ### In this playbook, you’ll discover: - Why support tickets are one of the most underused sources of customer revenue insight - The three silent signals hiding in your queue: churn, expansion, and product demand - How to spot at-risk accounts before they cancel - How to identify upsell opportunities that customers are already asking for - How to turn recurring support themes into product roadmap influence - The system TeamSupport used to generate $300K in expansion ARR - How to build a scalable process using AI, automation, and cross-functional alignment --- ### Why download it? Most post-sales teams wait for churn surveys, QBR feedback, or renewal conversations. By then, it’s often too late. Your support queue shows customer intent earlier, and more honestly, than almost anywhere else. This guide shows you how to turn those signals into action while there’s still time to retain and grow revenue. --- ### Get the Silent Signals Playbook Learn how to transform support data into a predictable engine for retention, expansion, and customer insight. ### AI Customer Success Summit | Virtual, April 2026 URL: https://www.customersuccesscollective.com/ai-customer-success-summit-virtual-april-2026-2/ Last updated: 2026-04-20T09:30:12.000Z Unlock AI-driven strategies to automate workflows, build smarter health scores, drive expansion, reduce churn, and future-proof your role. _This post is for paying subscribers only._ ### Why CSC Pro+ membership is one of the best career investments I've made URL: https://www.customersuccesscollective.com/why-csc-membership-best-investment-in-my-career/ Last updated: 2026-05-08T09:36:36.000Z I'm a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) with over 15 years of professional experience in IT, and nearly a decade of expertise spanning digital asset management, product information management, and customer success. At Censhare, where I serve as Chapter Lead Customer Success Management, I work to bridge the gap between complex technical solutions and high-level business goals – staying hands-on with the details while keeping the bigger picture in mind. I specialize in managing the entire [customer journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/), with a focus on driving retention and building long-term loyalty. Through data-driven insights and [clear communication](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/), I aim to act as a trusted advisor to my clients, helping them see real, measurable value – whether I'm streamlining an onboarding process or navigating a tricky renewal. --- ## Why I signed up for a CSC membership Everything I know about CSM is based on my own learning and research. I'm largely self-taught in this field, which means I've always been intentional about seeking out the right resources and communities to fill the gaps. I wanted to [join a well-established community of professionals](https://www.customersuccesscollective.com/the-csc-slack-community-will-change-your-life-and-your-career-danielle-martin-tryhackme/) where I could learn, connect, and get inspired – somewhere I could validate and expand what I already knew, while discovering what I didn't. And I really wanted to attend a major CSM event. The [Customer Success Summit](https://events.customersuccesscollective.com/) was the perfect opportunity to do exactly that. --- ## How the membership helped me tackle a real professional challenge I've worked through several of the courses available through the CSC Pro+ membership. The [Customer Success Metrics certification](https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/) stood out in particular – it gave me the [frameworks](https://www.customersuccesscollective.com/the-heart-template-framework/) and structure I needed to build out a couple of key strategies and processes within my company. Beyond the courses, I make regular use of the frameworks section. It helps me get a solid starting point for new initiatives, and honestly, sometimes it gets most of the heavy lifting done for me. When you're working across [a complex customer journey](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/), having a proven structure to work from is invaluable. --- ## The resources I keep coming back to Courses, without a doubt. I love learning, and I love the sense of accomplishment that comes with earning a certification. It's a way of formalizing knowledge I've built up over the years and demonstrating it in a concrete, credible way. That said, the [templates and frameworks](https://www.customersuccesscollective.com/content-hub/?filter=templates-frameworks) are a close second. I use them constantly. If you're a Pro+ member and you haven't explored those yet, I'd strongly encourage you to – they're well worth your time. --- ## How the membership has shaped my professional growth The community aspect has been a real highlight. I joined the [CSC Slack channel](https://www.customersuccesscollective.com/customer-success-community/) and have had genuinely useful discussions there – the kind of conversations that make you think differently about your own work. I also loved attending the in-person Customer Success Summit, and I'm excited for the upcoming [Customer Success Festival in June](https://events.customersuccesscollective.com/location/londonjune). Being in a room, or a channel, with other CSMs has given me a much richer understanding of the role. I can see what we all have in common, and where we diverge: some CSMs are more [commercial](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/), others more [technical](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/); some are focused on [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), others on [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/). That broader perspective has made me better at my own job. --- ## Would I recommend a CSC Pro+ membership? Absolutely – it's worth it. It's one of the best investments I've made in my CSM career. [ Explore the memberships ](https://www.customersuccesscollective.com/signup/) ### How HubSpot rethought its customer success operations in the age of AI URL: https://www.customersuccesscollective.com/how-hubspot-rethought-cs-operations-ai/ Last updated: 2026-08-14T12:33:47.000Z Customer success (CS) is having [a seismic shift](https://www.customersuccesscollective.com/customer-success-evolution-ai/) – a transformational "iPhone moment." Yet, many organizations are still trying to service their clients with the equivalent of a flip phone. Ask any business, and they’ll say the same two things: customer expectations are skyrocketing and AI is disrupting every traditional workflow. We can't afford to be reactive, especially considering that [44% of customers who churn](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/) do so simply because they aren't achieving their desired outcomes. We're at an incredible inflection point where our go-to-market capabilities are expanding exponentially. We can now use AI to gain deep insights into hundreds of thousands of customers simultaneously, allowing for the kind of personalized service that was previously impossible. But if we’re to thrive in this future, **we have to rethink how we deliver value**. In this article, I’ll outline the five core shifts you need to make to move your customer success team from a cost center to the epicenter of your company’s growth. We'll cover the transition from usage to value, the death of traditional onboarding, and why the "human layer" is more important than ever in an agentic world. ## The current customer value pyramid Customer Success Managers (CSMs) talk about "customer value" constantly, but it’s often a vague concept. I like to think of it as a pyramid with four distinct layers. At the base is the **product experience** – does the tool actually work? Above that are **customer goals**, then **benefits and ROI**, and finally, at the peak, **partnership and trust**. ![Customer value pyramid](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Customer-value-pyramid.png) _This post is for paying subscribers only._ ### Lifecycle-driven advocacy template URL: https://www.customersuccesscollective.com/lifecycle-driven-advocacy-template-framework/ Last updated: 2026-04-16T09:09:13.000Z ## What is a lifecycle-driven advocacy template? A lifecycle-driven advocacy template is a strategic framework that helps you generate customer advocacy – such as reviews, referrals, case studies, and references – by aligning your asks with the right moments in the customer journey. Instead of requesting advocacy randomly, this approach ensures you engage customers when they’ve already experienced value and are most likely to say yes. ## What’s inside the template? This template provides a complete system for building and scaling lifecycle-driven advocacy programs. - Advocacy give-get model - Lifecycle mapping framework - Advocacy readiness triggers - Value moment design - Advocacy activation flows - Effort-based advocacy model - Advocate pipeline tracker - Advocacy reuse strategy - Quick wins and long-term roadmap - Metrics and reporting framework - 30–60–90 day action plan ## How to use the template Start by defining your value exchange so advocacy feels mutually beneficial. Next, map your customer lifecycle stages and identify where advocacy naturally fits, then layer in signals that indicate readiness. Build simple activation flows for one advocacy motion (e.g. reviews) using clear triggers, channels, and timing. Keep the first version focused before expanding. Track potential advocates in a pipeline, follow up consistently, and reuse advocacy content across your lifecycle campaigns. Finally, measure performance using a small set of key metrics and refine your approach over time as you scale the program. ## Download your lifecycle-driven advocacy template ![Lifecycle-driven advocacy template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Lifecycle-driven-advocacy-template.png) [Lifecycle-driven advocacy templateLifecycle-driven advocacy template.pdf186 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/04/Lifecycle-driven-advocacy-template.pdf "Download") [Lifecycle-driven advocacy templateLifecycle-driven advocacy template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/04/Lifecycle-driven-advocacy-template.docx "Download") [Lifecycle-driven advocacy templateLifecycle-driven advocacy template Turn customer value moments into predictable advocacy outcomes. This template helps customer marketing, lifecycle, customer success, and advocacy teams build a repeatable system for generating reviews, referrals, case studies, references, and speaking opportuni…![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJpGVTw3bjhHX2AyRGbv1IhF_sXR_ylMn51p6ubLEfHiuiJZ7XKuSx-Jx954FZSExo9-ljISZtcSqbLIRMdIZPmLIjCeRZhB7PRO6btSjH5TdFrAxf3-w1200-h630-p)](https://docs.google.com/document/d/10bmHNe8ziiamaokw9ZXE3JdEIZFcNT6FfaSxPsSKNTE/edit?tab=t.0) _This post is for paying subscribers only._ ### What high-performing teams actually get right about customer success enablement URL: https://www.customersuccesscollective.com/customer-success-enablement-high-performing-teams/ Last updated: 2026-04-17T17:44:57.000Z Most [customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/) programs are built around a flawed assumption. Hire good people, run them through onboarding, hand them a playbook and a platform login and track activity metrics until something improves. It's a training-department model applied to a strategic function, and to be blunt, that gap explains why enablement so rarely delivers. In fact, [69.5% of teams have no formal enablement function at all](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/). The [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) leaders [building consistently high-performing teams](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) treat it differently. Not as a one-time event, but as a layered operating model that spans what their people know, how their processes scale, and whether the organization itself believes in what CS is doing. Three practitioners bring distinct angles to this question: - At Customer Success Summit Denver 2025, **Charlene Styers, Senior Director of Customer Success at BigID**, focused on the competencies CSMs need to connect product capability to customer value. - At Customer Success Festival New York 2023, **Christina Parra, Senior Manager of Customer Success at LinkedIn**, recalled how she built a repeatable framework for operationalizing success plans at scale. - At Customer Success Summit New York 2025, **Ishana Gupta, Senior Customer Success Director at Darktrace**, stood up an entire CS function across three distinct company growth stages – with training design, organizational trust, and stakeholder alignment at the center of each. Together, they map out three layers of enablement that most organizations treat in isolation, and which only work when they function together. ## What CSMs actually need to drive customer value When a CS team underperforms, the instinct is to reach for [technical depth](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/). More product training. A higher hiring bar. Charlene Styers spent the last year and a half navigating exactly this pressure at BigID, caught between an executive team pushing for more technical CSM profiles and her own read of where the real gap lay. > *“I found myself at a tension point with my leadership, who were over-rotating on themes they were seeing in customers and saying, ‘Oh my gosh, we need to hire an entirely technical CSM team.’"* Her pushback was deliberate because the issue at hand wasn't her team’s product knowledge; after all, CSMs can’t *not* have product knowledge. The real problem was use-case expertise: > *"You can have somebody know a product all day long and know it inside and out, but if you don't have a team of people that can tie it back to use case and develop use-case expertise, there's no bridge for the customer."* Her framework separates three distinct competencies that often get conflated: product knowledge, use-case expertise and value proposition fluency. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) Product knowledge is the baseline – understanding [features](https://www.customersuccesscollective.com/new-product-features-email-template-framework/), functions and limitations well enough to triage conversations, anticipate [implementation challenges](https://www.customersuccesscollective.com/customer-implementation/), and speak credibly about what the product can and can’t do. It also means being able to bridge technical and non-technical stakeholders in the same room: > *"You need to help translate the gap, because often you'll have a combination of technical experts in the room alongside business stakeholders who don't know how to talk to one another."* Use-case expertise is the layer above that. It requires understanding the specific problem the customer bought the product to solve, how acute that pain is and exactly how the product maps to relief. Without it, even technically fluent CSMs end up reciting capabilities that just don't register. [Value proposition](https://www.customersuccesscollective.com/value-proposition-evaluator-template-framework/) fluency is where most enablement programs stop short. Charlene identifies five categories of value a product can deliver: 1. Knowledge 2. Productivity 3. De-risking 4. Revenue 5. Data Each carries its own measurement logic. For productivity: how many hours were saved, which [manual workflows](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) were replaced? For de-risking: how much exposure was avoided? "Value can't be vague," she reminds us. "Value can mean a lot of things for our customers." [Manual vs. automated adoption? Deciding the right balance in 2025CSMs know that the true measure of success is whether that customer adopts the product and finds value quickly. But how should adoption be driven? Should CS teams continue to rely on manual, relationship-driven efforts or shift toward automation and data-driven workflows to scale?![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--46-.jpg)](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) Now, the harder challenge is that customers often can't answer these questions themselves. In those cases, Charlene encouraged her team to **build hypothetical models** rather than abandon the conversation. She described working with one of the largest banks in the US, where the customer contact had no clue how her business leaders measured value. Rising to the challenge, Charlene offered to “paint some hypotheticals for \[them\]." Her team backed into it using industry averages – average breach costs in financial services, typical data storage waste – and gave the customer something to refine with their own stakeholders: > *“If you can get your customer engaged in a picture and a story – bought into why it's important – everybody wants to win."* The enablement implication is clear: CSMs need structured practice in discovery, in translating technical outputs into business language, and in building value narratives when customers can't yet articulate what value means to them. That's a different discipline from product training – and conflating the two is what leads CS leaders to solve the wrong problem. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The four components of a customer success plan that actually works Christina Parra reviewed hundreds of [customer success plans](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/) across her eight-year tenure at LinkedIn. The patterns of failure are consistent: > *"Three things were happening. We perceived that a customer was receiving value, came to the renewal conversation with this deck, and then the customer said, 'That's actually not why we bought the product. That's not what we mean by value.'"* The second failure: customers weren't receiving value because they weren't holding up their side of the partnership. The third: the plan didn't exist in a form anyone could reference. Her [definition of a success plan](https://www.customersuccesscollective.com/knowing-your-customer-and-building-the-success-plan/) is precise for a reason: > "A customer touchpoint where you ultimately answer the question with precision – what are the specific things we must achieve, and how will we know we've done so, to secure your renewal year after year?" ### The “why” The *why* captures the customer's vision, business objectives, and the value they're expecting from the product. Christina is emphatic that this comes first – not because it's the most interesting section, but because it filters everything else. "The why comes first because what is actually going to be filtered by the why." Get this wrong and the rest of the plan optimizes for the wrong outcome. ### The “what” The *what* identifies the leading indicators and behavior changes the product needs to drive — shaped by the specific objectives in the why, not by a generic adoption checklist. "This is really where you want to put the leading indicators that are measurable and trackable, where you want to put the behavior change that you're really driving into documentation." [![Evaluate your CSM's performance scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--3-.jpg)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ### The “who” The *who* maps stakeholders using a decision-making framework she calls RAPID – recommender, agreeer, performer, input, decision-maker. Of these, she puts most emphasis on two: "The most important thing when creating a success plan is getting clear on the 'P' – who is responsible for making sure this gets implemented and embedded within the organization – and the 'D' – who is the ultimate decision maker on whether to continue investing." [Multi-threading](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) isn't a nice-to-have here. It's what prevents the plan from dying when a key contact leaves. ### The “how” The *how* pulls it together into milestones, check-in cadences, and integration with the customer's existing workflows. "This is also where when and where fit really nicely. When are we going to check in again to make sure you're seeing the value that you set out to see? And where – how are we going to integrate this into existing forums?" What distinguishes Christina’s approach as enablement, rather than just planning methodology, is how she thinks about execution at scale. She links each component to a specific skill set that managers should be coaching against. Discovery for the *why*. Multi-threading and stakeholder mapping for the *who*. Project management and commitment-building for the *how*: > *"Coaching comes down to identifying what skills your team needs to actually deliver a strong success plan."* Standardization matters too, though for a counterintuitive reason: > *"When I was a CSM, I was spending a lot of time spinning up templates from scratch, versus going deep on the why, the who, the how."* A consistent format removes that friction and redirects CSMs toward what actually moves the needle. On portfolio pacing, Christina’s instinct is to start with the question of why not every account has a plan and work backward. "If a CSM is [managing 60 accounts](https://www.customersuccesscollective.com/customer-success-responsibilities/), that's one per week if you pace it out. I'd start with the question: why not all 60?" A lightweight, tailored success plan, she argues, is more valuable than a comprehensive one that never gets done: "Delivering something that is custom but super simple is so much more impactful than delivering something that is really long but not custom." [The growing responsibilities of customer success teamsHave you noticed how the role of customer success keeps expanding… but rarely sheds anything along the way? Ask almost any CSM what they’re responsible for, and the answer starts to sound less like a job description and more like a system diagram![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles.jpg)](https://www.customersuccesscollective.com/customer-success-responsibilities/) ## How to build the internal credibility that customer success needs to operate strategically Ishana Gupta's perspective adds a dimension that Christina and Charlene touched on but didn’t fully address: the internal conditions that determine whether any of this actually sticks. Ishana joined Darktrace over seven years ago, when customer success was a reactive operations function embedded in the sales organization. She has since built and led the [strategic team](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) through three distinct phases: pre-IPO unicorn startup, London Stock Exchange listing, and acquisition by a US private equity firm. Each phase came with different enablement priorities. In the early stage, the most urgent need was basic customer engagement. Her team was initially staffed by converting account executives who already had product knowledge and existing customer relationships. [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) were kept deliberately simple: customer meetings held and executive business reviews completed. But the training program behind those simple KPIs was more sophisticated. Two initiatives stood out. [Value proposition evaluator templateA template to convincingly communicate how your product or service will benefit your customers, why they should trust you, and why they should choose you over your competitors.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Value-proposition-evaluator-template.png)](https://www.customersuccesscollective.com/value-proposition-evaluator-template-framework/) ### 1\. The problem of the “happiness trap” The first – what Ishana calls the "happiness trap" – trained CSMs to challenge the assumption that silence means satisfaction. > *"You can talk to a customer who says, 'No complaints from our team, everything is going well, we don't need a regular cadence.' And then the renewal comes around and you're thinking – what happened?"* A quiet customer who hasn't realised enough value to complain is a churn risk hiding in plain sight. ### 2\. The problem with structured role play The second was structured role-play. According to Ishana: > *“You can arm your CS org with all the right tools, processes, and product knowledge, but when they go out in the field, it's different.* > > *In our role-play, the manager plays the customer – an end user, a decision maker, a stakeholder – and the CSM has to drive the conversation forward, position themselves as a trusted advisor, and offer solutions that don't cost the customer more money.*" As Darktrace matured and went public, the model evolved. The team segmented into strategic, enterprise, and SMB tiers. Compensation shifted from qualitative [engagement metrics](https://www.customersuccesscollective.com/customer-success-metrics/) to renewal quotas. [External hiring](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) became deliberate, specifically to introduce diversity of thought. Ishana’s most distinctive contribution is her argument about [internal stakeholder alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/). She advocates for running quarterly internal reviews – with product, sales, and leadership – using the same rigor applied to customer account reviews. "We always think about our customers and how they measure success,” she notes. “But internally, what does that mean for these stakeholders? How can we help them do their job better and align our goals?" The reasoning is structural. When leadership changes, as it did significantly at Darktrace through both IPO and acquisition, a CS team that has consistently positioned itself as the organization's powerhouse of customer knowledge becomes a stabilizing force: > *"No matter what changed – in sales, solutions engineering, at the executive level – we had established ourselves as a critical resource with trusted customer relationships and deep institutional knowledge."* Her fifth and final takeaway is worth stating plainly: "The answer to your problem is not another tool." [Automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) matters, operational efficiency matters, but Darktrace ran on a deliberately thin toolset for years. "It's the mindset of being gritty and creative with solutions ultimately," she notes. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ## Where the three perspectives converge Three leaders. Three companies. Three growth stages. And a set of shared convictions worth making explicit. All three treat the customer's definition of value as foundational – not as a given, but as something CSMs must actively uncover and validate. Charlene builds her entire competency model around it. Christina makes it the first section of every success plan. Ishana trains her team to resist the assumption that the absence of complaints equals delivered value. In each case, the enablement priority is the same: ensure CSMs can surface what value actually means for each customer, rather than assuming they already know. All three locate enablement responsibility with [leadership](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/)the , not with a training function. Christina’s coaching framework puts managers at the center of skill development, linking each component of the success plan to a distinct set of behaviors managers should be coaching against. Ishana’s role-play programme requires managers to actively participate as customer personas. Charlene was candid about pushing back on her executive team when their instinct was to hire differently rather than enable better. And *none* of them position tools as the starting point. Ishana says it directly. Christina’s framework is deliberately tool-agnostic. Charlene mentions building a value one-pager and ROI calculator, but frames them as outputs of a well-enabled team – not substitutes for one. ## How to audit your enablement across all three layers The practical test is to audit all three layers, not just the one most visible in your organization. ### On capability Can your CSMs articulate the specific business problem each customer bought the product to solve? Can they build a value narrative when the customer can't give them numbers? If not, the gap probably isn't product training – it's use-case expertise and value fluency. Adding more technical knowledge to a team that can't bridge it to customer outcomes won't move the needle. ### On process Does every account have a success plan both sides can reference? Is it structured around the customer's objectives, or is it a generic checklist mapped to your product features? Are managers coaching against specific components of the plan, or giving feedback in the abstract? Christina's point about standardization is worth taking seriously: if your CSMs are rebuilding templates from scratch for every customer, they're spending their time on the wrong problem. On organizational trust: do your internal stakeholders – product, sales, finance, senior leadership – treat CS as a source of customer intelligence? Or is CS still making the case for its own relevance in every cross-functional meeting? If the latter, Ishana’s suggestion of a quarterly[ internal stakeholder review](https://www.customersuccesscollective.com/stakeholder-feedback-and-improvement-log-framework/), using the same structure you'd apply to a customer account review, is worth trying. The question to ask each stakeholder is a simple one: what does success look like for you, and how can CS help you get there? Most CS functions are strong in one of these layers, developing in a second and, admittedly, largely ignoring the third. Training a CSM to hold a great customer conversation is necessary, but largely insufficient if there's no process to scale it and no organizational trust to sustain it. --- **Editor's note:* This article synthesizes perspectives shared by Charlene Styers at Customer Success Summit Denver 2025, Christina Parra at Customer Success Summit New York 2023, and Ishana Gupta at Customer Success Summit New York 2025\. Details, including job titles and companies, reflect each speaker's role at the time of their presentation.* [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## Experience the real deal If you found these perspectives useful, you’ll get even more value from hearing directly from the practitioners shaping the future of customer success. Our Customer Success Summits bring together CS leaders and operators from across the industry to share what’s actually working. Explore the [2026 events calendar](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/) and find a summit near you. [ 2026 events calendar ](https://events.customersuccesscollective.com/) ### Customer Success Summit Denver 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-denver-2026-2/ Last updated: 2026-08-28T15:49:24.000Z Catch up on all sessions from our Denver event and get insights from the likes of Okta, Lyft, First Advantage & Ericsson. _This post is for paying subscribers only._ ### Customer Success Summit Denver 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-denver-2026/ Last updated: 2026-08-21T12:55:09.000Z Catch up on all sessions from our Denver event and get insights from the likes of Okta, Lyft, First Advantage & Ericsson. _This post is for paying subscribers only._ ### Customer expansion readiness & account growth plan URL: https://www.customersuccesscollective.com/customer-expansion-readiness-account-growth-plan-template-framework/ Last updated: 2026-04-08T10:13:16.000Z ## What is a customer expansion readiness & account growth plan? A customer expansion readiness and account growth plan template is a structured framework that helps teams identify, validate, and plan expansion opportunities within existing customer accounts. It’s built to help teams prepare for key moments like QBRs, renewals, and account reviews by aligning customer success, sales, and stakeholders around a shared view of opportunity and timing. ## What’s inside the template? This template provides a comprehensive, step-by-step framework for evaluating and executing account expansion. - Account overview and context - “Why behind the buy” analysis - Expansion signal scorecard - White space mapping - Customer objective alignment - Stakeholder mapping - Trust-first conversation planner - Social proof and proof points - Internal alignment plan - Expansion recommendation framework - 30-day action plan - Final readiness checklist ## How to use the template Start by aligning on the account context and original reason for purchase, then use the expansion scorecard to confirm whether a real opportunity exists. Map white space and stakeholder priorities, and prepare a discovery-led conversation that focuses on customer needs — not selling. Finally, align internally, define your recommendation, and execute a clear next step that builds naturally on the value already delivered. ## Download your customer expansion readiness & account growth plan ![Customer expansion readiness & account growth plan](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Customer-expansion-readiness---account-growth-plan.png) [Customer expansion readiness & account growth planCustomer expansion readiness & account growth plan.pdf270 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/04/Customer-expansion-readiness---account-growth-plan.pdf "Download") [Customer expansion readiness & account growth planCustomer expansion readiness & account growth plan.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/04/Customer-expansion-readiness---account-growth-plan.docx "Download") [Customer expansion readiness & account growth planCustomer expansion readiness & account growth plan A trust-first planning template for identifying expansion signals, validating account fit, and preparing the right customer growth conversation. Use this template before a QBR, renewal planning session, account review, or internal growth meeting…![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLpMpkTaF1Y7dzFHV8M6HRNF8JF6qT9GDKP-DKWL3YA7Nw8mSDYPaSNGGoYXMb0OdvCQHSMKbVUP-2aO1vPqDWgt2WDh18rk5xyqA8R6dv_OVRmUs22-w1200-h630-p)](https://docs.google.com/document/d/1cnCwMdOiCWT0qh91w28O9f%5FvfgRvssWh1z9VsT0AxDc/edit?usp=sharing) _This post is for paying subscribers only._ ### The end of the customer success platform era URL: https://www.customersuccesscollective.com/the-end-of-the-customer-success-platform-era/ Last updated: 2026-06-03T14:21:56.000Z Everyone’s talking about proactive customer success. Fewer teams are actually achieving it. Watch OnDemand for a candid, operator-led conversation with Jenna McLaughlin, Sr. Director of Renewals at **Pendo**, and Jay Nathan, CEO at **Balboa**, on why the traditional CS platform model is breaking down and what’s replacing it. This isn’t another pitch for more tooling. It’s a practical look at why CSMs are stuck reacting too late, how fragmented data slows down action, and what happens when AI starts doing the monitoring, prioritisation, and recommendation work for you. We’ll unpack how leading teams are closing the gap between risk and action without adding more dashboards, more logins, or more manual effort. --- ## What you’ll learn In this session, we’ll cover: - Why the “log in and check” model of CS tooling is no longer fit for purpose - The difference between a static health score and a true early warning system - What proactive CS actually looks like when AI monitors accounts in real time - How to surface risk and opportunity without leaving your existing workflows - How to connect your CS motion to NRR in a way leadership actually values You’ll leave with a clearer view of what needs to change, and how to start making that shift without ripping out your current stack. --- ## Speakers **Jenna McLaughlin** Sr. Director, Renewals, Pendo Jenna leads Renewals and CX at Pendo, bringing a diverse post-sale revenue background across Professional Services, Technical Account Management, and Technical Support leadership. She focuses on driving NRR, strengthening enterprise strategy, and building high-accountability operating models that scale. **Jay Nathan** CEO, Balboa Jay is the CEO of Balboa and a long-time leader in the SaaS ecosystem. He is the co-founder of Gain Grow Retain, a well-known customer success community, and a former Chief Customer Officer. With experience spanning product development, CS leadership, and investing, Jay brings a well-rounded perspective on how modern CS organisations evolve. --- ## Watch OnDemand ### The real problem with data architecture in customer success URL: https://www.customersuccesscollective.com/customer-success-data-architecture/ Last updated: 2026-04-07T15:00:49.000Z When [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) teams talk about data, the conversation often gravitates toward [dashboards](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/), health scores, and the latest AI tooling. That focus is understandable, but it misses the point. But buried inside those conversations are more fundamental questions about how data is structured, connected, and maintained — questions that ultimately determine whether any of those tools produce something useful... or just expensive noise. Across several recent [Customer Success Summits](https://events.customersuccesscollective.com/), four CS leaders explored challenges around AI adoption, data quality, support insights, and system integration. None of them set out to talk about “data architecture” explicitly. And yet, taken together, their perspectives point to something more foundational: the architecture underneath the data is what shapes whether customer success teams can trust, interpret and act on what they see. The speakers were: - [Phillip Morris](https://www.linkedin.com/in/ecophil/), Director of Strategy & Operations at WordPress VIP, who spoke at Customer Success Summit Denver 2025 about driving CS with strategic, data-backed insights. - [Shipra Nirola](https://www.linkedin.com/in/nirolashipra/), Director of Customer Success (EMEA/AMER) at Evotix, who spoke at Customer Success Summit London 2025 as part of a panel on the next-generation of CS with AI at its core. - [Anna Korzeniowska](https://www.customersuccesscollective.com/cs-powerhour/), Lead Value Engineer at Finastra, who also spoke at Customer Success Summit London 2025 as part of the same panel on AI and the future of CS. - [Ben Burkhalter](https://www.linkedin.com/in/benburkhalter/), Senior Director of Customer Engineering at GitHub, who spoke at AI for Customer Success Summit 2025 about using AI for smarter feedback and ticket analysis. Each approached the problem from a different angle – operations, AI adoption, unstructured data, and machine learning at scale. But together, their insights form a coherent view of what data architecture actually looks like in practice for customer success teams. ## The problem with customer data integration The first challenge is structural. Most CS organizations operate across dozens of systems – Salesforce, Zendesk, Zoom, Gong, GitHub, Gainsight, and others – each with its own identifiers, data model, and operating logic. The issue is rarely whether data exists. It’s whether those systems can be joined together in a way that preserves meaning. "They don't all have one single key that I can map everything together with," Phillip Morris explained. "So what we've gone through is actually added a key to everything, so that as the data gets pushed around, everything has a single key and we know that we're either mapping the right account or the right deal." His team standardized on Salesforce Account ID and Opportunity ID, then pushed those identifiers across the rest of the stack. The logic is practical. Salesforce was already where people were working, so it became the reference point for identity. But Phillip is equally clear about the limitation. Contact-level identity remains one of the hardest problems to solve. Different tools track different entities. Human behaviour adds another layer of messiness. "There's no way to map those," he said. "This becomes some of the complications that you have to go with." That point is easy enough to gloss over, but it really shouldn’t. This is a detail that matters enormously in practice. The theoretical elegance of a universal key runs into messy reality the moment human beings start using multiple identities across multiple systems with inconsistent emails, logins, or account relationships. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Data quality and measurement Phillip’s argument is broader than [data cleanliness](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) alone. He spends significant time on measurement error, representation error, and the risks of built-in bias – particularly when teams assume they already know [how to segment customers](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/), interpret sentiment, or [define adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/). In his framing, the issue isn’t just whether data is connected, but whether teams are measuring the right thing in the first place. A dataset can be reliable and still be invalid. It can be stable, standardized, and neatly joined together while still answering the wrong question. That’s why Phillip keeps returning to the need for testing assumptions. Have teams regression-tested the customer groupings they rely on? Have they validated that a metric actually reflects the behaviour they think it reflects? Are they measuring what matters, or simply what is easiest to observe? This is an important correction to the way “data architecture” is often discussed. The problem is not only technical. It’s *analytical*. ## AI data needs to be consistent If Phillip brought rigor around validity and bias, Shipra Nirola added a useful dose of pragmatism to the conversation. A common assumption in customer success is that data needs to be complete and pristine before AI becomes useful. Their perspective is more grounded than that. "That's the biggest myth," Shipra said during a panel discussion on[ AI-first customer success](https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/). "In fact, it's quite the opposite. If your data is wrong and you put that through AI to the trial, you would quite clearly realize your data is wrong. We don’t usually delay starting AI because we think the data isn’t ready." The point is not that bad data is acceptable, but rather, it’s that waiting for perfection often delays learning. What matters earlier is consistency, structure, and intentional scoping. Shipra’s advice is to start with a constrained set of inputs and a clear use case. That might mean [product usage](https://www.customersuccesscollective.com/product-usage-metrics/) basics, [ticket volume](https://www.customersuccesscollective.com/customer-success-support-tickets/), ticket age, or a small set of lifecycle signals. Not because those inputs tell the whole story, but because they provide enough structure to begin testing what AI can and cannot do well. Her warning is equally clear. If teams try to force every tool, every CRM, and every signal into the system at once, the result becomes noisy and increasingly unhelpful. ### Unstructured customer data Anna Korzeniowska pushed the conversation further in the same panel discussion. Structured data – [health scores](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/), NPS, time to onboard – remains important. But in her view, many CS teams are sitting on what is effectively an underused layer of insight in CRM notes, meeting summaries, and open-text fields. "We did thematic and semantic analysis on the output from several systems to see what patterns emerge," she explained. "We created clusters and basically made a systematic system to pick up on those patterns and start tracking over time." That seriously matters because it introduces a richer kind of context. Not just what happened, but how customers are talking about what happened. Not just ticket volume, but influence, sentiment, friction, urgency, and buying intent are inferred from the surrounding language. Anna’s point isn’t simply that unstructured data is useful. It’s that, when treated systematically, it can make outputs far more actionable than structured metrics alone. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Customer data insights from GitHub Ben Burkhalter showed what this looks like when taken further during his session at the AI for Customer Success Summit 2025. His team [built an internal machine learning intelligence engine](https://www.evidentlyai.com/blog/how-to-build-ml-platform) that ingests support tickets, escalations, [community](https://www.customersuccesscollective.com/community-managers-in-customer-support/) data, and other sources, then surfaces insights in ways that product, engineering, [customer success](https://www.customersuccesscollective.com/customer-success-playbook-driving-shareholder-value/), and leadership can each use. The origin story is familiar. At first, the assumption was that teams lacked data. The reality was different. "The insights lived across all kinds of different areas," he said. "There wasn't an easy way to correlate. There was no context. Every team had its own lens of the data, and every team needed to invent its own views." The constraint was due to fragmentation, rather than scarcity. Ben’s contribution to this discussion is important because he reframes the problem. The goal isn’t simply to centralize data. It’s to surface patterns in a way that makes sense to different decision-makers, each of whom has a different business lens. That is why flexibility matters. One team may care about escalations, while another cares about the impact of ARR. Then you might have someone who’s focused on documentation gaps. The architecture has to support that contextualization, no question about it. ## Feedback signals from support tickets Ben also made a point that is easy to miss and highly relevant for CS leaders trying to operationalize feedback loops. A support ticket is not just *one* mere data point. Think about the psychology of a customer complaint: **customers rarely raise one issue in isolation**. [A frustrated customer](https://www.customersuccesscollective.com/customer-complaints/) wants to get everything off their chest in one fell swoop. Ben points out that a single ticket can contain a multiverse of problems that you’ll want to fix *tout suite*: product friction, documentation failure, account risk, feature feedback, and signs of broader dissatisfaction all at once. Traditional categorization systems tend to force that interaction into a single bucket. [Machine learning](https://www.aiacceleratorinstitute.com/choosing-the-right-machine-learning-algorithm-for-your-problem/) allows those signals to be surfaced simultaneously. Of course, that doesn’t mean human judgment disappears altogether. It means the architecture becomes capable of exposing more of what is already there. Or, to put it more simply: the data was always speaking. The challenge was hearing all of it at once. [The perils of poor customer data hygiene (and how to prevent it)It’s a sinking feeling you’re probably trying to ignore. That little voice in your head going: “Our data might be… a bit of a mess”? Hate to break it to you, but it’s probably right. In fact, 70% of revenue leaders lack confidence in their CRM data.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-513.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--43--1.jpg)](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) ## Data governance in customer success Architecture doesn’t maintain itself. Phillip Morris is particularly direct on this point. At WordPress VIP, his team runs weekly data quality checks to surface missing fields, broken mappings and anomalies across systems. You can’t argue with the rationale: in any environment where multiple teams touch shared data, drift is inevitable. "We do have a [RevOps team](https://www.customersuccesscollective.com/revops-and-cs-ops/) that actually controls some of their revenue fields," he explained. "And when they make changes without telling us – particularly to fields mapped into tools like Gainsight – things break.” Sure, the response isn’t glamorous, but it's typical of most of our everyday realities. And you better believe it’s essential for: - Regular [cross-functional alignment](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/) - Clear ownership of fields - Simple validation rules - Constrained input structures where possible Phillip also emphasizes historical time series data. Point-in-time snapshots provide visibility. **Historical data provides trend context.** Without that context, even a stable signal is harder to interpret. Anna reinforces the same principle from a different angle when she talks about knowledge-base integrity. AI layered on top of outdated or poorly maintained knowledge assets produces unreliable outputs. "This is probably the most common mistake," she said. "If there's no audit that is a reliable system, then we're in trouble." Governance, in this sense, is not separate from the architecture. It is part of how the architecture remains trustworthy. ## Questions of data maturity What makes these perspectives useful together is that they reflect different stages of maturity. Phillip is dealing with [complex, established environments](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) where reliability, validity, and standardization have to be imposed across sprawl. Shipra and Anna are closer to the [earlier foundation-building stage](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/), where structure, consistency, and thoughtful prompting matter more than perfect completeness. Ben works with teams that have moved past basic data hygiene and are ready to build intelligence layers on top of their data. His experience at GitHub shows what becomes possible when you invest in architecture that can decompose complex data sources, serve [multiple stakeholder perspectives](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) simultaneously, and scale to thousands of datasets. What we have here is unique and fascinating: different operating contexts, similar lessons. In 2026, data architecture isn’t something you deal with later. It’s what decides whether anything else holds up. It shapes whether customer success teams can trust what they are seeing, [measure what actually matters](https://www.customersuccesscollective.com/leadership-measure-what-matters/), and act on signals with confidence. There’s a simple truth about data management that Phillip really nails: "Your output is only as good as your input, and keeping data clean is really, really hard." But he’s not the only one who views data architecture as a prerequisite. Shipra framed the same issue in more practical terms: "If the foundation isn’t correct, our structure is not defined, our strategy is not laid out, it's going to be a waste of time and effort." And Ben’s experience suggests that even organizations rich in data do not automatically become rich in insight unless that data can be connected, interpreted, and contextualized. [![Data quality scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--8-.jpg)](https://www.customersuccesscollective.com/data-scorecard-framework/) ## What *you* can take from these lessons… For CS leaders, the implications are immediate. Choose an identifier strategy that can survive across systems: - Test whether your metrics are valid, not just available. - Start with a constrained dataset before expanding AI use cases. - Treat unstructured data as a source of signal, not just noise. - Put governance in place before complexity scales further. Yes, the tools will evolve and the models will improve. And you can bet that the interfaces will get easier to use. But the underlying constraint will remain the same: the architecture determines how much of that promise becomes usable. --- **Editor’s note:* This article synthesizes perspectives shared by Phillip Morris at Customer Success Summit Denver 2025, Shipra Nirola and Anna Korzeniowska at Customer Support Summit London 2025, and Ben Burkhalter at AI for Customer Success Summit 2025.* [![Plan your 2026 around customer success: See our events calendar](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Plan-your-2026-around-customer-success--1-.jpg)](https://events.customersuccesscollective.com/) ## Experience the real deal If you found these perspectives useful, you’ll get even more value from hearing directly from the practitioners shaping the future of customer success. Our Customer Success Summits bring together CS leaders and operators from across the industry to share what’s actually working. Explore the [2026 events calendar](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/) and find a summit near you. [ View events ](https://events.customersuccesscollective.com/t) ### How to drive genuine customer value after onboarding URL: https://www.customersuccesscollective.com/how-to-drive-genuine-customer-value-after-onboarding-2/ Last updated: 2026-08-14T12:34:03.000Z Does your team treat a successful software launch as the finish line? For many of us in customer success (CS), we've conditioned ourselves to see the completion of onboarding tasks as the ultimate proof of victory. But the truth is, a smooth launch doesn't guarantee long-term impact; [44% of CS professionals](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/) cite customers not achieving their desired outcomes as the primary reason for churn. In this article, you'll discover how to narrow the "success gap" between initial implementation and actual [value realization](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/). We'll explore why "uncontextualized positivity" is a dangerous trap, how to perform behavioral "climate checks" on your partners, and why I’ve banned phrases like "white glove" from my team’s vocabulary. ## Why you need to shift from “success” to “readiness” We often treat the [onboarding phase](https://www.customersuccesscollective.com/customer-onboarding/) as a series of boxes to check. We get the tech integrated, the users invited, and the first training session done. We tell ourselves, "We did it! It's a success." But that’s a dangerous way to look at the customer journey. I’ve been telling my team at Discovery Education that these tasks aren't proof of success – they're proof of **readiness**. Readiness is the set of conditions and behaviors you put in place to move toward a desired outcome. Onboarding is simply the process of influencing that readiness so that the customer *can* eventually achieve impact. If we stop focusing on the "launch" as the goal, we can start narrowing the success gap between the first day of use and the first day of true value. ### How to identify the red flags of success Sometimes, things that look like positive signals at launch actually turn into major risks later. You might have one incredibly dedicated champion who’s doing all the heavy lifting. In the short term, that feels great. But if that implementation doesn't expand beyond them, they become a gatekeeper. If they leave the organization, your entire partnership leaves with them. Another major risk is what I call "uncontextualized positivity." This happens when a partner gives you vague, glowing feedback like, "Your team was great!" We love to bask in that and share the quote with the whole company, but we don't instinctively dig deeper. If you don't know *why* they think you're great or what specific problems you've solved, you’re operating on unvalidated momentum. You have to investigate the "why" behind the praise just as much as the "why" behind the complaints. ## The importance of the climate check In education, we talk a lot about "climate" and "culture." I’ve brought that same language into our onboarding playbook through something we call a **climate check**. This isn't about data or usage [metrics](https://www.customersuccesscollective.com/understanding-how-to-best-utilize-critical-customer-success-metrics-for-your-organization/) yet; it’s strictly about behavioral feedback. Many partners "question their inheritance." This means the person you’re working with today might not be the person who decided to buy your product. They’ve had this tool laid onto them, and they might be skeptical or even angry about the change. _This post is for paying subscribers only._ ### Turning data into smarter customer success decisions URL: https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/ Last updated: 2026-04-01T19:10:02.000Z The phrase “data is the new oil” becomes truer every day. [Data](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) is the lubricant that greases the wheels of the fourth industrial revolution we’re living through. Think about your smartphone; it has a whopping 128GB, which seems like more storage than you’ll ever need, right? Well, it’s estimated that humanity creates 300 *billion* gigabytes every day. And this is rapidly accelerating as more people in more countries do more online, including businesses. In short, your company will soon be creating a hell of a lot of data points - if they’re not already. As a [customer success leader](https://certified.customersuccesscollective.com/p/customer-success-leadership-accelerator) interpreting your customers’ engagement and activity through data, you’re going to need to familiarize yourself with all that amazing data to do, well, anything frankly! So, you’ve got all this data, what next? In this article, we’ll explore: - Where this data will likely come from, - The importance of data sources and the risks or inconsistencies, and - How to turn these data points into insights, and where you can deploy them. ## The four crucial data sources for customer success operations There are four primary sources of data in most companies that need a CS function: 1. Product 2. Customer relationship management 3. Financial 4. Third party ### Product Every online tool creates data points. From simple stuff like when a user has logged in, and how long for, through to when they’ve interacted with certain features, and in what order. This kind of usage data is critical to a CS function and you’re going to need to ensure that your team can access it swiftly and in a digestible format. The main risk with this kind of data tends not to be its integrity (after all, a computer can’t forget to log in when a client has logged in!) but rather it’s the sheer volume. With so many data points being created, you’ll need to work with your product team to: - Ensure that they have crystal clear definitions of what each metric is (i.e. how you define a “session” when someone logs in. - Focus on a relatively [short list of metrics](https://www.customersuccesscollective.com/customer-success-metrics/) that matter to your org. Otherwise, you risk drowning your team in a sea of intermittently useful data. Understanding and proving value is a good filter to use if you do have lots of data! ### CRM Critical to any business is knowing what you have done, are doing, and what you intend to do with each client or prospect; hence the CRM. Making sure that you have a strong internal culture of recording information is critical to making business decisions. Fortunately, there are a number of productivity tools available that auto-record emails or calls to reduce the administrative burden on your team. Automation can also help to reduce the biggest risk with this type of data, which is that people hate admin and aren’t always going to record everything accurately and on time. Being able to accurately show how much time you’ve spent on a customer is critical when it comes to justifying building out your team. ### Financial This is the ultimate truth for any business. The big questions the [C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) will want to know are: - How much have you sold, - How much have you renewed, and - Has this been achieved on time (early or late)? Now, this is typically taken care of by a sales function (or a Sales Ops function, if you’re a larger company) so it’s vital that you’re being fed this same information in a timely manner. On the flip side to income is, of course, costs. Working with your HR team to determine an approximate cost per year of each member of staff, as well as the cost of hiring a new staff member enables you to evaluate the overall financial impact of your strategic decisions. ### Third party There’s data and information out there on every company; how well they’re performing, if they’re hiring, etc. – it’s well worth looking to supplement what you know about your client base with third-party information. The risks and downside to this data are that you likely have no way of verifying it - therefore it’s best to not rely too much on this data but use it to complement your other sources. ## Transforming data into insights So you’ve got all this data, but by itself, it’s not that helpful. Without diving into the rabbit hole of statistical analysis, one of the best ways of looking at that one data point is just that: data. Combined with another data point and a hypothesis, it becomes an insight. Combining your financial and usage data together with knowledge about your product will help you gain insight into the mass of data. For example, “data point one” could be that multiple clients have grown at renewal after years of renewing flat. “Data point two” is from your CRM, showing that 80% of these clients have engaged with an executive at your company in the six months leading up to their renewal. Now if you also know that the most common purchaser of your product is a Chief HR Officer then you can develop the insight that CHROs need to be engaged by your company’s execs at least once a year to help grow their investment with you. ## Identifying high-performance accounts: A top-down approach So what about customer success-specific data and where should you be looking to deploy it to? We’re going to work at this tops-down. ![Deploying customer success-specific data](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/08/Deploying-CS-specific-data.png) Start by looking at which accounts have grown the most, or perhaps the most consistently. What are the common characteristics that they share in the two separate (but not unrelated) areas of product usage and CSM engagement? From this, you should be able to determine which metrics you want to track at an org level. This is what you’ll need to report to your exec leadership team - to inform them of the health of your client base and how the CS function is performing next to its ultimate goal of ensuring strong renewals and low [churn](https://www.customersuccesscollective.com/customer-churn/) rates. Let’s take it down now to the [individual contributor level](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/). You know which activities you want your clients to be undertaking as they’re statistically more likely to be successful using your product and renew more easily, such as evaluating how swiftly licenses are activated/logged in to and comparing this to historical renewal data. From this, evaluate what your CSMs have been doing on those accounts to drive that action and set KPIs accordingly. The final step in looking at CSM data and metrics is to build out a portal (and hopefully you have a CS Ops person to help with this!) that can easily be accessed to evaluate how they’re tracking and course-correcting in a timely manner. ## Final thoughts Navigating the data deluge in today's digitized landscape is critical for the success of any organization, particularly for those in customer success. By understanding the sources of data and the potential risks, and then transforming these vast data points into actionable insights, customer success leaders can not only increase their efficiency but also significantly contribute to the organization's growth. [![Learn how to build a high-performing customer success team](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Education_In-Article_Banner_--5-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ## Keep on learning Isn’t it time to invest in your own career and the future success of your clients? With our **Building a Customer Success Team: Certified** program, we’ll provide you with the know-how needed to sculpt a high-performing org that’ll help increase time to value and obliterate your competition. But don’t just take our word for it. Listen to what **Richard Cookson, Senior Director of Customer Success EMEA at Procore Technologies**, has to say: > *“It really provides all the fundamentals needed for building a customer success team. I'd recommend this course to all levels, individual contributors (ICs), existing managers, and new managers thinking through how they want to set up their CS organization in a way that makes the most sense for their business and customers.* > *“There isn't one golden handbook for setting up a CS function, and I like the way this course provides different options/perspectives based on the nuances of your business, customers, product, etc.”* Take the first step toward creating the customer success team of your dreams. Say goodbye to stifled processes and hello to a culture of continuous improvement. [Learn today. Scale tomorrow.](https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/) ### Which are the best customer success conferences to attend in 2026? URL: https://www.customersuccesscollective.com/top-customer-success-events-to-attend/ Last updated: 2026-06-02T09:08:36.000Z At a [**Customer Success Summit**](https://events.customersuccesscollective.com/), our speakers go way beyond theory and share the battle-tested strategies they've actually used. We're talking real solutions to those head-scratching challenges you face daily. Our Summits are also the place to **build your dream network** because let's face it – sometimes it's not always what you know, it's *who* you know. And there’s something for *everyone*. We’ll be flying across the globe to locations near you: think New York, London, Amsterdam, Chicago, San Francisco and Sydney. No matter where you are or what you're doing, there’s a customer success conference that’s guaranteed to fit your needs. ### We're literally providing you with the know-how to bring back home to your boss. Is your CEO on the prowl for ROI? We've got you covered. You'll walk away with: - Ready-to-use playbooks from companies crushing it in customer success - Fresh solutions to those problems keeping you up at night - Smart tricks to boost customer happiness (and your metrics) - Tools and tech recommendations that actually make a difference What's not to like about that? The time has come to **jot down some pretty important dates**. Pens and paper (or Google Calendars) at the ready, folks. **✍️** #### Choose a specific month ****👇** - [January](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#january) - [February](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#february) - [March](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#march) - [May](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#may) - [September](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#september) - [October](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#october) - [November](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#november) - [December](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/#december) ## January ### [Customer Success Summit Washington](https://events.customersuccesscollective.com/location/washington) **When: January 28, 2026** **Where: Convene Hamilton Square, 600 14th Street Northwest, Washington, D.C.** Start your year with a power-packed event designed for forward-thinking CS professionals in the historic heart of the U.S. capital. Network with top industry leaders and discover cutting-edge strategies to drive customer success excellence. Expect invaluable insights and practical tools to help you exceed customer expectations in 2026\. [Catch up OnDemand](https://www.customersuccesscollective.com/customer-success-summit-washington-2026/) ## February ### [Customer Success Summit Austin ](https://events.customersuccesscollective.com/location/austin) **When: February 24–25, 2026** **Where: Hilton Austin, 500 East 4th Street, Austin, TX** This *is* Texas, but it ain't no hold'em... Yep, that's right, we came to Texas for the fourth year in a row. With 30+ speakers who shared their strategies for customer retention, engagement, and satisfaction, our attendees left with fresh ideas and new connections to drive success. [Rewatch](https://www.customersuccesscollective.com/customer-success-summit-austin-february-2026/) ## March ### [Customer Success Summit New York](https://events.customersuccesscollective.com/location/newyork) **When: March 10–11, 2026** **Where: Convene, 360 Madison Avenue, New York, NY** Some folks like to get away, take a holiday from the neighborhood. But you could take a Greyhound on the Hudson River Line, and enter a *customer success* state of mind. (Okay, we’ll leave the songwriting to Mr. Joel...) We welcomed 30+ speakers and 100+ attendees, with over 80% of this audience being senior management. In true New York style, this conference was a melting pot of networking, knowledge-sharing – an all-round good time. [What you missed](https://www.customersuccesscollective.com/customer-success-summit-new-york-march-2026/) ### [Chief Customer Officer Summit New York](https://events.customersuccesscollective.com/location/cconewyork) **When: March 11, 2026** **Where: Convene, 360 Madison Avenue, New York, NY** As a customer success leader, finding the time to gain strategic insights and connect with industry pioneers can often feel like an uphill battle. This conference was prestigious gathering exclusively for East Coast CCOs and senior leaders, right in the cultural and financial hub of the U.S. [Catch up OnDemand](https://events.customersuccesscollective.com/location/cconewyork) ### [Customer Support Summit New York](https://events.customersuccesscollective.com/location/supportnyc/) **When: March 10–11, 2026** **Where: Convene, 360 Madison Avenue, New York, NY** Customer support professionals, this one's for you! Learn how to optimize your customer service strategies and deliver unparalleled support experiences from global experts in the heart of Manhattan. What's more, our Support Summit was co-located alongside our Customer Success and CCO Summits for optimal networking experiences. Join the support revolution. [Hit replay](https://www.customersuccesscollective.com/customer-support-summit-new-york-2025) ## April ### [Customer Success Summit Denver ](https://events.customersuccesscollective.com/location/denver) **When: April 1–2, 2026** **Where:** DoubleTree by Hilton Hotel, Denver, CO Heading to the Mile High City, famous for its scenic beauty and tech-driven growth! Expect a dynamic lineup of CS innovators ready to share strategies for success. Whether you're building CS frameworks or optimizing retention strategies, this summit offers practical solutions. Don't miss this high-altitude experience. [Sign up today](https://events.customersuccesscollective.com/location/denver) ### [Chief Customer Officer Summit Silicon Valley](https://events.customersuccesscollective.com/location/ccosiliconvalley) **When: April 15, 2026** **Where: DoubleTree by Hilton Hotel, San Jose, CA** In the heart of innovation and just a stone's throw from tech giants, the CCO Summit is where customer success strategies meet tech-driven insights. Join industry-leading executives for exclusive discussions on maximizing CX in the digital era. [Apply for a place](https://events.customersuccesscollective.com/location/ccosiliconvalley) **“Customer Success Collective couldn't have done a more amazing job creating a CS community that's modern and collaborative with representation from some of the smartest leaders in customer success. I can't wait for the next event!"* \- [****Edward Chiu**](https://www.linkedin.com/in/edchiu/), ****Co-Founder & CEO of Catalyst** ## May ### [Customer Success Summit Amsterdam](https://events.customersuccesscollective.com/location/amsterdam) **When? May 28–29, 2026** **Where? Postillion Hotel & Convention Centre, Amsterdam, Netherlands** Welcome to our very first European event of the year, bringing customer success brilliance to the land canals and culture! Join us in the picturesque city of Amsterdam for two days of groundbreaking insights and actionable strategies from global CS leaders. By the end of the event, you'll not only be armed with cutting-edge strategies but also a new network of colleagues and friends in the CSC community. So, join us in Amsterdam and take the first step towards revolutionizing your customer success approach. Sign up and *bloom* with us. 🌷 (We'll see ourselves out...) [I'm in](https://events.customersuccesscollective.com/location/amsterdam) ## June ### [Customer Success Summit Seattle](https://events.customersuccesscollective.com/location/seattle/) **When? June 17–18, 2026** **Where? Grand Hyatt Seattle, Seattle, WA** Our 2026 tour bus is stopping in the Pacific Northwest, in the beautiful city of Seattle. Be prepared to walk away from the two-day extravaganza with insights imparted from experts at Salesforce, Verizon and Microsoft. [Reserve your seat](https://events.customersuccesscollective.com/location/seattle) ### [Customer Success Festival London](https://events.customersuccesscollective.com/location/londonjune) **When? June 18, 2026** **Where? Convene Sancroft, St. Paul’s, London, UK** Designed for CS leaders who want more than passive listening, Customer Success Festival London is a high-energy, hands-on experience built around real-world application. Expect a full day of interactive sessions, live problem-solving, and cross-functional collaboration with peers across the GTM ecosystem. [Grab your pass](https://events.customersuccesscollective.com/location/londonjune) ### [Chief Customer Officer Summit Austin](https://events.customersuccesscollective.com/location/ccoaustin) **When? June 25, 2026** **Where? Hilton Austin, 500 E 4th St, Austin, TX** This invite-only summit brings together an exclusive group of C-suite customer leaders to tackle the biggest strategic challenges facing post-sales teams today. If you’re responsible for driving growth, retention, and alignment at scale, this is where you’ll find your peers. Across a day of high-value discussions, you’ll explore how to optimise your customer function, align teams around revenue outcomes, and cut through the noise around AI. Expect candid conversations, practical insights, and long-term connections. [Save your spot](https://events.customersuccesscollective.com/location/ccoaustin) ## July ### [Customer Success Festival New York](https://events.customersuccesscollective.com/location/festivalnewyork) **When? July 8, 2026** **Where? Location TBC (New York, NY)** Customer Success Festival New York is where CS meets the wider GTM engine in a fast-paced, highly interactive format. Built for leaders who want to move quickly from insight to execution, this event focuses on collaboration, experimentation, and actionable takeaways. You’ll connect with peers across sales, marketing, and product to tackle shared challenges – from scaling personalisation to embedding AI into workflows. Expect hands-on sessions and structured networking designed to help you implement what you learn. [RSVP today](https://events.customersuccesscollective.com/location/festivalnewyork) ![](https://lh6.googleusercontent.com/bc_quGhaAS48wB5Nsnm1O3QY10WBAEiKBFQ6YW73IPnCOq_XN67dSL0gehku4q85Ip0lqo_sDhkB66LYE40LiVA-WvIg1WIyC0f9Po3PJSwqA9QWTJuJ1xPAKxwsYIbNyIPqQvSwFfNEDKONDh4_wPA) ## August ### [Chief Customer Officer Summit Boston](https://events.customersuccesscollective.com/location/ccoboston) **When? August 20, 2026** **Where? Location TBC (Boston, MA)** The Chief Customer Officer Summit Boston brings together senior customer leaders for a focused, high-impact day of strategy and peer exchange. This is a curated environment for decision-makers shaping customer-led growth. Expect deep dives into scaling customer organisations, driving retention and expansion, and aligning cross-functional teams. With an emphasis on discussion over presentation, it creates space for honest conversations and practical solutions. [Grab a pass](https://events.customersuccesscollective.com/location/ccoboston) ## September ### [Customer Success Summit San Francisco](https://events.customersuccesscollective.com/location/sanfrancisco) **When? September 22–23, 2026** **Where? Hyatt Regency San Francisco Airport, CA** Back in the Bay Area, where CS magic meets the Golden Gate and innovation thrives! Join 30+ speakers and over 100 attendees for a deep dive into CS excellence in the city known for tech and creativity. [Get me there](https://events.customersuccesscollective.com/location/sanfrancisco) On the fence about attending? Hear from those who attended. 👇 ![](https://fast.wistia.com/embed/medias/iy5mmpzs9d/swatch) ### [Customer Support Summit San Francisco ](https://events.customersuccesscollective.com/location/supportsf) **When? September 22–23, 2026** **Where? Hyatt Regency San Francisco Airport, CA** Learn how to deliver exceptional customer support experiences with insights from top global brands, all while soaking in the innovative vibe of Silicon Valley's gateway. [Secure your spot](https://events.customersuccesscollective.com/location/supportsf) ### [Chief Customer Officer Summit San Francisco ](https://events.customersuccesscollective.com/location/ccosanfrancisco) **When? September 24, 2026** **Where? Hyatt Regency San Francisco Airport, CA** Join top-tier CCOs in a strategic exchange of ideas, insights, and leadership strategies to drive customer success transformation in your organization – all set against the backdrop of the Golden Gate. [Don't get FOMO](https://events.customersuccesscollective.com/location/ccosanfrancisco) ## October ### [Customer Success Summit Boston](https://events.customersuccesscollective.com/location/aisupport) **When? October 28, 2026** **Where? Boston, MA (Location TBC)** At our last conference in Boston, we hosted a range of world-class speakers from iconic companies like Stripe, Google and MuleSoft… how d’ya like *them* apples? As AI rapidly reshapes customer support, this summit is designed to help leaders focus on what actually drives impact. You’ll explore how to implement AI in ways that enhance – not replace – the human experience. [Register now](https://events.customersuccesscollective.com/location/aisupport) Don’t just take our word for it, though, here’s what one satisfied attendee had to say about our past event. "\[The event was\] impactful. I think I can take some of the learnings back to our teams and say, 'This is something I think we need to invest in in the future', or 'I think we should be attending these events more’ because gaining an understanding of how the industry as CS as a whole is doing is very important for us moving forward.” \- [****Shayan Goodarzi**](https://www.linkedin.com/in/shygoodarzi/)****, Senior Manager of Customer Success** at **UiPath** ### [Customer Success Summit Sydney](https://events.customersuccesscollective.com/location/sydney) **When? October 29, 2025** **Where? Location TBC** We’re heading back Down Under to Sydney, where the iconic Harbour Bridge meets professional growth! Join us for a one-day festival where the best minds in CS share their secrets for driving success and retention. Whether you're looking for inspiration on how to climb the career ladder, wanting to ignite a [customer-centric culture](https://www.customersuccesscollective.com/5-steps-to-building-a-customer-centric-culture/) shift, researching your tech stack options, or seeking ways to boost customer success team performance, this event is for you. We're working hard to finalize all the details, so stay tuned for updates right here. Make sure to keep a lookout – you won't want to miss this. [Register now](https://events.customersuccesscollective.com/location/sydney) ![](https://lh5.googleusercontent.com/rqtXVwA7J7MQfKFt1xcSG5RdrCJ6nKhRAlDvgkLNzpDp3emR7B8nObeZ5O4EC_Iku_RZiRp1plfMpIYpGtCAE_C8QIrfckKnJiwWzrK9OD5bsbaCVf-lnmgDlYGSiySyY2tK69x7VsA_Bp86_zdsmS0) ## November ### [Customer Success Summit Chicago](https://events.customersuccesscollective.com/location/chicago) **When? November 18-19, 2026** **Where? Location TBC (Chicago, IL)** Get ready for an incredible two days in the Windy City. As our final stop on the US tour bus, we’re brimming with excitement at the prospect of bringing together some of the finest Midwestern talent and providing a customer success experience bigger than ever. We challenge you to leave this summit without some newfound knowledge in your pocket. [Register now](https://events.customersuccesscollective.com/location/chicago) ## December ### [Chief Customer Officer Summit London](https://events.customersuccesscollective.com/location/ccolondon) **When? December 1, 2026** **Where? InterContinental - The O2 London** In one single day, we're bringing together 100+ members of the C-suite to experience a wide range of informative sessions, workshops, and roundtable discussions. For senior CX leaders ready to drive transformation and inspire change in the UK’s cultural and business hub. Join a curated experience of executive discussions and actionable insights. [Register now](https://events.customersuccesscollective.com/location/ccolondon) ### [Customer Success Summit London](https://events.customersuccesscollective.com/location/london) **When? December 2–3, 2026** **Where? InterContinental - The O2 London** What better way to round off our 2025 events calendar than a trip to CSC’s own stomping ground? As our final EMEA event of the year, expect the royal treatment when it comes to game-changing CS tactics and strategies. Whether you're looking to expand your knowledge, network with like-minded professionals, or simply have a great time, this event is perfect for you. 👇 [Register now](https://events.customersuccesscollective.com/location/london) ### [Customer Support Summit London](https://events.customersuccesscollective.com/location/supportlondon) **When? December 2–3, 2026** **Where? InterContinental - The O2 London** As customer support evolves into a strategic growth driver, Customer Support Summit London brings together leaders ready to rethink how support delivers impact. This two-day event is built for teams looking to go beyond reactive service and turn support into a proactive, insight-led function. [Reserve your spot](https://events.customersuccesscollective.com/location/supportlondon) ### ## Did you miss one of our events and are kicking yourself for it? Fear not, because, with a [CSC membership plan](https://www.customersuccesscollective.com/signup/), you can now catch up on all of our amazing events anytime, anywhere. That's right, you'll have full access to every single CSC event – [OnDemand](https://www.customersuccesscollective.com/customer-success-ondemand/), at your fingertips. And here's the best part – our membership plan includes both in-person and virtual events. This means that you can stay up-to-date with the latest insights and trends, no matter where you are in the world. With heightened access and more value for your moolah, this is the perfect opportunity to invest in your professional development and take your skills to the next level. Want a sneak peek of what’s on offer? Here’s a session from our 2022 trip to San Francisco - free to view for everyone. Check out **Shayan Goodarzi**, **Senior Manager, Customer Success at UiPath** discuss the important relationship between AI and customer success. Right here, on us.**👇** So what are you waiting for? **Sign up for our CSC membership plan today** and never miss out on a single event again. [Become a member](https://www.customersuccesscollective.com/signup/) ### The growing responsibilities of customer success teams URL: https://www.customersuccesscollective.com/customer-success-responsibilities/ Last updated: 2026-03-31T15:00:29.000Z Have you noticed how the role of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) keeps expanding… but rarely sheds anything along the way? Ask almost any [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) what they’re responsible for, and the answer starts to sound less like a job description and more like a system diagram: [retention](https://www.customersuccesscollective.com/customer-retention/), [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/), [renewals](https://www.customersuccesscollective.com/customer-renewals-email-template-framework/), [expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/), [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), strategy, and, increasingly, [internal alignment](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/). On paper, this evolution makes total sense. As [SaaS](https://www.customersuccesscollective.com/what-is-saas/) businesses mature, customer success has moved closer to the center of the revenue engine. But when you look at the data from the [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/), a more nuanced picture emerges – one that raises a sharper question: is customer success becoming more strategic, or simply overstretched? ## The modern Customer Success Manager The topline data is difficult to ignore. According to the State of Customer Success 2025 Report, customer success professionals are responsible for a wide range of activities, with the most common including: - [Customer retention](https://www.customersuccesscollective.com/how-paypal-drives-customer-retention-highly-competitive-industry/) (**87%)** - [Customer advocacy](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/) (**81%**) - Strategic [customer engagement ](https://www.customersuccesscollective.com/actionable-advice-for-setting-up-customer-success-led-mutual-engagement-plans/)(**79%**) - [Product adoption](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) (**78%**) - [Value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) (**77%**) - [Churn management](https://www.customersuccesscollective.com/customer-churn/) (**71%**) ![Customer success responsibilities in 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Untitled-design--1--1.png) Even traditionally commercial or operational responsibilities – like [upselling](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) (**59%**), [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) (**55.5%**), and [data analysis](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/) (**56%**) – now sit firmly within scope for more than half of the teams we surveyed. Taken together, this reinforces a broader shift: the CSM is no longer just a post-sales relationship owner. They’re expected to [influence outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) across the [entire customer lifecycle](https://www.customersuccesscollective.com/customer-lifecycle-campaign-plan-template-framework/). Or, put more plainly, customer success has become a multi-disciplinary function operating at the intersection of revenue, product, and operations. [![Customer lifecycle campaign plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Customer-lifecycle-campaign-plan-template.jpg)](https://www.customersuccesscollective.com/customer-lifecycle-campaign-plan-template-framework/) ## How customer success priorities shifted in 2025 When you look more closely at how these responsibilities stack up, something more interesting emerges. Retention still leads (**87%**), as expected. But just below it, we see customer advocacy (**80%**), strategic engagement (**79%**), and product adoption (**78%**) – all ranking significantly higher than renewals (**56%**) and upsell/cross-sell (**59%**). That ordering is telling. It suggests a shift in emphasis from moments of value capture to the systems that make those moments inevitable. In other words, organizations are investing more heavily in the [conditions that drive renewal](https://www.customersuccesscollective.com/data-storytelling-value-ai/), not just the renewal itself. As **Chinelo Diejomaoh, Customer Success Manager at HiBob**, puts it in the report: > *“Retention has moved beyond being a simple task on our list; it’s the cornerstone of the lasting relationships we want to build. By focusing on advocacy, strategic engagement, and driving product adoption, we’re not just chasing renewals, we’re truly investing in our customers' long-term success.”* This reflects a meaningful evolution in [how the function is understood](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/). Customer success is no longer there to secure renewals at the end of the lifecycle. It’s there to shape the trajectory of value across it. ## Customer success challenges: Ownership vs. enablement gaps But there’s a complication. While responsibilities are expanding, ownership isn't always matched by support. Further down the list, we see areas like: - [Customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/) (**52%**) - [Customer success operations](https://www.customersuccesscollective.com/customer-success-operations/) (**49%**) - [Implementation](https://www.customersuccesscollective.com/customer-implementation/) (**42%**) These are by no means peripheral activities. They’re the infrastructure that makes [scaled customer success](https://www.customersuccesscollective.com/offering-customer-success-at-scale/) possible. And yet, they’re among the least consistently owned responsibilities. ![52% are responsible for for customer success enablement; 49% are responsible for for CS Ops; 42% are responsible for implementation](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Customer-success-challenges-Ownership-vs.-enablement-gaps.jpg) The tension is inherently structural. CSMs are expected to drive outcomes – [retention, adoption, expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) – but often without full control over the systems that determine those outcomes: onboarding quality, product experience, data visibility, or internal tooling. In practice, [accountability](https://www.customersuccesscollective.com/why-customer-accountability-is-key-to-your-customer-success-strategy/) sits in one place, while many of the levers sit elsewhere. Over time, that misalignment tends to show up not in strategy decks, but in execution gaps. ## Why expanding customer success responsibilities create complexity At first glance, the expansion of responsibilities looks like progress. A more strategic role, shall we say. Greater influence? Perhaps. Closer alignment to revenue? Certainly. But there's also another way to read it. The growing scope of customer success may also reflect unresolved questions about [ownership across the business](https://www.customersuccesscollective.com/who-owns-customer-renewals/). Should [onboarding](https://www.customersuccesscollective.com/onboarding-checklist-framework/) sit with CS, or with implementation teams? Should expansion be led by sales, or by CS? Who owns the [customer feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) – product, CS, or a dedicated function? When those boundaries are unclear, responsibilities rarely get redistributed. They accumulate. The result is not a bigger role, but a more complex one – often without a corresponding increase in authority or clarity. ## How customer success responsibilities change by role and seniority The report’s breakdown by job title adds another dimension to this analysis. At the Customer Success Manager-level, the role remains [highly customer-facing](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/), with strong ownership of retention (**90%**), advocacy (**88%**), onboarding (**76%**), and churn prevention (**71%**). Senior CSMs move further into strategic territory, with a stronger emphasis on value realization and engagement (both **89%**), while still remaining close to the customer. Customer Success Team Leads begin to bridge execution and leadership, with a notable focus on upselling (**90%**) and process management (**60%**). At the Head of Customer Success level, the focus shifts inward – toward process (80%) and operations (**60%**) – while maintaining proximity to onboarding and adoption (both **90%**). And at the Director level, the role becomes more clearly strategic: engagement (**83%**) and enablement, with less involvement in hands-on work like demos (**17%**). In theory, this progression is logical. In practice, the boundaries are often less defined. Senior leaders are pulled into execution. Frontline CSMs are asked to think strategically without always having the authority to act. The layers exist, but the separation between them isn't always clean. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The shift from reactive support to outcome-driven customer success Despite the complexity, there's a clear directional trend. Customer success *is* moving away from reactive support – managing relationships, responding to issues, handling renewals – and toward proactive outcome ownership. As Diejomaoh notes: > “This shift highlights the new breed of customer success professionals who don’t just respond to problems but actively influence positive outcomes.” That shift isn't about doing more. It’s about doing different work. The question is no longer, *Did the customer renew?* It’s, *Did the customer achieve the outcome they bought the product for?* The unit of success is clearly changing. We’re moving away from measuring based on events, and instead we’re focusing on outcomes. ## But systems haven’t fully caught up The challenge is that while expectations have evolved, the surrounding systems often lag behind. [Segmentation](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) may still be based on ARR rather than behavior. Tooling may not provide clear visibility into adoption or risk. Incentives may still prioritize renewals over long-term value creation. This creates a gap between what customer success is expected to deliver and what it’s *structurally* equipped to deliver. And that gap is where much of the day-to-day friction in CS roles originates. ## A simple diagnostic If you want to understand how your organization is navigating this shift, a few questions can help: - **Are CSMs measured on outcomes** (NRR, adoption, value realization) **or activities** (calls, [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/), renewals)? - **Who owns the systems that enable those outcomes** (onboarding, data, product feedback loops)? - **Are responsibilities clearly defined across roles**, or do they accumulate within CS by default? - **Do senior CS leaders spend more time designing systems** or stepping into execution gaps? The answers tend to reveal whether customer success is operating as a designed function, rather than an absorbing one. ## From role expansion to system clarity **The State of Customer Success 2025 report** doesn’t just show that customer success is doing more. It shows a function in transition. On one side, there's clear progress: a shift toward strategic engagement, value realization, and long-term customer outcomes. On the other hand, there's growing complexity: expanding responsibilities, uneven enablement, and blurred ownership boundaries. The next phase of evolution won’t come from adding more to the role, but from clarifying how the system works: - How responsibilities are distributed. - How outcomes are measured. - How teams are enabled to deliver them. Because ultimately, customer success is defined by how consistently it turns customer potential into realized value – just at scale. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) These insights come from the State of Customer Success 2025 Report, built on survey data from practitioners across the CS industry. **Take 10 minutes to contribute to the 2026 survey and help build the benchmarks leaders rely on to make better decisions.** [ Share your insight ](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey) ### Customer Success Powerhour Bi-weekly virtual meetups URL: https://www.customersuccesscollective.com/cs-powerhour/ Last updated: 2026-10-16T10:49:53.000Z Introducing **Customer Success Powerhour**, an exclusive bi-weekly virtual meetup for Pro and above members. **Customer Success professionals of all levels** will come together bi-weekly in an open forum, where you'll be able to discuss everything from customer outcomes and adoption strategies, to retention, expansion, and operational best practices. Each Customer Success Powerhour will be led by a specially-selected host, and attendees can submit topics for the agenda. If you’re interested in joining, check out the upcoming dates below – we look forward to seeing you there! --- ### Upcoming dates and topics: #### ****October 29: The NRR Operating Model: Aligning Ownership, Accountability & Growth** **Hosted by* [**Tara Danzig*](https://www.linkedin.com/in/tara-danzig/)**, Director of Customer Success at* [**D-Tools*](https://www.linkedin.com/in/tara-danzig/) NRR is a critical measure of durable growth, but the levers that drive it rarely sit within a single function. This session will explore how leading organizations define ownership across Customer Success, Sales, Account Management, and Product, creating clear accountability for retention and expansion while aligning teams around a shared growth outcome. #### ****November 12: Win. Lose. Learn.** **Hosted by* [**Roxcee Stacker*](https://www.linkedin.com/in/roxceestacker/)**, Vice President of Customer Success at Blue Conduit* Finding opportunity in the setbacks, misses, and outcomes we didn’t expect In CS, we’re wired to focus on the wins: the renewal we secured, the customer we saved, the adoption we increased, the expansion we closed, the implementation that went exactly as planned. But what about the ones that didn’t? Sometimes the customer still churns. The strategy doesn’t work. We miss a signal. Priorities change. A champion leaves. Or despite doing everything we could, the outcome simply isn’t the one we wanted. Our instinct is often to fix it, save it, explain it, or move on. But some of the most valuable lessons in CS come from the moments that didn’t go according to plan. In this PowerHour, we’ll get candid about the setbacks, misses, and unexpected outcomes that are part of working in CS, and what they can teach us. We’ll talk about what we can control, what we can’t, what we’d do differently, and how we turn those experiences into better decisions, stronger customer relationships, and better CS. Because we won’t win every time. The opportunity is in what we learn when we don’t. #### ****November 26: Thanksgiving** Just a quick heads-up that there will be ****no Powerhour this week due to Thanksgiving** 🦃. We’ll be back for our final episode of 2026 on December 10 💛 #### ****December 10: Doing More With Less: Rethinking Capacity and Coverage in Customer Success** **Hosted by* [**Tara Danzig*](https://www.linkedin.com/in/tara-danzig/)**, Director of Customer Success at* [**D-Tools*](https://www.linkedin.com/in/tara-danzig/) As CS organizations face increasing pressure to drive growth while operating efficiently, traditional coverage models are being challenged. This session will explore how leaders are rethinking segmentation, capacity, and customer engagement to focus resources where they have the greatest impact, without compromising the customer experience. --- [![CTA Image](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/CSC_Powerhour_Event_Calendar--1--2.png)](https://www.customersuccesscollective.com/signup/) [Upgrade to join ](https://www.customersuccesscollective.com/signup/) **Join to:** - 🚀 Grow your Customer Success career and advance to the next level with the help of this expert community - 🤝 Build relationships with other Customer Success leaders, exchange ideas, best practices, and experiences - 🎯 Become a stronger Customer Success professional through tailored advice, discussions, and networking --- ### Meet your Customer Success Powerhour hosts [**Kourtney Thomas**](https://www.linkedin.com/in/kourtneythomas/) **| Head of Customer Success at** [**TakeUp**](https://www.linkedin.com/company/takeup-ai/) Kourtney Thomas is a customer success and revenue leader with 15+ years of experience scaling high-performing teams across tech, SMB, and hospitality. She has driven retention and growth through multimillion-dollar portfolios, operational excellence, and programs that enhance onboarding, education, and customer experience. Known for her people-first, strategic leadership, Kourtney builds trust-based client relationships while delivering measurable business impact. [**Kristine Marhilevica Johansen**](https://www.linkedin.com/in/kristinemarhilevica/) **| Global Senior Director of Technical Customer Support at** [**Ardoq**](https://www.linkedin.com/company/ardoq/) Kristine is a Global Senior Customer Services Leader with 25+ years driving B2B SaaS and Cloud customer excellence. As head of Technical Customer Support at Ardoq, she builds AI-first, scalable support models that enhance adoption, retention, and long-term customer value. Known for blending operational rigor, strategic planning, and servant leadership, Kristine develops high-performing teams, optimizes customer journeys, and delivers measurable business impact across global enterprise clients. [**Roxcee Stacker** ](https://www.linkedin.com/in/roxceestacker/)**| Vice President of Customer Success at** [**BlueConduit**](https://www.linkedin.com/company/blueconduit/) Roxcee Stacker is Vice President of Customer Success at BlueConduit, where she leads post-sale strategy, renewals, expansion, and customer experience for utilities serving millions. With a background spanning sales, marketing, and research, she combines commercial instinct, data-driven insight, and strategic storytelling to position Customer Success as a revenue-generating discipline. Roxcee champions high-performing teams, outcome-driven AI adoption, and proactive retention strategies that align product, data, and commercial goals. [**Tara Danzig**](https://www.linkedin.com/in/tara-danzig/) **| Director of Customer Success at** [**D-Tools**](https://www.linkedin.com/company/d-tools-inc./) Tara is an accomplished customer success and experience leader with extensive experience driving high-impact strategies in the SaaS and B2B software space. She excels at building and scaling teams, optimizing post-sale operations, and creating customer-centric frameworks that enhance retention, satisfaction, and long-term business value. Known for her strategic insight and operational expertise, Tara combines a focus on measurable results with a deep commitment to fostering strong customer and team relationships. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Meta--9---1-.png) ### 4 ways CSMs can drive revenue URL: https://www.customersuccesscollective.com/scale-customer-success-and-revenue-with-ai/ Last updated: 2026-03-27T13:04:48.000Z The current economic environment has forced a shift from “growth at all costs” that prioritized [customer acquisition](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) to sustainable, efficient growth that puts a spotlight on retention. [Customer acquisition](https://www.customersuccesscollective.com/customer-acquisition-template-framework/) is getting more expensive; a study from SimplicityDX shows a [222%](https://www.simplicitydx.com/blogs/customer-acquisition-crisis) surge in customer acquisition costs in the last 10 years. Sales cycles are [lengthening](https://www.saastr.com/58-of-you-say-sales-cycles-are-even-longer-in-2024/). In this landscape, [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) is no longer a “nice-to-have.” CS sits at the intersection of product, people, and profit – and it’s uniquely positioned to drive all three. But unlocking that potential requires a mindset shift: from [reactive to proactive](https://www.customersuccesscollective.com/defense-vs-offense-driving-growth-through-proactive-customer-success/), from support to strategy, and from siloed to revenue-aligned. To succeed, [CS leaders](https://www.customersuccesscollective.com/bulletproof-your-cs-leadership-style-video/) must adopt a new operating model that’s: - [**Outcome-driven**](https://www.customersuccesscollective.com/outcome-driven-engagements-are-the-new-big-key-to-cs-success/): Focused on delivering real, verifiable customer value, such as faster onboarding and time‑to‑value, increased product adoption, measurable ROI (e.g., cost savings or revenue growth), and reduced churn through proactive engagement. - [**Powered by AI**](https://www.customersuccesscollective.com/ai-humans-for-smarter-customer-service/): Leveraging customer intelligence to predict, automate, and scale - [**Human-first**](https://www.customersuccesscollective.com/using-ai-human-first-video/)**:** Enhancing, not replacing, the trusted relationships that drive loyalty and growth There are five core principles of a revenue-growing lifecycle. Together, they form the foundation for a post-sales operating system that’s intelligent, scalable, and relentlessly focused on customer value and business outcomes. Before we dig in, if this is something you're keen on learning more about, you’ll *love* the full blueprint. ## Customer success as a strategic growth engine Most companies still haven’t fully realized what a growth machine their customer success team actually is. That’s finally beginning to change: [**78.7%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) of CS professionals now believe CS is a key revenue driver, and 49% of CS teams fully own all areas of expansion revenue, not just influence it. CS isn’t just a post-sales support function. When done right, it doesn’t just help customers succeed, it drives NRR, fuels expansion, and turns customers into advocates that fuel additional pipeline. Why? Because growth doesn’t come from licenses sold and product adoption. It comes from value realization. **Customer success teams are in the best position to make that happen.** A sales rep might close a deal, but a CSM can build a relationship that lasts years and influence everything from onboarding and adoption to renewals and referrals. > *“As CSMs, we weather a lot of seasons with our customers – seasons of abundance, seasons of change, and uncertainty. Being present through those experiences allows us to gain the credibility necessary to be trusted advisors.”* **– Christina Wold, Global Head, SMB Customer Success & Customer Value at SAP Concur** The best CSMs are so aligned with outcomes that they show customers how to unlock ROI, tie product value to business goals, and help execs make big decisions with confidence. We’re watching CS evolve, from being seen as “everything” (or nothing) to a focused, revenue-driving function with real targets and clear impact. CS isn’t adjacent to revenue anymore. **It *is* revenue.** ## 1\. Human-first AI integration Let’s be clear: [AI is here to amplify](https://www.customersuccesscollective.com/ai-is-empowering-csms-not-replacing-them/), not replace, customer success. Used right, AI doesn’t make CS *less* human; it makes it more powerful. It embeds intelligence into your workflows so you can do less admin and more high-impact work. ### Give your customers (and team) a boost AI helps keep the customer journey on track. It nudges users toward value, automates onboarding steps, flags red accounts, and handles the follow-ups customers need to continue toward verified outcomes. All of that frees you up to do what you’re best at: being strategic, building trust, and ensuring that value is realized. ### Work smarter, not just faster AI sees what you might miss. It pulls insights from usage data, customer sentiment, and even external signals like layoffs or funding rounds. It surfaces opportunities and risks before they blow up, so you can act fast, with context. You’re not reacting. You’re orchestrating. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Introducing… Agentic AI Okay, this is where it gets exciting. Agentic AI refers to intelligent agents that operate autonomously. They don’t just surface insights. They make decisions, initiate workflows, and execute lifecycle plays without human intervention (but plenty of oversight). Agentic AI is especially powerful in mid‑ and long‑tail segments, where high‑touch coverage isn’t scalable but consistent, proactive engagement still drives retention and expansion. Think: - Detecting expansion potential based on customer behavior and sending the right playbook - Sending personalized outreach based on early churn signals - Kicking off renewal workflows automatically - Handling end-to-end renewals for certain segments [**Gartner predicts**](https://www.gartner.com/en/newsroom/press-releases/2025-03-05-gartner-predicts-agentic-ai-will-autonomously-resolve-80-percent-of-common-customer-service-issues-without-human-intervention-by-20290) that up to 80% of customer service issues could be handled by agentic AI by 2029\. That’s not science fiction… that’s your future operating model. ### Your strategy needs three layers To make this work, build an AI strategy that covers: - **Internal teams:** Empower CSMs with insights, workflows, and prep tools - **Customers directly:** Use chatbots, guides, and in-app help to serve at scale - **Fully automated tasks:** Let AI handle repeatable workflows like renewals or QBR prep, especially in your long tail Did you know that only 30.5% of customer success teams use customer health score automation, and only 15.9% automate adoption nudges? Based on data we revealed in the [**State of Customer Success Report 2025**](https://www.customersuccesscollective.com/state-of-customer-success-report/), there's clearly still a huge opportunity to scale these tactics. [![30.5% of customer success teams use customer health score automation, and only 15.9% automate adoption nudges](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/CSC_Meta_Image_Template--3-.png)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## 2\. Proactive, predictive, and personalized engagement Customer success can’t afford to wait and react anymore. You’ve got to stay ahead of problems, spot opportunities early, and make every interaction feel like it was made just for that customer. That’s where AI steps in. ### Think ahead, act faster AI eliminates much of the guesswork in customer engagement. Through analyzing product usage, engagement trends, NPS, CSAT, and other signals, AI can build predictive health scores, predict outcomes, identify trends, and trigger actions based on real-time signals. It can flag accounts going quiet, highlight potential churn risks, or even surface expansion-ready customers who are ready for additional features, seats, or upsells, all before anyone raises a hand. You’re not putting out fires anymore. You’re preventing them from starting. But identifying signals is only half the equation. The real impact comes from turning those insights into coordinated, timely action. ### This is where an AI-driven expansion playbook comes in At its core, it turns signals into action – identifying accounts primed for growth, prioritizing them by revenue potential, and triggering personalized outreach based on real usage and context. Crucially, it ensures opportunities are routed to the right human at the right moment. The goal isn’t to turn CS into quota-carrying sales, but to make engagement smarter, more timely, and more relevant. As **Missie Dunham, Senior Director, Customer Success at Constant Contact**, explained in a panel discussion at Customer Success Summit Austin 2025: “The real power of AI and customer success isn’t automation. It’s amplification of everything that we do.” That amplification shows up most clearly when AI surfaces expansion signals your team would otherwise miss – and translates them into action before the window of opportunity closes. In practice, this follows a clear trigger-to-action flow: - Detect a qualifying signal (e.g. high seat usage, deep feature adoption, executive engagement, or milestone completion) - Tier the account based on expansion potential and strategic fit - Generate personalized outreach using usage data, industry context, and external signals - Route the opportunity to the right CSM or account owner with full context - Transition to a human-led, consultative conversation How this shows up will vary by segment. For enterprise accounts, expansion is often [multi-threaded](https://www.customersuccesscollective.com/multithreading-across-stakeholders/). AI might detect adoption across multiple teams, triggering coordinated outreach – from executive business reviews to technical deep-dives – aligned to [different stakeholders](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/). For mid-market and long-tail accounts, the motion leans more heavily on automation. AI can initiate outreach, guide customers through self-serve expansion paths, and only bring in a human when intent is clear or complexity increases. And while automation creates scale, judgment still matters. Moments like leadership changes, budget constraints, or sensitive relationship dynamics require a human touch. The playbook creates leverage, but the CSM remains the trusted advisor, ensuring expansion is grounded in real customer value, not just opportunity signals. ### Smart touchpoints that scale Let AI do the heavy lifting on the backend. It can trigger automated (but personalized) outreach, update success plans based on new activity, and handle the check-ins you won’t always have time for. And with agentic AI, you can even hand off things like low-touch renewals or engagement nudges. Think of it as a kind of digital teammate, one that coordinates lifecycle plays across different segments, channels, and roles. This technology is particularly potent in workflows and segments that are beyond what humans can realistically manage. (Emphasis on the human part!) Way less admin, heaps more impact. ### Personalization that doesn’t burn you out AI makes one-to-many actually feel like one-to-one. It pulls in data like lifecycle stage, product usage, hiring signals, or funding news, and helps tailor every message, resource, or recommendation to the customer’s context. So, no more generic email blasts. Just targeted and timely engagements that improve retention, increase product adoption, and generate expansion readiness. ## 3\. Revenue alignment and executive sponsorship If CS wants to be taken seriously as a revenue driver by the wider business, the first step is to align your CSM KPIs to tangible, financial outcomes – retention, upsell, and expansion. NRR is your [North Star](https://www.customersuccesscollective.com/what-is-a-north-star-metric/) here. It tells the full story: Are you keeping customers, growing them, and protecting against churn? The argument of aligning CS teams to hard, revenue metrics is compounded by **Jasmine Reynolds, Director of Enterprise Customer Success (Strategic Lead) at Appfire**, in her keynote session at **Customer Success Summit Washington 2025:** > *“It isn't about turning customer success into sales; it's about monetizing the value we already create. This result happens because CS has built trust and understands the customer's outcomes deeply. And we're already doing it.* > > *“But in most situations, CS teams are held back because they’re probably afraid to have those conversations about money and negotiations. It’s my belief that we should break down that silo.* > > *"We need to shift from just being focused on driving that value, but driving to that value so that we can eventually expand that account in a reasonable way.* > > *“It may not be a year. It may not be two years. It may be longer, but I'm saying that the value that you build is actually monetary.”* Here’s the thing: customers don’t need to be “sold to” again. They should have already realized the value of your product. Some orgs are even tying CSM compensation models to this shift: - CSMs are incentivized for retention and sales team performance - Growth targets baked into books of business (e.g., 15% net growth) - CSQLs counted as pipeline-generating contributions To operationalize this shift, you need executive buy-in early. Translate your CS wins into things they care about: annual recurring revenue (ARR), margin, and lifetime value (LTV). But to earn that seat at the table consistently, you need more than outcomes; you need visibility into what’s driving them. That’s where measurement evolves. ### Measuring what actually drives growth Measuring AI-driven customer success requires a shift in thinking. You won't get far if your main priorities are to simply track outcomes. It's all about understanding the signals that *predict* them. *T*hat means separating leading indicators from lagging outcomes, and distinguishing what proves AI is working from what simply reflects overall CS performance. The most effective teams keep this simple: a focused scorecard of eight to ten KPIs that drive action, not dashboard fatigue. As **Kate Neal, Senior Director of Customer Success at Gainsight**, put it at Customer Success Summit Boston 2025, traditional metrics like NPS are “like driving forward while only looking in the rearview mirror.” AI changes that. With real-time signals like sentiment analysis, automated health scores, and engagement patterns, you can see where accounts are heading – not just where they’ve been. **Leading indicators (predict what happens next):** These are your early warning system — and your biggest opportunity to intervene: - Health score accuracy: how well AI predictions match actual renewals or churn over time - Time-to-value: whether onboarding is accelerating first meaningful outcomes - Engagement velocity: how frequently and deeply customers are interacting with your product - Proactive intervention rate: how often AI triggers action before the customer raises a risk **Lagging outcomes (prove business impact):** These are still essential, especially for leadership and board reporting: - Gross retention rate: your ability to keep existing revenue - Net revenue retention (NRR): retention plus expansion - Expansion revenue influenced by AI: where AI surfaced or timed the opportunity - CSM productivity: accounts or revenue managed per CSM There’s also a third layer that many teams miss: proving whether AI itself is effective. - Prediction accuracy: how closely AI forecasts match real outcomes - Automation adoption: how much of your lifecycle is actually running without manual effort As **Vinod Kumar, VP of Customer Success at GAVS Technologies,** pointed out at the Customer Success Summit Washington 2026, none of this works without strong foundations: “Baseline to all these AI initiatives is how good is your data.” Clean inputs, clear governance, and meaningful signals are what turn these metrics from noise into insight. Finally, cadence matters as much as what you measure. Leading indicators should be reviewed weekly by CS Ops. Lagging outcomes belong in monthly leadership conversations. And prediction accuracy needs regular calibration to keep your models aligned with changing customer behaviour. Done right, this kind of measurement doesn’t just report on performance – it gives CS leaders the confidence to forecast, influence revenue conversations, and prove their impact at the executive level. ### The perception gap at the executive level Still, there’s work to be done. Only [**64.6%**](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) of CS leaders feel their role is valued by the C-suite – highlighting a persistent gap between impact and executive perception. **Julie Fox, Global Director of Customer Success at Cin7,** shared a moment at **Customer Success Summit Chicago** that perfectly captured what revenue alignment really looks like in action. During an internal [QBR](https://www.customersuccesscollective.com/qbrs-in-customer-success/), Julie noticed the sales leader openly discussing challenges in hitting their targets. Rather than just reporting that her CS team was on track, she seized the opportunity to reframe the conversation, and the impact was immediate. > *“I was able to say, ‘Hey, what would happen if we exceeded our goals? What if we saved an additional ten customers per month? Or increased upsell from this amount to this amount?’ “I did the math for them and said, ‘If I can do these things, we’re still going to hit our goals – even if sales stay at the exact pace they’re at.’ That was the moment the CEO and my leadership started to sit up straight and say, ‘Tell me more.’”* Julie didn’t just share CS metrics. She translated customer success into business impact, showing exactly how CS could close the gap if sales came in light, and proving that CS deserved a seat at the strategic table. ## 4\. Standardized, scalable, and iterative processes But sustainable growth demands something better: processes that are standardized, scalable, and built to evolve. It all begins with a playbook. Not some rigid manual gathering dust, but a living framework tied to commercial outcomes that guides your team while staying nimble enough to adapt as you learn. The secret is starting small. Test what works, measure the results, and only scale once you've perfected the approach. Think of it like product development: - Launch the minimal viable product - Collect feedback - Iterate fast - Scale what actually works When you design your lifecycle this way – testing onboarding flows, health score models, engagement cadences – you build a system that improves over time instead of breaking under pressure. But here’s the catch: not all customers need the same motion. What works for your top enterprise accounts might not work for your SMB clients. This is where segmentation matters. Strategic accounts might need a dedicated CSM,white-glove onboarding, and strategic depth. Smaller accounts? They might thrive with a digital journey, speed, and smart self-serve. One size never fits all, and trying to force it will just slow your team down. So, instead, try to build with modularity in mind: 1. **Standardize** the objectives and outcomes 2. **Customize** the engagement methods, timing, and channels 3. **Automate** wherever possible, but keep a human in the loop where it counts And don’t forget to bake in feedback loops. From customers and your own team. That’s how your lifecycle stays current – even as your product evolves, your ICP shifts, or your CS org doubles in size. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Ready to turn your lifecycle into a revenue engine? ### You’ve seen the “why.” The playbook shows you the “how.” Unlock the five revenue-growing plays with practical templates, AI-ready workflows, and leadership moves you can run this quarter. Inside, you’ll get: - A post-sales operating system that marries a human-first strategy with AI and agentic automation - Milestone maps to time-to-value and first value (minus the vanity metrics) - Predictive plays to de-risk churn and trigger expansion with receipts - Community and advocacy patterns that turn users into champions - Segmentation and process standards that scale without ballooning cost-to-serve If your goal is NRR, margin, and repeatable expansion, this is the blueprint. [ Access your copy ](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### Why we need a new approach to customer retention KPIs URL: https://www.customersuccesscollective.com/customer-retention-kpis/ Last updated: 2026-03-25T16:47:45.000Z I’ve been at Indeed for over 10 years, working in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) and revenue, and I’ve learned a lot about how quickly things can change – especially when it comes to retention and the [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) we use to measure it. Right now, the landscape is… a little weird. The [economy](https://www.customersuccesscollective.com/competitive-advantage-during-economic-downturns/) is pretty unpredictable, which makes it all the more pressing for people to find new jobs. Naturally, this means there’s a lot of competition for job advertisers like Indeed. At the same time, businesses are tightening their purse strings, and our customers are doing the same. So just like we’re all being asked to do more with less, our customers are asking *us* to do more with less. That creates a really interesting dynamic. Customer success is a critical part of that equation. [Growing and retaining](https://www.customersuccesscollective.com/the-customer-connection-equation-unveiling-the-formula-for-acquisition-and-retention-success/) existing customers is just as important – and often cheaper – than acquiring new ones. But to meet the modern demand we’re all facing, our metrics have to evolve too. ## The two biggest challenges in modern customer success metrics ### Too many KPIs and not enough focus One of the [biggest challenges in modern CS](https://www.customersuccesscollective.com/challenges-facing-customer-success/) is simply the volume of metrics available. There’s no shortage of KPIs you could track. Most teams have seen long lists and probably use several of them to guide their teams. But the reality is that the list can get really long, really fast. The more metrics you ask a team to focus on, the harder it becomes to prioritize what actually matters. Instead of goaling teams on five or ten different things, it’s worth challenging yourself to focus on just the one (or two, max.). Not because the others don’t matter, but because focus drives clarity – and clarity drives impact. ### Why traditional retention metrics no longer work The [definition of retention](https://www.customersuccesscollective.com/customer-retention/) is also changing. It’s not enough to say, “The client was spending last year, and they’re spending again.” That’s too simplistic for the world we’re operating in now. [Customers are more informed than ever](https://www.the-future-of-commerce.com/2018/08/13/customers-are-more-informed-than-ever/). There are entire guides online showing people how to lower the cost of the products they use. If customers are actively learning how to reduce the value of what they’re paying for, that’s a signal that something deeper is happening. So retention today isn’t just about "keeping" a customer. It’s about *retaining* the user, *retaining* their spend, and then *growing* that spend. If you're reading this and thinking, "That’s a lot to ask from a CS team," I wholeheartedly agree. But it’s the reality we’re operating in. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Understanding the complexity of today’s customer success model At Indeed, [we help people get jobs](https://www.customersuccesscollective.com/5-ways-to-nail-your-customer-success-manager-interview/). That’s the reason we exist. In customer success, that translates to helping employers reach their hiring goals. We try to keep it as simple as possible. But even with that simplicity, the operating model is complex. We support customers across multiple products – employer branding, job advertising and candidate sourcing, and recruitment automation. That means CS operates in an environment that’s both adoption-based and consumption-based. On top of that, at Indeed, we don’t require contracts; our customers can leave at any time they choose. So, every single day, our CS teams have to consistently prove the value of the product and the value they’re adding. That raises an important question: **how do you goal teams in an environment like that?** ## 4-step framework for setting better customer success KPIs ### 1\. Keep your KPIs simple and tied to business value This is the mantra: keep everything simple. KPIs should be relevant to your business and directly tied to the problems your product is solving. At Indeed, that comes back to helping people get jobs. The more customers use the platform effectively, the more likely job seekers are to find work. There’s a reason the phrase “if everything is a priority, nothing is a priority” comes up so often – it’s true. Shifting from a large set of metrics to a few high-quality ones makes a difference. Those [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) should be easy to understand and usable across performance management, enablement, and compensation. If someone has to work through a complex formula just to understand their performance or their bonus, that’s a big problem. The simpler the system, the more focus your team can put on [driving value](https://www.customersuccesscollective.com/value-most-important-metric/). [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### 2\. Define the actions that drive KPI success Keeping things simple doesn’t mean ignoring everything else. There are always underlying actions that drive your top-line KPI. The question is whether those should be goals or guidance. Metrics like CSAT, [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), or engagement cadence can give you directional insight into performance. They help explain outcomes, even if they’re not what you directly goal teams on. At Indeed, we think about these as benchmarks. For example, [higher product usage](https://www.customersuccesscollective.com/product-usage-metrics/), deeper [feature adoption](https://www.customersuccesscollective.com/manual-vs-automated-adoption/), or consistent engagement patterns often correlate with stronger retention and higher spend. We don’t necessarily set goals on these, but we make them visible and show how they connect to the primary KPI. That way, teams understand what good looks like without being overwhelmed by too many targets. ### 3\. Focus on proactive metrics, not just reactive ones Not all metrics are equally useful. Reactive metrics – like CSAT or NPS – tell you how a customer feels after something has already happened. By that point, it’s often a little too late to change the outcome. Proactive metrics, on the other hand, help you anticipate what’s coming. Think about how triage works in a hospital setting. It’s not just about asking what’s wrong – it’s about checking underlying signals to catch issues early. In customer success, that means looking at things like [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/), predictive [churn indicators](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/), and triggers that prompt action. These help teams understand where to focus before problems become critical. They give direction. They help answer the question, *Where should I be spending my time?* [![Data quality scorecard template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--8-.jpg)](https://www.customersuccesscollective.com/data-scorecard-framework/) ### 4\. Iterate, test, and align across the business Setting KPIs isn’t a one-and-done exercise. The starting point is your [data](https://www.customersuccesscollective.com/data-scorecard-framework/). Look at everything you have, identify where you’re strong, and focus on areas where there’s room to improve. There’s no value in optimizing for something your team is already crushing. It’s also important to focus on what’s controllable. If your team is measured on a KPI beyond their influence, it will, understandably, create frustration and reduce accountability. [Alignment across teams](https://www.customersuccesscollective.com/how-to-drive-cross-functional-alignment/) is just as critical. [Sales, marketing, product](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), and CS all need to be aligned on what matters and why. Without that, you risk working toward conflicting goals. Transparency helps reinforce that alignment. When performance is visible across the organization, it drives ownership. And finally, **iteration** has to be part of the culture. [Gather feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), test changes with smaller groups, and refine before rolling anything out broadly. Learning from what doesn’t work is just as important as building on what does. ## Managing complexity without losing focus Even with a clear approach, complexity can build over time. It’s easy to end up with way too many tools, too many reports, and too many places to look for information. When that happens, teams spend more time navigating systems than actually [driving outcomes](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/). Simplification at the operational level matters just as much as simplification at the KPI level. Consolidating tools and reducing noise helps teams stay focused on what actually drives results. And it’s worth acknowledging – no organization gets this perfectly right. This is an ongoing evolution. ## Bringing it all together At its core, setting KPIs in customer success comes down to a few key ideas: - Keep it simple - Give your team a clear blueprint of what good looks like - Focus more on proactive metrics than reactive ones - Iterate, test, and keep improving When you get this right, teams are better positioned to drive retention, grow customer value, and operate with real [accountability](https://www.customersuccesscollective.com/why-customer-accountability-is-key-to-your-customer-success-strategy/). And in a landscape that’s constantly changing, that clarity is what makes the difference. --- *This article has been adapted from Matthew’s talk at Customer Success Summit New York 2024\. Watch* [*the full version*](https://www.customersuccesscollective.com/customer-success-festival-new-york-2024/)*, and other talks from our NYC Summit, with a* [*Pro+ membership*](https://www.customersuccesscollective.com/pro-plus-membership/)*.* [![Turn customer data into real, measurable success with Customer Success Metrics: Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_Education_In-Article_Banner_--4-.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/) ## Want to get ahead in customer success? Whether you're looking to level up, transition into CS, or build the foundations for a long-term career, the [**Customer Success Metrics Certified: Masters**](https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/) gives you the practical, data-driven skills to stand out. Learn how to turn customer data into real business impact – reducing churn, proving ROI, and bringing ideas to the table that get noticed. With expert-led lessons, real-world case studies, and 22 ready-to-use templates, you won't just learn the theory – you'll be applying it from day one. [ Enroll today ](https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/) ### The good, the bad, and the ugly: Lessons from customer success leadership URL: https://www.customersuccesscollective.com/lessons-from-customer-success-leadership/ Last updated: 2026-08-14T12:34:19.000Z Let's be honest, customer success (CS) can sometimes feel like a high-stakes performance. I often feel like a contestant on *Strictly Come Dancing* (*Dancing with the Stars*, for my peers across the pond), doing that first nervous dance as the warm-up act. But behind the glitz of the "superhero" function we perform, there are [very real and very gritty lessons to be learned](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/). Whether you work at a [startup](https://www.customersuccesscollective.com/lessons-building-customer-success-startup-without-playbook/) or a global giant like Sage, we all deal with the same spectrum of experiences: the wins that make us feel like rockstars, [the mistakes that teach us](https://www.customersuccesscollective.com/adopt-onboarding-podcast-video/), and those "headplant" moments that are just plain ugly. In this article, I’m going to share my journey – from the checkout aisles at Tesco to heading up global customer success at Sage People – to help you navigate the pitfalls of our profession. You'll learn how to identify the positive drivers of success, how to avoid the "do-it-all-for-me" syndrome, and why technology is the secret sauce for [scaling](https://www.customersuccesscollective.com/the-art-and-science-of-scaling-customer-success/) without losing your soul. ## The superhero DNA of customer success Before we dive into the dirt, let’s acknowledge something important: we’re all bloody superheroes. CS is a unique function where we don't just wait for an SOS; we anticipate it. Think of it like a mother struggling with a screaming baby and a mountain of groceries at a checkout. You don't wait for her to ask for help; you start packing those bags and maybe even slip in a Clubcard upsell while you're at it. That’s CS at its core – helping the customer before they even know they need it. ### The win-win tango I like to call our ideal state the "win-win tango." If our customers are successful and achieving their goals – with engaged CPOs and CFOs – then we’re successful. It’s a rhythmic partnership where both parties move in sync toward a common objective. When that rhythm breaks, that’s when we start seeing the bad and the ugly. ## The good: Positive drivers of success What does "the good" look like? It’s when you’ve got engaged customers who aren’t just "couch potatoes." These are the collaborators who call you up because they want to understand talent planning or organizational growth, not just because a button is broken. _This post is for paying subscribers only._ ### A customer-centric approach to segmentation URL: https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/ Last updated: 2026-03-19T15:27:26.000Z At Akeneo, our approach to segmentation is pretty nuanced and tailored to the individual profiles of our customers. It involves considering several factors, including the complexity of the customer's ecosystem, the number of stakeholders involved, and the scope of their goals. For example, [a large, multinational customer](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) with a complex structure across multiple countries and numerous executive champions requires a different approach compared to [a smaller, regional business](https://www.customersuccesscollective.com/how-to-build-a-killer-customer-success-function-in-a-startup/) with a niche focus and perhaps just one executive managing several projects. Conventional segmentation tactics often default to a [premium, high-touch model](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) for enterprise clients based solely on their revenue status. But determining how to engage with each customer involves assessing their specific needs and capacities. For instance, not every enterprise client will have the bandwidth for in-depth executive business reviews or roadmap presentations. Recognizing this, we categorize our customers based on several criteria: - Frequency and depth of engagement they require - Annual recurring revenue (ARR) - Potential for growth within our platform The latter is particularly important as it allows us to strategically invest in customers with the capacity to expand their use of our services significantly. Our segmentation strategy isn't *solely* about categorizing customers by size or revenue but also by the [potential value](https://www.customersuccesscollective.com/proof-of-value-email-template-framework/) we can unlock together. It’s a holistic view that considers where a customer is in their journey and how we can best support them, ensuring a tailored customer experience that meets them exactly where they are. ## Tailoring customer engagement beyond revenue The fundamental aspect of our [customer segmentation](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) approach emphasizes understanding and addressing the distinct needs of each client, beyond merely evaluating their revenue contribution. This nuanced approach acknowledges that while ARR is a significant factor, it's not the sole determinant of the level or type of engagement a customer might require or desire. Interestingly, there's a growing conversation in the industry around the relevance and value of Quarterly Business Reviews (QBRs) for customers. The emerging consensus suggests that **not all customers find these meetings beneficial**, challenging the one-size-fits-all model of customer engagement. This observation aligns with our philosophy that customer success should be about meeting customers *where* they are, recognizing their unique circumstances, and tailoring our services to align with their specific needs and preferences. Segmentation enables us to step away from the conventional approach of uniformly applied services, allowing us to focus on what truly benefits each customer. This approach is crucial, especially in addressing the misconception that higher spending automatically necessitates a more hands-on approach. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ### Customer engagement While high-value accounts do require significant attention, the nature of that attention must align with what the customer actually values and needs, not just what we assume they should receive based on their investment level. Balancing [customer engagement](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/) without overstepping or under-delivering is a delicate art. It involves ensuring that customers remain engaged through appropriate channels without overwhelming them with unnecessary meetings or communications. ### Technology Technology plays a pivotal role in this balancing act, enabling us to maintain engagement through digital means. For customers less inclined towards frequent direct interactions, such as QBRs or bi-weekly calls, alternative engagement methods can be equally effective. This includes keeping them informed about upcoming webinars, and conferences, or sharing relevant customer stories and insights that might encourage them to initiate contact. Our commitment to a [customer-centric approach](https://www.customersuccesscollective.com/customer-led-growth/) is not just about recognizing the financial dimensions of our relationships but, more importantly, understanding and responding to the varying preferences, needs, and expectations of our diverse customer base. This tailored engagement strategy ensures that every customer feels valued and supported in a manner that resonates with their unique situation, thereby fostering stronger, more meaningful partnerships. [Pioneering digital-first customer successIn a realm where customer relationships and strategic engagements are paramount, the evolution of CS has been both a challenge and an adventure, shaping and reshaping the way we interact with and deliver value to our customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-402.png)Customer Success CollectiveCarlos Quezada![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--33-.jpg)](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/) ## What Akeneo is mastering with technology Today, the pressure to do more with less has never been more pronounced. At Akeneo, we're embracing technology to meet this challenge head-on, particularly through the use of playbooks and automation tools. We've been using a CS software tool to create these playbooks, marking a significant step in enhancing our efficiency. The process starts by taking a comprehensive look at the [customer journey](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/), and identifying critical moments that can make or break the [customer experience](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/). Each of these moments is linked to a specific action, whether it's a task for a CSM, a reminder to reach out to a customer, or an automated email providing valuable information or resources. ### Collaboration with marketing Our marketing department has been instrumental in this process, developing campaigns that we integrate directly into the CS tool. We've since evolved this partnership further, now leveraging dedicated marketing tools that give us richer engagement data and greater flexibility to make communications more aesthetically pleasing and professional. This ensures that even if a customer doesn't receive frequent direct meetings or calls, they're still in regular contact with us, receiving useful resources and communications. This [strategic use of technology](https://www.customersuccesscollective.com/leveraging-technology-to-scale-customer-success-achraf-maouloudi/) allows us to proactively meet our customers' needs, often before they even have to ask. It's about understanding where customers typically encounter challenges and providing them with the right tools and resources at the right time. By automating certain aspects of the customer journey, we not only increase our efficiency but also maintain a high level of engagement with our customers, ensuring they have everything they need to succeed. This approach is crucial for scaling our operations while maintaining the quality and personalization of our [customer success](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) efforts. [How generative AI is revolutionizing customer supportThe future of customer support isn’t about choosing between humans or AI. This is what the scare tactics want you to believe. In fact, it’s about combining the best of both to create experiences that would have seemed like pure science fiction just a few years ago.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-401.png)Customer Success CollectiveMatthew Paupst![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--40-.jpg)](https://www.customersuccesscollective.com/generative-ai-customer-support/) ## The role of AI in customer success [Generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/), especially platforms like [Gemini](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/), has become an indispensable tool in the arsenal of customer success at Akeneo. Its impact has been revolutionary, aiding in the creation of content that is engaging, precise, and timely. While the essence of our communication strives to remain personalized and far from robotic, generative AI has been a game-changer in overcoming common obstacles such as writer’s block, which many of us encounter while drafting email templates or preparing content for customer communications. ### Generative AI for content creation One innovative application of generative AI has been in scripting short, informative videos intended for customer engagement. Recognizing the importance of keeping content concise – ideally no longer than two to three minutes – Gemini has provided us with a valuable starting point, saving us considerable time in content creation. This approach aligns with our strategy to diversify our tech touch initiatives, making the customer experience more engaging and dynamic. ### Using customer success software with built-in AI Beyond content creation, we use automation and AI through our CS tool for operational efficiencies, such as monitoring customer usage thresholds. These automated alerts enable proactive engagement, ensuring customers are aware of upcoming limits or opportunities, seamlessly blending the capabilities of AI with our commitment to exceptional customer service. ### AI use across the business We've also extended our use of AI into other tools across the business – most notably Gong, which gives us insights from calls happening throughout the organization. This allows us to stay informed of conversations we might not be in the room for, and helps shape the strategic discussions we have with our customers. The result is a true 360-degree view of every touchpoint, keeping internal teams aligned and working in tandem – something that can be a genuine challenge when operating across multiple departments. For our customers, this cross-functional cohesion adds a layer of trust in their relationship with Akeneo as a whole. We've also developed a library of shared prompts across the CS organization – not just to drive efficiency, but to help our CSMs grow in their roles. These prompts increase visibility, surface potential risks, and encourage a more proactive mindset. [The customer success playbook for the AI revolutionCustomer success has entered its AI era. Discover how leading teams are evolving from reactive support to predictive, personalized engagement.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-509.png)Customer Success CollectiveJatin Sharma![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--17--2.jpg)](https://www.customersuccesscollective.com/customer-success-evolution-ai/) A practical example is **meeting preparation**: a specific prompt can quickly summarize the last several conversations with a customer and surface any open follow-ups, ensuring nothing slips through the cracks. Collectively, using AI across all our tools and resources is like having peripheral vision across everything happening with a customer – allowing us to stay ahead of the curve and catch early warning signs before things have a chance to fall out of place. ### The future of AI in customer success The potential applications of AI in customer success extend far beyond what we’ve explored to date. Conversations with other CS leaders, including [insights gathered at conferences](https://events.customersuccesscollective.com/), highlight the vast array of innovative ways AI can be integrated into customer success strategies. As we continue to explore these possibilities, our aim is to delve deeper into AI’s capabilities, enhancing our efficiency, and refining our approach to customer engagement. [How to ingrain a human-first approach in your workplacePrioritizing genuine human interactions can be challenging. In this article, discover how to build strong relationships with colleagues and customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-400.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-ingrain-a-human-first-approach-in-your-workplace-1.png)](https://www.customersuccesscollective.com/human-first-approach-at-work/) ## Balancing tech touch with human connection in customer success In the journey towards integrating advanced technologies like AI and automation into customer success strategies, striking a balance between efficiency and maintaining a human-centric approach is paramount. The objective is for these technological enhancements to be imperceptible to the customer, offering a seamless experience that aligns with their expectations without making them feel sidelined. The key to achieving this balance is understanding the unique needs and engagement patterns of each customer. For instance, a customer who actively participates in bi-weekly meetings, bringing forward numerous questions and requiring detailed discussions, would not be suited for a transition to a low-touch model without careful consideration. Such decisions are made with the customer's journey in mind, ensuring that any shift towards more automated engagement models occurs at a point where it complements their needs and the natural progression of their projects. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) Our approach at Akeneo involves meticulous planning and sensitivity toward the customer's timeline and experience. This process isn't abrupt but rather a deliberate strategy that considers the optimal timing for transitioning customers between engagement models. Our commitment to being customer-minded is evident in how we tailor these transitions, ensuring they align with both the customer's requirements and our operational goals. Adding personal touches, such as incorporating personalized videos in communications or including a picture in email signatures, plays a crucial role in maintaining a sense of personal connection. These elements help to humanize the tech-touch approach, bridging the gap between digital efficiency and the warmth of human interaction. In managing [customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) during the transition to more tech-driven interactions, transparency, and preparation are key. Identifying potential challenges and planning for them ensures that we can mitigate any issues before they arise. [A strategic guide to monetizing customer successA company’s success hinges on the satisfaction and success of its customers. But what does it mean to monetize customer success operations? How can businesses focus on delivering genuine value to their clients, while also improving their bottom line?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-399.png)Customer Success CollectiveSwati Chopra![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/euro-coins-currency-money-106152--1--1.jpeg)](https://www.customersuccesscollective.com/a-strategic-guide-to-monetizing-customer-success/) ## Monetizing customer success Through extensive research and [segmentation](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/) efforts, we identified a specific subset of our customer base that requires more than what our standard CSM offerings provide. These customers, situated beyond the high-touch segment, necessitate what we've termed “hypercare” – a level of service that caters to their intricate needs and demands. To address this, we’re introducing the Premium plan, an exclusive service tier that, while paid, delivers significant value through additional technical resources, educational benefits, including access to classroom training, and more. This plan is designed for customers facing unique challenges or undergoing critical transitions, such as expanding into new markets. The additional cost is justified by the tailored support and resources it provides, enabling these customers to effectively navigate complex projects and achieve their strategic objectives. The reception to similar initiatives in my past experiences has been overwhelmingly positive. Initially anticipated as a temporary solution for customers during pivotal moments, the enhanced level of service quickly became indispensable to them. This not only solidified the value of the offering but also presented an opportunity for account expansion and increased ARR. Moreover, it contributed positively to the customer success function's visibility and perceived value within the organization. The Premium plan stands as a testament to the potential of [monetizing customer success](https://www.customersuccesscollective.com/a-strategic-guide-to-monetizing-customer-success/) – not just as a revenue-generating strategy but as a means to elevate the level of support and partnership we offer our customers. It underscores the importance of recognizing and acting on the unique needs of different customer segments, providing them with tailored solutions that contribute to their success and, by extension, ours. [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-398.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--35--1.jpg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) ## Identifying and collaborating on monetizable customer success opportunities Identifying customers who might benefit from enhanced, monetized customer success services often starts with recognizing their heightened need for support. This recognition can come from direct requests for more intensive assistance, frequent professional services engagements, or noticeable strains on a CSM time due to a customer's demands. Such indicators not only highlight the customer's need for additional support but also signal potential opportunities for introducing premium service offerings like our Premium plan. The genesis of the Premium plan at Akeneo was directly influenced by our customers' expressed desires for higher levels of service, beyond what standard packages offer. These requests often come in nuanced forms – sometimes as a half-joking desire for duplicating a particularly effective CSM, but more fundamentally, as a clear indication of the need for what we've come to define as hypercare. This realization prompted us to consider why we weren't already providing such an option and led to the development of a service that addresses these unique demands while also contributing to our revenue. The relationship between customer success and sales teams is crucial in navigating and capitalizing on these opportunities. At Akeneo, customer success manages [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) directly, with collaboration from sales on larger accounts. [Our sales and CS teams](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/) work in tandem, much like "peanut butter and jelly," to ensure a [harmonious and effective partnership](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-taylor-hodges/). This collaboration is facilitated by regular meetings, such as quarterly business reviews, where we discuss customer accounts, potential expansions, and strategize on mutual goals. Creating a culture of [collaboration between sales and customer success](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-chris-dishman-totango/) is vital for leveraging monetizable opportunities effectively. Understanding each other’s metrics, goals, and methods is fundamental to this process. For organizations where this relationship might not yet be as strong, investing time in building mutual respect and understanding can significantly enhance the ability to work together towards common objectives. This not only improves the potential for revenue generation through customer success but also enriches the overall customer experience by providing services that meet their evolving needs. [Harmonizing the hustle between sales and customer successBalancing sales and customer success is crucial for any growing business seeking to drive revenue while delivering ongoing value. There isn’t anyone better suited to answer our burning questions and shed light on this critical topic than Chris Dishman, SVP of Customer Success at Totango.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-397.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Chris-Dishman.jpg)](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-chris-dishman-totango/) ## The challenges of customer segmentation In our journey of segmenting customers at Akeneo, we encountered several challenges, each offering valuable lessons on how to navigate this complex process more effectively. One significant misstep was in the terminology we used within our internal systems to categorize different segments as high, medium, and low. This inadvertently impacted our CSMs, particularly those managing what was labeled as the "low" segment. The naming convention, while seemingly innocuous and intended only for internal classification, carried unintended connotations that affected the morale of our CSMs. It highlighted the sensitivity required in internal communications and the importance of considering the implications of the language used. If I could go back, I would opt for terms that carry a more neutral connotation, such as "digital touch," to describe the various levels of customer engagement, avoiding the unintended hierarchical implications. Another challenge was the timing and development of our playbooks. In our eagerness to streamline operations, we created digital playbooks before fully understanding the nuances of the customer journey, especially in the digital segment. This premature commitment led to the need for significant revisions and rework. The lesson here is the value of patience and thorough testing. Running through the customer journey and associated playbooks manually for a period before digitizing them can save time and resources in the long run. It allows for a more adaptable approach, where adjustments can be made based on real-world feedback without the need to overhaul digital systems. The key takeaway from these experiences is the importance of a thoughtful, deliberate approach to customer segmentation and the implementation of supporting systems. Balancing the needs of both customers and CSMs, while also allowing for flexibility and adaptation, is crucial. Experimentation and adjustment are inevitable and necessary parts of the process, but with careful planning and open communication, the challenges can be managed effectively. These insights can hopefully guide others in their customer segmentation efforts, helping to avoid similar pitfalls and ensuring a smoother, more responsive approach to meeting the diverse needs of their customer base. --- ## Like this article? We've got a whole lot more in store for you. If Kimberly's article has stirred a hunger for more CS knowledge, we have just the thing. You can enroll in our [Customer Success Leadership Accelerator](https://learn.customersuccesscollective.com/customer-success-leadership-accelerator) program and become one of tomorrow's champions of customer success. ### What to expect in this game-changer of a course: 🧠 Non-stop, actionable insights 🔧 Practical applications every week 🤫 Total privacy with your closed CS leadership group 👥 Tons of networking opportunities 📚 Hands-on coursework activities 💡 Endless ideas from your peers and presenters 🔥 Fuel to shape your gold-standard CS strategy [Learn today. Lead tomorrow.](https://learn.customersuccesscollective.com/customer-success-leadership-accelerator) *This article was based on* [*Kimberly’s appearance*](https://www.customersuccesscollective.com/speaking-segmentation-kimberly-ayala/) *on the CS School podcast. Catch up on* [*all episodes*](https://alliance.ghost.io/podcast/csc-cs-school/)*.* ### Customer success hiring & onboarding scorecard URL: https://www.customersuccesscollective.com/cs-hiring-onboarding-scorecard-template-framework/ Last updated: 2026-09-03T13:54:07.000Z ## What is a customer success hiring & onboarding scorecard? A customer success hiring & onboarding scorecard is a structured framework that helps teams hire the right people and set them up for success from day one. It connects three critical stages — **role definition, candidate evaluation, and onboarding** — into one cohesive process. Instead of relying on instinct or inconsistent interviews, this template helps you clearly define what “good” looks like, assess candidates against it, and create a repeatable onboarding experience that drives long-term performance. ## What’s inside the template? This template provides an end-to-end framework covering hiring, onboarding, and long-term development. - Role definition framework - Attribute and competency mapping - Values and culture alignment - Structured interview design - Candidate scorecard - Hiring decision framework - Onboarding plan - Ramp milestones - Ongoing development plan - Feedback and improvement loop ## How to use the template Start by defining the role clearly, including responsibilities and what success looks like in the first 6–12 months. Then identify the key attributes and values you want to assess so your hiring criteria is aligned across the team. Use the interview framework and scorecard to evaluate candidates consistently, ensuring each stage tests specific skills and competencies. Once a candidate is hired, follow the onboarding plan and ramp milestones to guide their progression from learning to independent ownership. Finally, review feedback after each hire and refine the process over time, so your hiring and onboarding system continuously improves. ## Download your customer success hiring & onboarding scorecard ![Customer success hiring & onboarding scorecard](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Customer-success-hiring---onboarding-scorecard.png) [Customer success hiring & onboarding scorecard Customer success hiring & onboarding scorecard .docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/03/Customer-success-hiring---onboarding-scorecard-.docx "Download") [Customer success hiring & onboarding scorecard Customer success hiring & onboarding scorecard .pdf249 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/03/Customer-success-hiring---onboarding-scorecard-.pdf "Download") [Customer success hiring & onboarding scorecardCustomer success hiring & onboarding scorecard A practical framework for recruiting, onboarding, and ramping high-performing customer success team members. This template helps CS leaders define what great looks like before a hire is made, assess candidates consistently during the recruitment pro…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-76.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyL8ZmmizGpNSce4Q5w5NQ0YH9oHdG9XkPC86XplYEHVqKun7IY1kngrFyAMVE5VjYkRsb0RxTizGXQ6ixIcaGmExCbHRnhZcrGaqQJMcVaKa98zz7Lf-w1200-h630-p)](https://docs.google.com/document/d/1GM8Ux7mo2L80hUnxbV9-ELctBGy4XhdIqCiSedN6RlQ/edit?tab=t.0) _This post is for paying subscribers only._ ### The role of community managers in modern customer support URL: https://www.customersuccesscollective.com/community-managers-in-customer-support/ Last updated: 2026-03-17T13:59:08.000Z [Customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) is changing. Traditionally, when customers encountered a problem, they opened a [support ticket](https://www.customersuccesscollective.com/customer-success-support-tickets/) and waited for a response from a [customer support manager](https://www.customersuccesscollective.com/customer-support-manager/). But today, many of the most helpful support conversations happen somewhere else entirely: inside [customer communities](https://www.customersuccesscollective.com/communities-customer-success/). I saw this shift firsthand a few years ago while working in customer support at Lucidental, a finance house. More and more customers were turning to our [Telegram community](https://telegram.org/) instead of submitting support tickets. They would post questions to see if anyone else had already faced the same issue or discovered a solution. Customers began posting questions to see if someone else had already faced the same issue or discovered a solution. At first, I didn’t think much of it. But one moment completely changed how I saw the role of community in customer support. A customer posted a question in our Telegram channel saying they were trying to log into their account dashboard but kept receiving an “incorrect login information” message. Before my team even had time to respond, another customer stepped in and explained that they had experienced the same issue before. They shared what had confused them initially and explained the steps that eventually helped them resolve it. Within minutes, the problem was solved. What stood out was that the explanation came from someone who had recently faced the same problem. That made the answer clearer and easier to understand than a typical support response. That moment made me realize something important: sometimes the most helpful support doesn’t come directly from the company; it comes from the community surrounding the product. But those conversations don’t happen by accident. Behind the scenes, someone is helping guide discussions, highlight useful answers, and ensure the space remains welcoming and helpful. That person is the community manager. ## What surprised me about customer communities When I first began noticing more discussions happening in the community, I assumed the main benefit would simply be [reducing support tickets](https://www.customersuccesscollective.com/how-xbox-support-reduced-escalations/). And to some extent, that was true. However, what surprised me most was how communities improved the *quality* of customer support conversations. In [traditional support channels](https://www.zendesk.co.uk/blog/types-of-customer-service/#georedirect), the interaction is usually simple: a customer asks a question and a support agent provides an answer. In [community spaces](https://www.customersuccesscollective.com/using-community-to-elevate-the-customer-experience/), conversations often develop into discussions where multiple users share different perspectives, solutions and experience. I saw that our customers didn’t only ask how to fix a problem, but they also enquired how others are using the product. I found that customers would ask questions like: - How are other customers using the account dashboard to track their investments? - Has anyone found a better way to monitor transaction updates? - What mistakes should I avoid when setting this up for the first time? These types of discussions went beyond simple troubleshooting and became something organic: they were sharing *experiences* with one another. These conversations often produced explanations that were more practical and relatable because they came from people actively using the product. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## When community made a real difference One situation I remember clearly involved a recurring issue customers were facing with the account dashboard. Our support team frequently received tickets from customers who had submitted liquidation requests, but could not see the update reflected in their account. Even after the issue was fixed internally, customers continued to ask questions about the process. One day, a customer posted **the same concern** in Lucidental's Telegram community, asking why their liquidation request was not appearing on the dashboard. What happened next was interesting. Several experienced customers joined the discussion and each contributed something different: - One explained how to correctly submit the liquidation request. - Another shared a quicker way to track the request status through the transaction history. - Someone else pointed out a common mistake: submitting the request but forgetting to complete the final confirmation step. By the end of the conversation, the thread had become far more helpful than a single support response. It provided multiple perspectives, tips and explanations that made the process much clearer for new users. And the best part? It was all organic. From that point forward, whenever similar questions appeared, **we could guide customers to that thread**. It became apparent that a well-managed community can become one of the most valuable knowledge resources a company has. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## How support and community teams worked together at Lucidental At Lucidental, our customer support team and community manager worked closely together to help customers find answers more efficiently. One of the ways this [collaboration](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) worked was through recurring support tickets. Whenever my team noticed the same issue appearing repeatedly in customer tickets, we would share those patterns with our community manager. This helped identify topics that customers were struggling with. This collaboration helped surface common challenges much earlier, allowing the community manager to proactively start discussions around those topics. Our community manager would then raise those topics on the Telegram group, encouraging customers to share their experiences and solutions. These discussions often led to helpful peer-to-peer explanations from customers who had already faced the same challenges. Instead of each person waiting for an individual response from the support team, they could learn from a broader conversation. [How community marketing and customer success teams can work togetherWhen you think about the goals of community marketing and customer success teams, it can be difficult to pick apart exactly how they differ. After all, they’re both trying to make the customer as happy as possible, right?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-508.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_community-1.jpg)](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) ## Using community discussions to support customers Another helpful process involved linking [community discussions](https://www.customersuccesscollective.com/customer-vs-community-engagement/) to support responses. When a conversation in the Telegram group provided a particularly clear explanation, the community manager would highlight or pin that discussion so other customers could easily find it. Support agents could then refer customers to those threads when responding to tickets. Instead of receiving a short answer from a support agent, customers could explore a full discussion where several users had shared their experiences and solutions. Over time, these discussions gradually turned the community into a growing knowledge resource for Lucidental customers. ## The role of our Telegram community Our Telegram community also helped customers receive answers quickly. Because the group allowed real-time conversations, experienced members often responded within minutes when someone posted a question. Customers who had previously solved a particular issue frequently shared their experiences and suggestions. Our [community manager played an important role](https://www.communityledgrowth.com/reality-of-community-management/) in guiding these discussions, ensuring responses remained helpful, accurate, and respectful. This allowed the support team to focus more on complex issues, while simpler questions were often resolved directly within the community. [![Community engagement checklist template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/CSC_In-Article_Ads_Template--5-.jpg)](https://www.customersuccesscollective.com/community-engagement-checklist-template-framework/) ## The impact on customer support Within five months, the collaboration between the support team and the community manager began to make a noticeable difference. As more conversations happened in the Lucidental forum and Telegram community, customers were able to find answers to common questions much faster. In many cases, experienced community members responded before a support agent even needed to step in. This also helped reduce the number of recurring support tickets, since customers could search existing discussions and find solutions that had already been explained. For our support team, this meant we could focus more on complex customer issues, while simpler questions were often resolved through community discussions. ## Final thoughts Looking back, one of the biggest lessons my experience in customer support taught me is that great support doesn’t always come from the company alone. While working closely with our community manager, I saw firsthand how often customers helped one another by sharing solutions to challenges they had already faced. There were many times when someone in the community would respond with a helpful tip or workaround, even before the support team stepped in. Watching those conversations unfold changed the way I think about support. It showed me that sometimes the most valuable support comes from shared experiences between customers. Working alongside our community manager also helped me see how important their role is. They guide conversations, organize helpful information, and make sure valuable discussions don’t get lost. For the support team, these community insights often reveal recurring customer questions and real pain points we might not see right away. In many ways, community managers become a bridge between customers and support teams. They help turn everyday conversations into knowledge that benefits everyone. And when that happens, customer support becomes more than just solving problems; it becomes a shared experience where customers learn from one another. ### Customer Success Summit New York | March 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-new-york-march-2026/ Last updated: 2026-03-17T12:37:00.000Z Catch up on all sessions from our flagship New York event and get insights from the likes of Slack, Mastercard, PTC, Qualtrics and more. _This post is for paying subscribers only._ ### Agentic AI CX Frontline Report URL: https://www.customersuccesscollective.com/agentic-ai-cx-frontline-report/ Last updated: 2026-10-22T13:33:18.000Z NICE's evidence-based guide to agentic AI in customer experience – packed with performance data, deployment lessons, and strategic frameworks from enterprises handling millions of interactions annually. # Lead the transformation... or explain why you didn't. While most CX leaders are still debating AI pilots, a select group of enterprises are already delivering results that redefine what's possible. This report from NICE pulls back the curtain on exactly what they're doing differently – and gives you the blueprint to do the same. No theory. No hype. Just real leaders sharing real results. [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/lGdLzMpNw-GIBJUUUTFSTg/W_zJcDLa-VZUdz8VNeuyxXSmdi2aKjRaKi1sazLY2WrFO_ubKTWFr-xtv0vsYrY7rFHCDiAtrstSxpfogex3PlriWQPG87CiX4Dh6lH9BVXGoRsBQnHm1Kz2wH009dP-U5JQQpP6s2Z42mzk6c0uG32g2IMmLXIDkDIHB19f1jk/h-IlqvHVKWRKk_y7linQkC_fA-YBLy07unIxw8RtsIo) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/O3Q2cLEL1qwajN5vlZWjFQ/I8cu3LNZrh-FkPa20XMAiiYRz8NOTTtyvfdvMOq9Uzbc3RBow-yPAy6VwPLp3TjqPthhdUYfI-jHV85flBFjHuIYq0H6R3DWPYxeM2jhxFmEOFclX4uQ3bulKTK2MfgPGQpdUBo8o7qukohcRFIFqCj1ZtIW5-e07TZUalCBJlQ/yDqX29KPi02eckEEnqTgjqjf0tF1HhCKhhjSBUpn75U) ## Stop firefighting. Start leading. Filled to the brim with deployment data from enterprise orgs handling millions of interactions annually, plus interviews with the decision-makers who really made it happen. This report gives you the evidence, frameworks and confidence to champion agentic AI transformation in your organisation – and the credibility to lead it. [Give me my copy](#download) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **surprising channel** that's proving to be the fastest on-ramp to agentic AI success. (Page 15) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How one global fashion retailer achieved a **47% reduction in repeat contacts** using this counterintuitive approach to automation. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) **Four possible futures** for your contact center by 2028 – and why only one leads to true competitive advantage. (Page 39) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How a major international bank filtered out **85% of unproductive outbound calls** before a human ever picked up the phone. (Page 20) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How to achieve **20% CSAT improvements** – and why automation, done right, actually enhances service quality rather than degrading it. (Page 4) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"Model T mistake"** most enterprises make when deploying AI – and how to skip straight to transformative results. (Page 9) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **hidden trust gap** that's silently killing your AI transformation – and it has nothing to do with technology. (Page 31) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How one mobility services company went from **fragmented customer journeys to consistent global support** in just 2-4 week deployment cycles. (Page 13) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) **3x faster deployment times** are now standard for early adopters. Discover the architectural decision that makes this possible. [Give me my copy](#download) ## Get yours now This report won't cost you a thing, but it will give you something priceless: certainty. Certainty about what's working, what's not, and exactly how to position yourself and your team for what comes next. Download it now, share it with your leadership, and start the conversation that transforms your customer experience from a cost centre into a competitive weapon. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/lGdLzMpNw-GIBJUUUTFSTg/W_zJcDLa-VZUdz8VNeuyxXSmdi2aKjRaKi1sazLY2WrFO_ubKTWFr-xtv0vsYrY7rFHCDiAtrstSxpfogex3PlriWQPG87CiX4Dh6lH9BVXGoRsBQnHm1Kz2wH009dP-U5JQQpP6s2Z42mzk6c0uG32g2IMmLXIDkDIHB19f1jk/h-IlqvHVKWRKk_y7linQkC_fA-YBLy07unIxw8RtsIo) [Grab your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/lGdLzMpNw-GIBJUUUTFSTg/W_zJcDLa-VZUdz8VNeuyxXSmdi2aKjRaKi1sazLY2WrFO_ubKTWFr-xtv0vsYrY7rFHCDiAtrstSxpfogex3PlriWQPG87CiX4Dh6lH9BVXGoRsBQnHm1Kz2wH009dP-U5JQQpP6s2Z42mzk6c0uG32g2IMmLXIDkDIHB19f1jk/h-IlqvHVKWRKk_y7linQkC_fA-YBLy07unIxw8RtsIo) ## Get yours now This report won't cost you a thing, but it will give you something priceless: certainty. Certainty about what's working, what's not, and exactly how to position yourself and your team for what comes next. Download it now, share it with your leadership, and start the conversation that transforms your customer experience from a cost centre into a competitive weapon. ## Please add title in Airtable Please add content in Airtable [Grab your copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ### How Cisco uses NPS and CSAT metrics to predict churn at renewal URL: https://www.customersuccesscollective.com/how-cisco-uses-nps-csat-metrics-to-predict-churn/ Last updated: 2026-08-14T12:34:37.000Z How do you know if a customer is actually going to renew? We often rely on a single metric to tell the story, but looking at a high [CSAT score](https://www.customersuccesscollective.com/customer-advocacy-metrics/) without context is like looking at a clear sky right before a storm hits. You're seeing the present, but you're missing the atmospheric pressure that signals a shift. [Recent research](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) found that while over half of CS teams track churn rate, fewer than a third track NPS – and only 30% have health score automation in place. In this article, I’m going to walk you through how to layer CSAT, NPS, and telemetry to build a "bridge framework" that identifies [renewal risk](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) before it's too late. ## Building a framework for risk analysis When we think about customer health, it's helpful to visualize it as a structure – much like a bridge. You need a solid foundation, but you also need the cables and the suspension to hold everything together when the wind starts blowing. In my time at companies like EMC and now Cisco, I've seen that you can't rely on just one data point. You need a multi-layered approach that moves from tactical feedback to deep, relationship-based insights. ### Defining the layers - **CSAT (customer satisfaction):** This is your tactical, point-in-time experience. It's the feedback after a support ticket, a training session, or a new feature launch. It's great for real-time pulses, but it doesn't have much context. - **NPS (net promoter score):** This is the reflection of your brand. It helps you find your detractors and your future fans. Today's team lead is tomorrow's budget holder; their brand perception now dictates your future [renewals](https://www.customersuccesscollective.com/building-customer-success-from-scratch/). - **Usage and telemetry:** This is the "truth" layer. It's the data that shows whether people are actually using the product or if it's just shelfware. - **Relationships:** This is what holds the stack together. In a market full of choices, the company that surrounds the customer with the best partnership wins. [![Defining the layers](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/data-src-image-832efe89-dc84-4262-a6a9-b0f411f34718.png)](http://customersuccesscollective.com/how-cisco-uses-nps-csat-metrics-to-predict-churn) _This post is for paying subscribers only._ ### How to transition from an individual contributor to management URL: https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/ Last updated: 2026-03-06T12:26:40.000Z The transition from individual contributor to management isn’t exactly the simplest one. There are some fundamental shifts that you need to make when you go from dreaming about this career move to making it a reality. It’s not always easy to make a bold career change; you can be fraught with doubt, nerves, and excitement. This is especially true if you’re making a jump up a leadership role for the first time, having previously worked as a CSM or an ‘individual contributor’. What the customer success world needs are more mentors and coaches, and *a lot* fewer superstars and lone wolves who’re just out there to make a name for themselves. This article will consider how we can get individual contributors to start thinking more broadly about how they're helping others around them to be successful, not only how they’re succeeding in their careers. ## How does the status of the customer success industry affect the transition from a Customer Success Manager to a leadership role? As the overall customer success function *and* community mature, there really needs to be some focus put on how we grow and mature our team, so members can actually take on leadership positions. When I talk about leadership, it's not just about being a manager and having a title, nor is it *just* about getting that promotion. Rather, it's about developing the mentoring, sponsoring, and coaching abilities that are critical to being a good leader. Everyone needs to have some sort of maturity plan, a growth objective to aspire to. You want to avoid being stuck in the same monotonous rut of doing all the same things over and over again. It’s all too easy to view the next QPR as ‘just another meeting’, or to see the next customer success plan as ‘just another document’ that you need to deliver. This shift is incredibly important and one I don’t want to gloss over. Within a promotion, you go from being focused on the customer’s success to employee success. Being success-focused goes hand-in-hand with being a good manager, focusing on getting your team to do well in their own careers and*,* most importantly, in their own engagements with customers. In other words, customer focus becomes employee focus. However, this offers challenges to both CSMs who are looking to transition *and* also the leadership itself. Let's start with the CSMs a.k.a. the individual contributors. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## What kind of challenges can Customer Success Managers face when looking to transition to management? As I previously mentioned, in order to succeed in your new role, you need to shift your focus from being the superstar or lone wolf to being a manager with people dependent on your guidance. Take this scenario, for instance: you're a hot-shot CSM, an individual contributor who operates on the idea that you're going to get everything done. You're going to make the customer successful, you're going to build out the CS plan *and* you're going to have an amazing QBR. Sure, all of that stuff is great. But at a certain point, when you accept the mentality of being a manager, the focus shifts. It becomes less about you doing your job well and more about getting the people around you to succeed in their jobs. What tends to happen in this transition is that *your* role changes. You go from being an IC to a manager who’s responsible for the success of an entire team, and this means changing the way you interact with everyone. Rather than trying to solve all the problems, you're there to try to mitigate risk. And you're trying to remove obstacles and remove barriers to success that your team members may actually have. Additionally, as you move from an IC to a manager, you're now going to be an advocate for your team, making sure that you’re providing them with the greatest opportunities to enable their growth and the best channels for communication and motivation. If those two things don't exist, then you can potentially fail as a manager. It’s very easy to complain about a bad manager. Let’s face it, we’ve all been there, right? We've all probably experienced a manager who wasn’t engaging, or they weren’t a fantastic communicator. Perhaps they didn't allow you the freedom to do what you're supposed to be doing. Let’s face it, it’s easier than you think to pick up a few poor managerial habits and end up being a shoddy manager, a role *nobody* wants. That's just one of the aspects of this career jump. You have to be intentional about this process, have a certain clarity about what you're getting yourself into, and not assume the best or worst of every single situation, but think about how you're going to engage with different people. Going from an IC to a manager is a little bit different, which stems directly from the first point: as a manager, you have to be open to a number of facts. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## What kind of challenges do managers face when employees want to move into leadership roles? Firstly, you don't own your team. You aren’t a parent who has to keep their kids in line or be the disciplinarian. To that effect, you’re not even responsible for your own team's success; that’s something they're responsible for, just like they're responsible for their own career trajectory. What you are here for and responsible for is creating the circumstances and opportunities for them to be successful. Sometimes that means pulling yourself out of the way, or pulling other people out of the way, so that the team can actually be successful. Secondly, there can be no place for ego. As a manager, the biggest struggle that you’re going to undergo will be against your own ego. You shouldn’t wish your team success because it reflects well on you; that shouldn't be the end goal, but rather a fortunate byproduct of what happens when you allow your team to be successful amongst themselves. However, this doesn’t mean you won’t be recognized or rewarded for good work. Instead, it illustrates a crucial point central to this transition: your goals need to be invested in the team's success, rather than your own individual success as a manager. [How to win trust and motivate your team as a new managerWhile starting a new role is exciting and poses a fresh bank of possibilities, it’s not always an enviable position when you step into someone else’s shoes. This is especially true when you’ve got to build new relationships with your predecessor’s team.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-501.png)Customer Success CollectiveDr Mike Lee![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--38-.jpg)](https://www.customersuccesscollective.com/how-to-lead-a-customer-success-team-through-a-management-transition/) ## How to foster an environment in an organization that is conducive for individual contributors to transition to management roles A lot of these concepts I’ve discussed aren’t only relevant to customer success, but to management in general. They’re ideas that can apply to product management, or program management, or sales. If you’re transitioning from an IC to a management role, you need to start with the basics. Listen to your team, take some time to discover the individual goals of each team member, and the wider team as a whole. Ask yourself: what are they trying to accomplish? What are their aspirations, and what are their career objectives? Without knowing these key pieces of information, you won’t be able to engage with them. To be a good manager, you need to identify what strengths, weaknesses, and opportunities are at play, and then coach them through and minimize these weaknesses. What you want to avoid is leaving your team vulnerable to potential threats as a result of unidentified weaknesses. As a manager, your job is to create a culture of transparency, authenticity, and communication. In doing so, it gives the employees themselves the opportunity to own their own success. It enables them to focus not only on doing their job well but also on thinking about what that job might look like in the next six to eight months, or even two or three years. The other part of that is challenging your team members to actually hold themselves accountable to you and to each other. If you're going to move into management, the focus needs to shift away from me to us. If you can instill that idea early on as a manager to your team members – the individual contributors – then it makes it that much easier for that transition to occur. Essentially, it evokes the classic, ‘we before me.’ Here are some tactics or tips that are useful for CSMs who want to make the transition to management from being individual contributors. [Strategies for successful leadership: The new manager’s cheatsheetThe first foray into leadership is always a pivotal moment in anyone’s career, a culmination of years of hard work and dedication. However, like most of life’s new milestones, all too quickly, it becomes the beginning of a brand-new journey – often within a very short timeframe.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-502.png)Customer Success CollectiveJulien Le Terrien![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--51--3.jpg)](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) ### Management is bi-directional Let’s imagine you’re the manager in this scenario. In many ways, the people who report to you will be managing you. Their communication and interactions with you will set the precedent of what’s to come, and what you can expect out of them as individual contributors. As a team member or an IC, if you aren’t taking the time to ‘manage up’ towards your manager, then you're missing a huge opportunity to actually understand how to progress your career. From a management perspective, it’s critical to ensure that you are implementing two types of meetings: your one-to-one meetings and quarterly reviews. ### Tactical one-to-one meetings Your one-to-one meetings (1:1s) with your team members should be both tactical and strategic. Now, sometimes that might necessitate generating a separate meeting to strategize, but if you can encompass both of those aspects in every meeting, then you'll have a better opportunity for coaching and mentoring. Whether your 1:1s are scheduled weekly or bi-weekly, an effort should be made to ask your team members: - What’s going on? - How can I help you? - What do you need assistance with? - Can somebody in the wider organization help you with this? Gaining their insight with these three questions will aid your success as a manager: - How are you doing? - How am I doing as a manager? - How do you think the broader team's doing? These questions supply an opportunity for an open dialogue around any pain points and allow you to raise a solution. ### Strategic, long-term performance reviews In addition to 1:1s, there should be more in-depth, secondary meetings between line manager and team members, but kept to once a quarter, or every few months. Unfortunately, there isn’t a one-size-fits-all approach to management or scheduling meetings (if only!) because it ultimately depends on how your business runs and the nature of your workload. It’s important for team leaders to remember that **they don’t own their CSMs’ career success**. As individual contributors, CSMs hold that power and should be the ones to drive that meeting. By nature, these types of meetings take a little longer than regular 1:1s or quick catch-ups; they’re designed so you can take a step back from the tactical elements of business and ask larger questions surrounding career satisfaction and progression. And that meeting is a little bit longer. It's taking a step back away from the tactical day-to-day things, and asking: - Where are you going in the next six months? - Where are you going in the next year? Are the goals that we set up last year still the same ones that you have this year? - What are your ambitions? - What are your career goals? - What are you trying to accomplish? Is it still in customer success? In certain scenarios, you may have team members considering other opportunities within the organization or at an entirely different company. No one wants to lose team members, but it boils down to one thing: they're not yours to lose. And as a manager, you should help facilitate their success. A manager’s job is to help expedite their growth into other departments or into other companies, in some cases. Now, not all managers are perfect. Let’s say you’re an IC and unfortunately, your manager isn’t doing this; it’s up to you to take it upon yourself and actualize those meetings. Ask for some time when you can talk through career objectives and goals, and come prepared. [How to navigate a leadership transition in customer successA career transition can mean a multitude of things. It could mean moving into a leadership role i.e. going from a CSM to a Director of Customer Success. It could also mean joining an entirely different organization, and starting a CS function from scratch.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-503.png)Customer Success CollectiveDr Mike Lee![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1516503424803-708327384b90-2.jpeg)](https://www.customersuccesscollective.com/master-leadership-in-customer-success-by-navigating-management-transitions/) ## To wrap up... Transitioning from an IC role to a leadership position isn’t always plain sailing – there’s a variety of different skills involved compared to individual contributions. If you’re planning to make the jump, there’s one nugget of wisdom you should start thinking about: how will I create an environment that encourages people’s career progression, whether they’re rising within your existing ranks or moving on. That’s something to consider. --- ## Want to level up as a customer success leader? If you enjoyed reading what one of the world’s brightest CS leaders had to say, you might want to enroll in our [Customer Success Certified: Leadership](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) program and become one of tomorrow's champions of customer success. [Learn today. Lead tomorrow.](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ### The rise of sales-first cultures (and what this means for customer success in 2026) URL: https://www.customersuccesscollective.com/the-rise-of-sales-first-cultures/ Last updated: 2026-03-05T14:44:21.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) has never been more commercially accountable. Nearly half of CS teams now own [expansion revenue](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). Almost 80% believe they directly drive company growth. Leadership representation continues to increase. And yet, across many organizations, the cultural center of gravity is shifting in the opposite direction – back toward sales-led growth. In 2025, we saw [customer-first cultures](https://www.customersuccesscollective.com/customer-led-growth/) decline. It’s a bit of a head-scratcher, right? For many CS leaders, this shift feels familiar: expansion targets are rising, but influence over deals, segmentation, and product priorities often isn’t rising with them. [Data shows](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) a 13% increase in sales-led environments and a double-digit drop in customer-first orgs. That juxtaposition matters because it suggests that while CS is being positioned as a revenue engine, the broader cultural environment is shifting in ways that may complicate that mandate. ## What’s driving the rise of sales-first culture? As budgets tightened and growth became harder to secure, many organizations responded by doubling down on acquisition. In uncertain markets, [new revenue](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) often feels more controllable than [long-term value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). Pipeline can be tracked daily. Bookings are visible. Forecasts are immediate. ![Customer success accountability vs. Sales-first culture](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Customer-success--accountability-vs.--Sales-first-culture.jpg) By contrast, customer value accrues over time. [Adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/), and [retention](https://www.customersuccesscollective.com/customer-retention/) depend on alignment across multiple teams. Disappointingly, the results are less instantaneous. Under pressure, organizations tend to prioritize the lever that appears most directly tied to short-term outcomes. In 2025, that lever was sales. And the wider revenue ecosystem shows similar signals. According to the [2025 Revenue Operations Landscape Report](https://www.revenueoperationsalliance.com/revops-landscape-salary-report/), more than half (**57.8%**) of revenue leaders say ARR or MRR is the most effective metric for engaging executive leadership. While these metrics capture recurring revenue overall, they rarely distinguish whether growth is driven by acquisition or customer retention. As a result, leadership conversations often focus on ARR growth while the underlying drivers of that growth receive less scrutiny. This doesn’t necessarily reflect a philosophical rejection of [customer-centricity](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/). Rather, it reflects a recalibration under economic strain. However, when that recalibration persists, it begins to reshape how teams are resourced, how influence is distributed and how growth is defined. ## Customer-first culture vs sales-first culture: What’s the difference? Framing this as a binary choice between caring about customers and caring about revenue would be misleading. Both cultures are commercially oriented. The difference lies in where growth responsibility is anchored and how investment follows that responsibility. In a customer-first culture, growth is driven through long-term value delivery. Retention is treated as a primary growth engine. Expansion follows adoption and realized outcomes. [Product feedback loops](https://www.customersuccesscollective.com/product-feedback-loop-template-framework/) are structured and prioritized. Customer success has visibility at the executive level and influence over strategic decisions. In a sales-first culture, growth is organized around acquisition velocity. Revenue targets are front-loaded. Sales performance heavily influences internal priorities. Post-sale teams like success, support and experience, often inherit the outcomes of deals structured under time pressure. Investment decisions tend to favor pipeline acceleration over post-sale infrastructure. Neither model is inherently flawed. The challenge emerges when acquisition intensity increases without proportional investment in post-sale systems. And that is where the 2025 data becomes particularly revealing. ## The structural tension beneath the cultural shift At the same time that sales-first cultures rose: - **49%** of CS teams reported owning all expansion revenue - **78.7%** believe CS is a key revenue driver ![The structural tension beneath the cultural shift](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/The-structural-tension-beneath-the-cultural-shift.jpg) But the infrastructure isn't keeping pace: ![But infrastructure isn’t keeping pace](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/But-infrastructure-isn---t-keeping-pace.jpg) - **35.4%** experienced budget cuts - **69.5%** lack a formal enablement function - **53%** operate in teams of five or fewer This combination is difficult to ignore. Customer success is being positioned as a commercial engine, increasingly [responsible for renewals, upsells and cross-sales](https://www.customersuccesscollective.com/who-owns-customer-renewals/). Yet many of these teams are operating with constrained resources, limited enablement support, and growing account portfolios. In effect, revenue accountability is rising in environments that are simultaneously becoming more sales-oriented. This creates an unpleasant structural tension. For one, [account expansion ownership](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) implies influence and investment. But in practice, enablement, operations, and headcount have not scaled proportionally with expectations. When revenue responsibility grows faster than infrastructure, ambiguity follows. Who owns the long-term growth strategy? Who defines the ideal customer profile? Who actually sets expansion targets? Who qualifies for an upsell? Without clarity, culture drifts toward whichever function holds the most immediate leverage. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## The incentive design problem One reason this dynamic persists is simpler than culture alone: incentives. Organizations often describe themselves as “customer-first,” but compensation structures tell a different story. If sales teams are comped almost entirely on new ARR and AEs carry little or no accountability for retention or expansion outcomes, sales-first behavior is not a cultural failure. It’s *rational* behavior. If CS owns expansion revenue on paper but receives weaker variable compensation, less tooling investment, and fuzzier targets, then “revenue accountability” becomes symbolic rather than structural. And if executive bonuses are tied primarily to in-year bookings rather than multi-year NRR or lifetime value, organizations will predictably re-center on acquisition whenever pressure intensifies. **Organizations rarely become sales-first by accident.** They become sales-first because incentives make it rational. [Customer retention vs. acquisition: What’s the best method?The age-old debate of customer retention versus acquisition remains a pivotal discussion point for marketers, entrepreneurs, and executives. Both strategies are crucial for growth, but determining which should be prioritized can significantly impact a company’s success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-495.png)Customer Success CollectiveRenee Rooney![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight-1.jpg)](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) ## The long-term risk of short-term emphasis Sales-first acceleration can generate visible momentum. New logos energize organizations. Bookings validate strategy. Revenue spikes reinforce executive confidence.However, the downstream effects are less visible in the short term. If acquisition targets outpace qualification rigor, ICP drift can occur. If onboarding capacity lags behind closed deals, early adoption slows. If product feedback loops are deprioritized, misalignment compounds quietly. Over time, these factors surface in tangible churn metrics and net revenue retention. But there’s also a quieter operational cost that rarely appears in dashboards: the invisible tax of an unchecked sales-first culture. This tax often shows up in three places: - [Burnout among CS teams](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) asked to own commercial outcomes without authority over deal qualification or product priorities. - Constant firefighting as post-sale teams unwind oversold deals or rescue struggling implementations. - [Erosion of customer trust](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) during the handoff from optimistic sales messaging to operational reality. These costs may not appear immediately in revenue reports, but they accumulate through slower implementations, unpredictable accounts, and employee turnover. The [State of Customer Success 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/) data already points to familiar [internal barriers](https://www.customersuccesscollective.com/challenges-facing-customer-success/): - Lack of clarity around CS roles and priorities - Poor leadership understanding of the CS function - Product misalignment - Siloed communication between departments - Under-resourcing These challenges aren’t by any means new, but they certainly intensify when acquisition pressure dominates organizational focus. Granted, a sales-first culture doesn’t automatically lead to [higher churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). Yet without deliberate alignment between acquisition and retention, the risk profile increases exponentially. [The major challenges facing customer success in 2025CSMs find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. But what are the most common internal and external challenges or barriers to customer success in 2025?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-496.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/challenges-3.jpg)](https://www.customersuccesscollective.com/challenges-facing-customer-success/) ## Is customer-first culture disappearing, or *evolving*? Although customer-first cultures declined by more than 11 percentage points year-over-year, nearly one-third of organizations still identify as customer-first. This suggests that customer-centricity isn't vanishing. Rather, it may be undergoing reinterpretation. As customer success becomes more commercially integrated, some organizations may no longer separate “customer-first” from “revenue-first.” Retention is revenue. Expansion is revenue. Adoption is revenue. In high-performing environments, these concepts reinforce one another. Customer-first thinking drives measurable revenue outcomes. Revenue accountability strengthens the strategic position of CS. The real issue isn’t whether companies prioritize sales or customers. It’s whether acquisition and retention operate as a unified system, or as competing priorities with separate clocks. Sales performance is measured quarterly. Customer value unfolds over the years. When short-term incentives dominate long-term capacity, an imbalance appears. [![Develop the retention skills that save millions in ARR and make you indispensable with the Customer Retention Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/Customer-Retention-Certified-Masters-In-article-Banner-advert.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) ## Growth system design as a leadership discipline At the executive level, this tension increasingly becomes a question of system design. Who’s *actually* responsible for designing the full growth system from ICP definition to deal qualification, then on to onboarding and value realization, culminating with expansion? In many organizations, these stages remain fragmented across departments. Sales optimizes for bookings. Customer success optimizes for adoption. Product optimizes for roadmap velocity. Marketing optimizes for lead generation. Each team performs amiably within the confines of its own metrics, but the overall system may remain misaligned. This is where high-performing organizations truly shine; they approach it differently. They treat growth as an end-to-end system with shared accountability for net revenue retention. Systemic decisions often look counterintuitive in the short term. Tightening ICP criteria, slowing low-fit acquisition, or investing more heavily in onboarding may reduce new ARR in a single quarter. But over the following four to six quarters, these decisions frequently produce stronger NRR, healthier expansion, and higher sales efficiency. [Voice of the Customer (VoC) strategy frameworkA structured approach for gathering, analyzing, and acting on customer feedback across every stage of the customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-497.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Voice-of-the-Customer--VoC--strategy-framework.png)](https://www.customersuccesscollective.com/voice-of-the-customer-strategy-template-framework/) ## Voice of the customer in a sales-first environment Another telling data point concerns [voice-of-customer (VoC) programs](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/). While **41%** of CS professionals report acting as the primary voice of the customer to product and leadership, nearly **16%** say their organization has no formal VoC initiative at all. In sales-first environments, [voice-of-customer](https://www.customersuccesscollective.com/voice-of-the-customer-strategy-template-framework/) efforts often compete with pipeline urgency. Product teams may prioritize features that support new deals rather than long-term adoption improvements. Feedback loops can become reactive instead of systemic. More importantly, VoC is often treated as input rather than constraint. Customer feedback may be heard, but it does not necessarily shape what is sold, how deals are structured, or which segments are targeted. Over time, the absence of structured VoC investment limits an organization’s ability to align acquisition strategy with product-market reality. In healthy systems, customer insight doesn’t compete with pipeline. It shapes pipeline by tightening ICP definition, informing pricing and packaging, and influencing which deals are celebrated internally. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Cultural shifts follow economic cycles The 2025 shift toward sales-first cultures does not exist in a vacuum. Historically, economic slowdowns have prompted organizations to re-center on acquisition. When growth slows and capital tightens, leadership teams gravitate toward immediate revenue levers. However, these shifts are rarely permanent. Culture responds to outcomes. If acquisition intensity outpaces retention capacity for too long, churn rises and net revenue retention declines. When those signals appear, organizations recalibrate. As we move through 2026, many leadership teams will likely begin evaluating the consequences of 2025’s strategic emphasis. Did sales-first acceleration strengthen sustainable growth? Did expansion ownership clarify accountability or create ambiguity? Did customer-first principles erode, or integrate more deeply into commercial strategy? These questions will shape the next phase of cultural alignment. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## What high-performing organizations are doing differently The strongest organizations are not choosing between sales-first and customer-first models. They’re integrating them deliberately. In these environments: - Revenue metrics are shared across functions, ensuring alignment between acquisition and retention. - Incentives are structured to reflect long-term customer health, not just initial bookings. - Adoption frameworks are formalized, making value delivery measurable and scalable. - Enablement investment matches revenue accountability, equipping CS teams to fulfill commercial expectations. - Customer success leadership maintains proximity to executive decision-making, reinforcing strategic influence. In short, culture is designed rather than reactive. [How to lead a customer success team with data that mattersIn a leadership role, I’m often asked how we measure impact, drive value, and stay proactive in a highly fluid role. I’ll admit, these aren’t always easy questions to answer, but they’re the right ones.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-498.png)Customer Success CollectiveAlena Rossini![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--30-.jpg)](https://www.customersuccesscollective.com/leadership-measure-what-matters/) ## A quick diagnostic for leadership teams Many organizations don’t realize which culture they operate in until pressure exposes it. For leaders trying to understand their own cultural balance, a few simple questions can reveal a great deal: - What gets celebrated more loudly: the largest new logo or the largest multi-year expansion? - Which metric opens executive meetings: new ARR, GRR/NRR, or customer outcome metrics? - When budgets tighten, which teams are frozen first? - Who has the authority to walk away from a misaligned deal? The real question isn't “Are we sales-first or customer-first?” It’s whether the current mix of [incentives](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/), investments, and leadership attention creates the kind of growth the organization wants three years from now. [Does customer success get a commission for expansion revenue?Are customer success teams – who are bringing in revenue growth via account expansion for upselling, cross-selling and renewals – being compensated with a commission on these sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-499.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Do-Customer-Success-Managers-get-a-commission-for-expansion-revenue--2.png)](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) ## From acceleration to alignment in 2026 If 2025 was defined by urgency and revenue pressure, 2026 may be characterized by evaluation and alignment. Organizations that leaned heavily into sales-first thinking will assess retention stability. Customer-first companies will evaluate whether their long-term strategies translate into measurable growth. Hybrid models will refine integration between acquisition and expansion teams. The cultural pendulum rarely rests at extremes. It adjusts based on performance data. Customer success sits at the center of that adjustment. ## The bottom line Customer success is maturing. Revenue accountability is rising. Cultural emphasis is shifting. Sales-first organizations are increasing. Customer-first cultures have declined. But the future does not belong exclusively to either model. The organizations that thrive in 2026 will recognize that acquisition and retention aren’t competing priorities. They are components of a single growth system. When culture aligns with both, growth becomes durable. When it does not, friction becomes expensive. The next chapter of customer success will be defined not by which culture dominates, but by how well the two are integrated. --- ## Help shape the next cultural benchmark The **State of Customer Success 2025** revealed a decisive shift toward sales-first cultures. But what does that shift definitively look like in 2026? Has the pendulum continued to swing? Have customer-first organizations regained ground? Has expansion ownership strengthened alignment between sales and CS? Are budgets reinforcing post-sale infrastructure, or tightening further? We’re currently gathering insights for the sixth edition of the State of Customer Success Report. If you’re leading, building, or scaling customer success in 2026, your perspective will help define how the industry understands customer-first and sales-first culture in the year ahead. [**Contribute to the 2026 survey and help shape the benchmark.**](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ### Proactive support playbook template URL: https://www.customersuccesscollective.com/proactive-support-playbook-template-framework/ Last updated: 2026-09-01T12:55:00.000Z ## What is a proactive support playbook template? A proactive support playbook template helps support teams move from reactive problem-solving to preventing issues before customers experience them. Instead of waiting for tickets to arrive, the playbook provides a structured system for identifying early warning signals, detecting patterns, and taking action before small issues escalate into major incidents. ## What’s inside the template? The template includes a series of practical worksheets and frameworks designed to help support teams build a proactive support system step by step. - Proactive support definition and success metrics - Early warning signal framework - Tag-and-track workflow - Proactive thresholds and alerts - Frustration radar and intervention framework - Resolution completeness framework - Cross-functional communication structure - Prioritization model for proactive outreach - Metrics dashboard - 30-day rollout plan ## How to use the template Start by defining what proactive support means for your team and identifying the key metric you want to improve, such as faster issue detection or fewer repeat tickets. Next, select a small number of early warning signals to monitor and implement consistent tagging so patterns can be identified quickly. Set clear thresholds for when action should be taken and establish workflows for intervention and internal communication. This ensures issues are addressed before they escalate. Begin by applying the playbook to one product area or customer segment, then refine your signals, processes, and metrics over time as proactive support becomes part of your team’s regular operations. ## Download your proactive support playbook template ![Proactive support playbook template.png](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/03/Proactive-support-playbook-template.png) [Proactive support playbook tem\_\_plateProactive support playbook tem\_\_plate.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/03/Proactive-support-playbook-tem%5F%5Fplate.docx "Download") [Proactive support playbook tem\_\_plateProactive support playbook tem\_\_plate.pdf254 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/03/Proactive-support-playbook-tem%5F%5Fplate.pdf "Download") [Proactive support playbook tem​​plateProactive support playbook tem​​plate Reactive support solves problems after they happen. Proactive support prevents them. This template helps support teams identify early warning signals, monitor customer sentiment, and act before issues escalate. Use it to create a repeatable system for detect…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-75.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyIG3oSn10qDymV_CfAOJTTwBDWoNnv8y233IFUEnr52NhD5MOJhswg7RiURJZ5magGNUJaXhKSKcyIc1abG86BQg0CT3XZuVYVi6gz2h7CXrKP24DPw-w1200-h630-p)](https://docs.google.com/document/d/1G35btv%5FgLvLUWBi-8ehDn2XIn8tuBcDhQ5bzwBhZV2g/edit?usp=sharing) _This post is for subscribers only._ ### Customer Churn Certified Masters Join the waitlist for $100 off URL: https://www.customersuccesscollective.com/customer-churn-certified-masters/ Last updated: 2026-03-04T08:13:24.000Z Learn how to anticipate at-risk customers before it’s too late, and reduce your churn rate by taking this program created by experts. Unearth the skills you need to dramatically influence your customers’ lifetime value. Customer churn doesn’t have to be the boogeyman of SaaS. Let’s demystify it and get to the root of churn management. Gaining new customers is awesome, losing them at renewals or via an unsubscribe button? Not so much. There are a plethora of reasons why your customers decide to part ways with you – and even more tell-tale signs in the build up to this decision. You can get ahead of the curve with predictive analytics to protect your customers’ experience and your business’s revenue. By the end of this certification, you'll be able to... - Strip churn back to basics Understand the importance of early churn detection and its impact on business outcomes. - Develop churn prevention plans Build and implement retention plans and reward programs which demonstrate value and address customer needs and keep customers engaged. - Leverage data to forecast churn Use predictive modeling to forecast potential churn and proactively address client issues face on. **Meet your instructors...** ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/headshots--89-.png) [Ashish Mehta](https://www.linkedin.com/in/ashish-mehta-9805a46/) **Ashish Mehta, Customer Success Manager at Cornerstone** Ashish is a future-of-work-driven professional with 15+ years of experience in client management, retention and growth across academia, private, not-for-profit and government sectors. As a lifelong learner, curious about the emerging trends in learning and workforce development, he has worked in the education, skills, content and people management space with start-up, scale-up and mature organizations and held various roles spanning across strategy, client engagement, project management and learning design. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/David-Collard.png) [David Collard ](https://www.linkedin.com/in/davidcollard/) **David Collard, Manager of Customer Success at LinkedIn** Driven by the transformative power of change, David thrives on creating opportunities through innovation. With 10+ years in recruitment and talent acquisition across Europe and APAC, David leads LinkedIn Sales Solutions' EMEA team, managing global accounts with a passion for driving adoption and strategic growth. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/headshots--90-.png) [Carine Gursky](https://www.linkedin.com/in/carine-gursky-8260194/) **Carine Gursky, Head of Global Customer Success Management at Stripe** Carine is a transformational sales and customer success leader with 20+ years of experience building high-performing teams that drive measurable impact. She excels at creating strategic business processes that unlock growth and efficiency, scaling teams through repeatable playbooks and consistent execution. **What's included?** **Content:** Gain access to a robust curriculum covering the breadth of customer churn management. You’ll learn the secrets to analyzing the causes of churn, preventative methods, and how to enhance your customer experiences with data. **Exams:** Marked exams at the end of every module to test your knowledge and get you Customer Churn Certified. **Footage:** Hours of case studies and expert insights, crammed with expert insights from organizations like LinkedIn, Microsoft and Google. **Templates:** Practical templates and frameworks ready for use straight away. Take them with you and utilize them in your role with ease. **Tasks:** A variety of coursework tasks to consolidate your learning and practice your new churn knowledge. **Access:** Lifetime access to all the content, expert insights, templates, and more. Return to certification content whenever you need to – we’ll be here. **Join the waitlist...** #### ****What is the Customer Churn Certified: Masters certification?** The Customer Churn certification is designed to teach you about customer churn, including its causes, detection methods, and mitigation strategies. It covers topics such as identifying different types of churn (voluntary and involuntary), analyzing churn metrics, and using predictive analytics to detect early churn risks. It also explores practical techniques to reduce churn, like improving customer service, tailoring customer experiences, and implementing effective onboarding strategies. It includes hands-on exercises like role-playing and scenario analysis to simulate real-world business situations, and culminates in case studies showcasing successful churn reduction approaches. #### ****Who’s this Customer Churn Certified: Masters certification for?** This certification is intended for CSMs, business leaders, and those involved in customer experience management. It’s especially useful for individuals looking to proactively manage customer churn and drive customer success by improving retention strategies, analyzing customer behavior, and implementing data-driven churn prevention techniques. The course is designed for anyone looking to enhance their skills in customer satisfaction, retention, and success, making it ideal for those in customer-centric roles within SaaS, B2C, or other service-driven industries. #### ****How does Customer Churn Certified: Masters work?** Flexibility is at the core of this certification. If you’ve got a busy couple of weeks coming up, don’t sweat it. You can take this certification at your own pace with its fully online resources. After you enroll, you’ll work through the modules chronologically, participate in activities, and complete mandatory exam questions at the end of each module to consolidate your knowledge. If you pass all the exams, you’ll officially be Customer Churn Certified! #### ****What happens if I don’t pass the exams?** If you don’t pass the exams the first time around, you’ll be given the option to retake them. If you don’t manage to pass on your second attempt, unfortunately, you won’t receive the certificate.But don’t worry, the journey isn’t over. You’ll have unlimited access to all the certification materials for life, perfect for brushing up your knowledge on complex areas and lifelong learning. #### ****How long will I have access to the content?** You’ll get lifetime access! Dive into the depths of customer churn anytime, anywhere, at your own pace. #### ****How much does the Customer Churn certification cost?** $500\. But if you sign up to our waitlist, you'll get bonus material and $100 off at launch! ### Customer Success Summit Austin | February 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-austin-february-2026/ Last updated: 2026-03-03T16:31:00.000Z Catch up on all sessions from our expert speakers, coming from companies like Microsoft, Salesforce, Blackbaud, Cisco and more. _This post is for paying subscribers only._ ### How to Build a Customer Academy For Every Stage of Your Customer Journey URL: https://www.customersuccesscollective.com/how-to-build-a-customer-academy-ebook/ Last updated: 2026-10-22T13:33:30.000Z LearnUpon's strategic playbook for customer experience leaders showing exactly how top companies use customer education to accelerate onboarding, reduce churn and turn customers into advocates. # Turn every customer into your best customer. Your expertise shouldn't be trapped in one-on-one calls. This guide from LearnUpon shows you how to package your best practices into a customer academy that works around the clock – onboarding new users, driving adoption and creating advocates while you focus on strategic work. With 93% of organizations increasing their investment in customer education, this is the playbook your peers are already following. [Download your copy](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/vMAgHLo8GFjsGuQoyZaOvQ/hjKTCdvMXeKCO-9nT32jawwjEp48lgrLYOtxk797SHosV0Qc-LulMrWGpwDaUkpb3ZvvoVaL3dmHc-PU8ieJv6TV4RBUt1n59xdWEmrnPyjsDWCXbsB34zu30z4bDUQm5UVnQpvoRqP6VO6WsTYKBZU-8GNWiSjhQMafmuo17ncq4eGYAAd14lYw0j2lJ9_C/aajOWlI-1ddFNXy4D2lwXnCaONl4joXwW6AVmVGAy38) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/nxLyvoszZDfcd4jW9KP6NQ/hJm5sTc6ZTkK9dCl3-BD7HlJWtzr3O5dX0PYA1kHRcZ0zJHxDZZ4lH4Shzji6D-4bSFcZ9vLaW36P1rAON95-nC4wn6znhgY-i-7EQMj4VkqJLSBP8tNe04W62MELzgMj0oQyZrXO9buZ8CX6s5wdZyMCPqHnBWWTNm8mpz7lUx3hzIMjE9KMBH5F3vLJGil/CTBx-yWYEaQA_Sb_KQyF7xG0f6qFr_2dlPuA4_JpNFI) ## Finally, a growth strategy your customers actually thank you for. Packed with stage-by-stage playbooks, real metrics from leading companies and expert insights from practitioners at HubSpot, Zapier and more – LearnUpon's latest ebook gives you the exact blueprint to build, launch and scale a customer academy that drives retention, reduces support burden and proves its ROI to leadership. [Grab your free ebook](#download) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How to spot **expansion opportunities hiding in plain sight** using learning engagement data – and convert them into upsells. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"learn while doing" method** that embeds courses directly into your product experience – accelerating adoption dramatically. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why 93% of organizations are doubling down on this **one strategy** to smooth out the bumps in their customer journey – and how you can too. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why 28% of customer education programs stall before launch – and the **internal alignment fix** that prevents it. (Page 25) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How 89% of organizations are now reporting **direct ROI from customer education** – and the measurement framework that makes it possible. (Page 25) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How HubSpot turned education into their **#1 source of lead generation** – beating every other channel. The surprising approach they used. (Page 7) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) How gWorks cut support tickets by 18% using this **self-resolution method** that lets learners solve one in five issues independently. (Page 17) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) This **pre-sales education positioning secret** transforms you from vendor to trusted authority before the first sales call ever happens. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **"aha" moment accelerator** that reduced one company's time-to-launch by 12.5% – without adding headcount. [Give me my copy](#download) ## Become a free member to read this playbook You’ve landed on a playbook that’s exclusive to CSC Insider members. Sign up in seconds to unlock the frameworks, checklists, and worksheets you need to spot top performers, ask questions that cut through the polish, and build a team you won’t have to rebuild in six months. Plus, you’ll get instant access to a full library of exclusive articles, templates, frameworks, OnDemand presentations, and a CSC-GPT. No credit card, no catch. Totally free. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ylwVyXwN8dbkJshqIAgYPg/2C_O04QslIcxuyJCVMMe6iHVfzTt4zWtlb9ZiVBFuDW_NMfHttBN5NciLOOp4W6KmMu5nYI_kv2Hf-c51f3OS1uMeUXYmZMP8rfZzhdjSHP3pNPNHUKVY1yfd9ODUZCUGNAwFuqmb58aI6bjTksfnVyKSenkoCf_k8U3QFbz9cNBiXZ_2KC1v70zFYNaOQED/x5EazglNG46lUep72jdvIB9NYiNzuLQMrbe8VD8GkT8) [I want my copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/ylwVyXwN8dbkJshqIAgYPg/2C_O04QslIcxuyJCVMMe6iHVfzTt4zWtlb9ZiVBFuDW_NMfHttBN5NciLOOp4W6KmMu5nYI_kv2Hf-c51f3OS1uMeUXYmZMP8rfZzhdjSHP3pNPNHUKVY1yfd9ODUZCUGNAwFuqmb58aI6bjTksfnVyKSenkoCf_k8U3QFbz9cNBiXZ_2KC1v70zFYNaOQED/x5EazglNG46lUep72jdvIB9NYiNzuLQMrbe8VD8GkT8) ## Become a free member to read this playbook You’ve landed on a playbook that’s exclusive to CSC Insider members. Sign up in seconds to unlock the frameworks, checklists, and worksheets you need to spot top performers, ask questions that cut through the polish, and build a team you won’t have to rebuild in six months. Plus, you’ll get instant access to a full library of exclusive articles, templates, frameworks, OnDemand presentations, and a CSC-GPT. No credit card, no catch. Totally free. ## Get your copy now This guide costs you nothing, but the insights inside could transform how you scale customer education. Download it now to discover exactly how leading teams build customer academies that reduce support tickets, accelerate onboarding and drive measurable growth – without burning out their teams. Already running an academy? Find the gaps in your strategy and the proven tactics to fill them. [I want my copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ### Zero to CS Hero: Building Customer Success from Scratch in an Early-Stage Startup URL: https://www.customersuccesscollective.com/zero-to-cs-hero-building-customer-success-from-scratch-in-an-early-stage-startup/ Last updated: 2026-07-22T03:31:50.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** February 26, 2026 **Time:** 4:00pm GMT **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-success-summit-london-december-2025/?wchannelid=ui37x4z78a&wmediaid=jyq6xg5mis) Most Customer Success advice assumes you’ve got a mature team, established processes, and a robust tech stack. But what happens when you’re the first CS hire, or the leader tasked with building the function from zero? In this keynote, Kourtney Thomas shares lessons from the trenches of building CS teams and strategy at fast-moving, early-stage startups. Whether you’re a team of one or leading the charge through Series A, this session offers a practical framework for turning ambiguity into impact. You’ll learn how to prioritize what matters, prove the value of CS early, and lay the groundwork for long-term growth, without over-engineering or burning out. --- ### **Key Takeaways:** - How to prioritise tools, processes, and metrics when resources are limited - Tactics to gain internal buy-in and secure a seat at the leadership table - Real examples of what worked (and what didn’t) in building for scale from day one --- ### Meet the speaker: [**Kourtney Thomas**](https://www.linkedin.com/in/kourtneythomas/)**, Head of Customer Success at TakeUp** Kourtney Thomas brings 15+ years of experience in customer success, revenue leadership, and entrepreneurship across tech, SMB, and hospitality. She’s built and scaled high-performing customer teams from zero to thriving, bringing a sharp eye for strategy and operational excellence, and a passion for nurturing strong, trust-based client relationships. Kourtney has led Customer Success and Revenue teams, driving both retention and growth. She’s held senior roles in consulting and SaaS, managing multimillion-dollar portfolios, improving GRR and NRR, and launching programs that improved onboarding, education, and customer experience at scale. Known for her ability to foster deep customer and team relationships, Kourtney pairs strategic thinking with a people-first mindset. Her business ownership and coaching background fuel a leadership style rooted in growth, trust, and measurable impact. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/1748621955086.jpeg) ### 25 Customer Success Manager interview questions (2026 cheat sheet) URL: https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/ Last updated: 2026-02-25T14:28:09.000Z Say you're preparing for a [Customer Success Manager](https://www.customersuccesscollective.com/customer-success-operations-job/) (CSM) interview. In that case, whether you're applying for a CSM role or hiring for one, this comprehensive guide covers the **most common customer success interview questions**, sample answers, and insights into what hiring managers are really looking for. This article covers 25 essential CSM interview questions, each accompanied by: 1. The aim of the interview question 2. Key skills being assessed 3. An example answer We’ve compiled these customer success manager [interview](https://www.customersuccesscollective.com/top-7-customer-success-interview-questions/) questions and answers to help you prepare with confidence. Whether you're looking for CSM interview questions [to ask candidates](https://www.customersuccesscollective.com/the-blueprint-for-building-an-elite-customer-success-team/) or client success manager interview questions for your next job interview, this guide is your ultimate pre-interview prep to bag the job (or the CSM) of your dreams. ## 1\. Partner relationship management ### *"How do you maintain relationships with X partners? What’s the process?"* - **Aim:** To understand your approach to partner management. - **Key skills assessed:** [Relationship management](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/), [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), and organization. **Example answer:** This is, without a doubt, my favorite part of the role, as it allows me to shine at what I do best: regularly communicating with our customers. I love my clients, so ensuring their success is paramount to me. This line of [communication](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) involves scheduling check-ins, crafting personalized emails, and delivering [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/). I was lucky enough to inherit a well-oiled process from my line manager, our Head of Customer Success, but I’ve put my own spin on certain things, ensuring [clear expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) are set. Every morning, I track [performance metrics](https://www.customersuccesscollective.com/customer-success-metrics/) and address any concerns proactively. For example, last quarter, I managed a key partnership that had a new point of contact (client side). I took the opportunity to listen to their concerns, and their hopes for our product and implemented a quarterly review process to help ensure they’re happy with the direction of our product and their company’s vision. This has helped us identify and resolve issues before they escalated during what could have been a tumultuous period for the partnership. [Drive customer engagement through effective communicationsMy name is Lawrence Ang, and I work with the customer success team at The Financial Times. In this article, I’ll be focusing on customer communications and engagement. Obviously, I’m basing this very heavily on my own experiences, but there are certainly variations for different people.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveLawrence Ang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/01/old-phones--1---1-.jpg)](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) ## 2\. Customer onboarding process ### *"Can you walk us through the onboarding process? What does it look like, and what’s your role?"* - **Aim:** To gauge your understanding of the onboarding process and your role in it. - **Key skills assessed:** Process management, customer education, and collaboration. **Example answer:** Our [onboarding](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/) process starts with a kickoff meeting to set expectations and timelines. I start scheduling [welcome emails](https://www.customersuccesscollective.com/3-free-email-templates/) and ensuring their [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) is up to date. I conduct a needs assessment, provide training sessions, and offer ongoing support. For example, I recently onboarded an [enterprise client](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) by creating a customized [training program](https://www.customersuccesscollective.com/the-advantages-of-embedding-training-and-services-in-software-deals/) that reduced their setup time by 20%. [The Customer Onboarding PlaybookThe Customer Success Onboarding Playbook has been designed to provide you with a step-by-step guide to the customer onboarding process, revealing industry best practices and showing you exactly how to position your customer interactions during this crucial time in the customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-484.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The_Customer_Onboarding_Playbook_Meta--2---1--1-1.jpg)](https://www.customersuccesscollective.com/the-customer-success-onboarding-playbook/) ## 3\. Identifying expansion opportunities ### *"How do you identify opportunities for expansion?"* - **Aim:** To evaluate your ability to recognize and act on growth opportunities. - **Key skills assessed:** Analytical thinking, customer insight, and strategic planning. **Example answer:** For me, [expansion opportunities](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) can be sussed out in two ways. The first is good old-fashioned communication with clients to understand their evolving needs. The second, and by far my most successful means, is analyzing usage data, [customer feedback](https://www.customersuccesscollective.com/propel-your-business-forward-with-customer-feedback/), and market trends. For instance, I recently identified an expansion opportunity by noticing increased usage of a particular feature and after subtly weaving it into a conversation driven by [value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/), I proposed an [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) to our premium tier. [A step-by-step guide to expansionUnlock the secrets to boosting customer lifetime value and discover proven strategies for skyrocketing retention, renewals, and expansion rates.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveNick Chang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_expansion.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) ## 4\. Strategic education initiatives implementation ### *"Can you describe the strategic initiatives you’ve led around education, growth, and churn? How did you implement and refine these initiatives?"* - **Aim:** To understand your experience with strategic initiatives. - **Key skills assessed:** Leadership, strategic thinking, and [project management](https://www.customersuccesscollective.com/the-best-project-management-tools-for-customer-success-leaders/). **Example answer:** At \[Company Name\], I spearheaded several initiatives, including a [customer education program](https://www.customersuccesscollective.com/customer-education-program-frameworks/) that reduced churn by 10% over a fiscal year. I started by identifying common knowledge gaps with our enterprise clients, then created a series of webinars and tutorials. I also worked with our support team to implement a feedback loop to continuously [improve the content](https://www.customersuccesscollective.com/vetted-educational-content-frameworks/) based on our customer’s input. [The power of digital customer educationIf your customers aren’t continuously uncovering new ways to get value from your products or services, you’re missing a vital opportunity to captivate them properly. And if they don’t know how to use your product, well, there’s only one thing for it: they’ve got to learn how to use it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_customer_education.jpg)](https://www.customersuccesscollective.com/the-power-of-customer-education/) ## 5\. Healthy customer indicators ### *"What are the trademarks of a healthy customer at your company?"* - **Aim:** To gauge your understanding of customer health indicators. - **Key skills assessed:** Customer success metrics, [data analysis](https://www.customersuccesscollective.com/using-customer-data-to-build-proactive-customer-success-function-with-josh-horsman/), and customer insight. **Example answer:** To me, a healthy customer at our company typically shows high engagement, regular [usage of our product](https://www.customersuccesscollective.com/product-usage-metrics/), and a proactive approach to utilizing new features. In our business, a healthy customer would attend our webinars, provide feedback, and consistently renew their subscription. [Customer health score calculatorA practical, data-driven template that helps customer success teams monitor the well-being of their customer accounts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-485.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-health-score-calculator-meta-1.png)](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/) Many of these customer success questions also show up in real-life interviews for roles like customer success associate, customer success specialist, or CX manager – so this guide isn’t just for CSMs. It’s a great preparation tool, no matter your level of experience in the customer success space. ## 6\. Churn reduction strategies ### *"Your resume mentions reducing churn from 5% down to 2% in your current role. How did you do this? What tactics and strategies did you use?"* - **Aim:** To understand your approach to reducing [churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/). - **Key skills assessed:** [Retention strategies](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/), customer relationship management, and problem-solving. **Example answer:** This was a biggie. I reduced [churn](https://www.customersuccesscollective.com/customer-churn/) by implementing a proactive customer outreach program, which included regular check-ins, [personalized success plans](https://www.customersuccesscollective.com/developing-a-customer-success-plan-melanie-moshi/), and early intervention for at-risk customers. We were delighted to find that when we [identified at-risk customers](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) using predictive analytics and engaged them with targeted support, our clients were super positive about [renewing](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) and keeping the relationship ongoing. [Decoding churn: Find out what your customer is really thinkingIn this article, I’m going to walk you through how to decode customer churn. Before I delve into the crux of the matter, allow me a moment to set the stage for our topic. Then, I’ll give a quick background, so you understand where my experience comes from.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveSylvia Yin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/08/photo-1580584126903-c17d41830450.jpeg)](https://www.customersuccesscollective.com/decoding-customer-churn-find-out-what-your-customers-are-really-thinking/) ## 7\. MRR increase tactics ### *"Your resume also mentions you achieved a 30% increase in MRR in your previous role. What changes did you implement?"* - **Aim:** To evaluate your impact on [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). - **Key skills assessed:** Sales strategies, customer insight, and analytical thinking. **Example answer:** To increase MRR by 30%, I spent a lot of time channeling my efforts into targeted upselling and cross-selling initiatives. As a small company, I was fortunate enough to work closely with our sales team to identify opportunities, create tailored proposals for clients, and implement a rewards program for referrals. It wasn’t straightforward, and a few learning curves were thrown at us along the way, but ultimately, this approach resulted in a significant boost in our MRR. ## 8\. Experience with direct reports ### *"Do you have experience managing direct reports?"* - **Aim:** To assess your leadership and management experience. - **Key skills assessed:** Leadership, team management, and mentorship. **Example answer:** I’ve previously been a team lead and managed a small team of three entry-level CSMs. I conducted regular one-to-ones, provided ongoing training, helped hone their strategy, and set clear performance goals. For example, I mentored a first-time CSM team member, who then successfully took on a lead role within six months. [How to navigate a leadership transition in customer successA career transition can mean a multitude of things. It could mean moving into a leadership role i.e. going from a CSM to a Director of Customer Success. It could also mean joining an entirely different organization, and starting a CS function from scratch.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-486.png)Customer Success CollectiveMike Lee![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1516503424803-708327384b90-1.jpeg)](https://www.customersuccesscollective.com/master-leadership-in-customer-success-by-navigating-management-transitions/) ## 9\. Handling difficult client complaints ### *"Can you describe a tricky client complaint you’ve encountered that didn’t end well?"* - **Aim:** To understand how you handle challenging situations. - **Key skills assessed:** [Conflict resolution](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/), problem-solving, resilience. **Example answer:** Absolutely. It happens from time to time, but one particularly tricky situation involved a client who was unhappy with a feature limitation. Despite our efforts to provide workarounds and our endless back-and-forths with product and future update promises, unfortunately, the client decided to leave. This was a tough one, as I’d been the one who onboarded that client but unfortunately couldn’t save the relationship. It did sting, but I learned the importance of managing expectations and communicating transparently about product limitations early on. [Customer experience in crisis: Resilience and reputationManaging customer experience is an integral part of maintaining and enhancing brand reputation. This article looks at reputation management.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-489.png)Customer Success CollectiveTisa Sinclair![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-experience-in-times-of-crisis---Resilience--resolution--and-reputation-management.jpg)](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) ## 10\. Customer feedback loop ### *"How involved are you with customer feedback? Can you share an instance where you’ve closed a customer feedback loop?"* - **Aim:** To evaluate your involvement in the feedback process. - **Key skills assessed:** [Customer feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) management, communication, continuous improvement. **Example answer:** [Feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) is our bread and butter at \[Company Name\]. With my team, I actively gather and act on [customer feedback](https://www.customersuccesscollective.com/how-to-enable-customer-success-using-customer-feedback/) by conducting surveys, holding feedback sessions, and maintaining an open communication channel. For instance, a client suggested a new feature we developed and released within a year. I then followed up with the client to ensure their satisfaction with the new feature. [Your guide on customer feedbackCustomer feedback is one of the most essential parts of a customer success strategy, letting you understand and improve the customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_feedback.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) ## 11\. First 30-day plan ### *"Hypothetically, if you get this job, what would you aim to achieve in your first 30 days?"* **Aim:** To understand your approach to a new role. **Key skills assessed:** Goal setting, planning, and prioritization. **Example answer:** I love this question! So, in the first 30 days, I’d aim to understand the company’s goals, meet key stakeholders, and assess the current customer success processes. I would also identify quick wins to build momentum and establish a 90-day plan focusing on customer retention and satisfaction improvements. This plan would include specific, measurable goals and initiatives to drive impact quickly while laying the groundwork for long-term success. For example, I might aim to implement a new customer health scoring system, streamline the onboarding process, or launch a voice of the customer program. The exact goals would depend on the specific needs and priorities I identify during this initial period. ## 12\. Customer success tools experience ### *"What tools have you used in the past?"* - **Aim:** To assess your familiarity with [CS tools](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2023-blog/). - **Key skills assessed:** Technical proficiency and tool utilization. **Example answer:** Oh boy, I’ve used them all – from starting in Excel/Google Sheets to the big CS platforms. I’ve used Salesforce for CRM, Userpilot, Catalyst, and Gainsight for CS management, then Intercom and Zendesk for support ticketing. I’ve found these tools are pretty second to none when helping streamline processes, track [customer interactions](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/), and provide valuable insights into customer health. ## 13\. Leadership style ### *"How would you describe your approach to leadership?"* - **Aim:** To understand your approach to leadership. - **Key skills assessed:** Leadership, communication and [team management](https://www.customersuccesscollective.com/from-individual-contributor-to-management-a-customer-success-managers-transition/). **Example answer:** I’d have to say my [leadership style](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) strives to be collaborative and supportive. I firmly believe in empowering my team by providing clear goals, regular feedback, and opportunities for professional development. We’ve all had bad managers, and I hold them in my mind when managing my team as to how *not* to be. I foster an environment where team members feel valued and motivated to perform at their best. To me, that’s the only way to lead. [8 winning tips for stellar customer success leadershipThere’s a colossal difference between leaders and managers. While managers are there to enforce processes, ensure compliance, and make sure people are hitting their KPIs, leaders work for their team![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveRichard Convery![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/photo-1642406415849-a410b5d01a94.jpeg)](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/) ## 14\. Top strengths ### *"If one of your colleagues were here, what would they say your top three strengths were, and why?"* - **Aim:** To identify your core competencies. - **Key skills assessed:** Self-awareness, strengths identification and communication. **Example answer:** My top three strengths are [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), problem-solving, and empathy. I communicate effectively with customers and colleagues, find creative solutions to challenges, and understand and address customer needs with [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/). ## 15\. Areas for improvement ### *"What are your three biggest weaknesses, and why?"* - **Aim:** To gauge your self-awareness and willingness to improve. - **Key skills assessed:** Self-awareness, growth mindset and honesty. **Example answer:** I’d have to say my weaknesses include being overly detail-oriented, sometimes taking on too much at once, and a tendency to avoid delegation, especially if it’s a project you’ve created or a client you’ve onboarded from the get-go. I’m working on balancing attention to detail with big-picture thinking, managing my workload better, and trusting my team to handle tasks independently. ## 16\. Challenging workplace dynamics ### *"What kind of people do you find challenging to work with?"* - **Aim:** To understand your interpersonal preferences. - **Key skills assessed:** Interpersonal skills, team dynamics, and self-awareness. **Example answer:** I find it challenging to work with [people who are consistently negative](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) or uncooperative. I’ve worked with at least three people like this over the past few years, and it just doesn’t gel with me. Our role as CSM, being customer-facing, means we’re this happy, positive, [empathetic](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) person. But when you’ve got a colleague who’s being unnecessarily critical and negative, it can be a real issue. I value a positive, [collaborative work environment](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/) and believe in addressing issues constructively and professionally. [How you’re demotivating your team and how to stopFew things are as costly and disruptive as managers who kill motivation. It’s said that “people don’t leave jobs; they leave managers” and the stats back this up: 70% of an employee’s motivation is influenced by their manager, according to Gallup.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-487.png)Customer Success CollectiveChloie Brandrick![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2022-03-16-at-15.15.19-1-4.jpg)](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) ## 17\. Career goals and expectations ### *"What do you hope to achieve in your next company or role?"* - **Aim:** To understand your career goals and alignment with the company. - **Key skills assessed:** [Career aspirations](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/), company fit, and motivation. **Example answer:** I’m looking for a role where I can continue to grow professionally, contribute to meaningful projects, and work with a passionate and driven team. I want to make a significant impact on customer success and help drive the company’s growth. ## 18\. Current role overview ### *"Can you describe the day-to-day responsibilities of your current role?"* - **Aim:** To get an overview of your current responsibilities. - **Key skills assessed:** Role understanding, [task management](https://www.customersuccesscollective.com/time-management-hacks-for-customer-success-professionals/), daily operations. **Example answer:** In my current role, I manage \[#\] customer accounts, conduct regular check-ins, handle escalations, and work on strategic initiatives. My day typically involves meetings with customers, [collaborating with product, sales, and support](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), analyzing customer data, and ensuring our customers achieve their goals. ## 19\. Client inquiry volume ### *"How many client inquiries do you handle daily?"* - **Aim:** To understand your workload and how you manage it. - **Key skills assessed:** Workload management, customer interaction, and organizational skills. **Example answer:** I currently manage around \[#\] client inquiries daily. These range from simple questions to more complex issues. I prioritize them based on urgency and impact, ensuring timely and effective responses. ## 20\. Follow-up to client inquiry volume ### *"What is the nature of these inquiries?"* - **Aim:** To get insight into the type of issues you handle. - **Key skills assessed:** Issue resolution, product knowledge and customer interaction. **Example answer:** Inquiries typically include things like technical support, product usage questions, any billing issues, and new feature requests. I often help customers troubleshoot issues, provide best practice advice, and escalate bugs to our development team. [How to communicate metrics to teams with mixed data literacyManagement can present a number of challenges that might not have originally been apparent to you, but which require you to adapt quickly, not least when it comes to mixed levels of data literacy across your team. Leadership means equipping your CSMs to bridge that gap.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-488.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--58-.jpg)](https://www.customersuccesscollective.com/mixed-data-literacy/) ## 21\. Nature of client inquiries ### *"What are your typical KPIs for turnaround time on client inquiries?"* - **Aim:** To assess your efficiency and effectiveness in handling inquiries. - **Key skills assessed:** Efficiency, customer service, time management. **Example answer:** Our typical turnaround time for client inquiries is within 24 hours. For high-priority issues, we aim to respond within two hours. These [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) ensure we maintain high [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) and promptly address their needs. ## 22\. Inquiry turnaround time ### *"What’s the trickiest ticket or complaint you’ve dealt with, and how did you overcome it?"* - **Aim:** To evaluate your problem-solving and conflict-resolution skills. - **Key skills assessed:** Conflict resolution, problem-solving, communication. **Example answer:** Hmm… the trickiest complaint involved a major outage affecting one of our largest clients. I coordinated with the technical team to resolve the issue quickly, kept the client informed with regular updates, and provided a detailed post-mortem report. We also offered them a complimentary month of service to mitigate the impact. ## 23\. Issue resolution examples ### *"What does your immediate team look like in terms of size and roles?"* - **Aim:** To get an overview of your team structure and ensure you know how the dynamics work. - **Key skills assessed:** Team management, collaboration, organizational structure. **Example answer:** We’re small but mighty! My immediate team consists of three Customer Success Managers, one Customer Success Lead, two Customer Support Managers, one Head of Customer Success, and one Director of Customer Success. Each member plays a vital role in ensuring customer satisfaction and success by focusing on their specialized areas. [Using customer feedback and win-loss interviews to improve your productCustomer feedback and win-loss interviews are among the most effective ways to gain a firm understanding of how your product has been received, and how you can make changes, where needed.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-483.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1517245386807-bb43f82c33c4)](https://www.customersuccesscollective.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) ## 24\. Team structure ### *"Are you involved in collecting and acting on customer feedback?"* - **Aim:** To understand your involvement in the feedback loop. - **Key skills assessed:** Feedback management, continuous improvement, customer focus. **Example answer:** Yes, I’m heavily involved in this – it’s one of the most vital parts of my job. At \[Company Name\], we use surveys, feedback forms, and direct communication to gather those golden nuggets, AKA customer insights. Actually, we recently implemented a brand-new feature based on one customer's feedback. After much back and forth with our product team, our VP of Customer Success saw the value in this feature and escalated it with the [CEO](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/), which had a huge impact on getting this update over the line. In the end, everyone could see this would *significantly* improve user satisfaction – and it did!” ## 25\. Customer feedback management ### *"Can you describe a time when you used data points to tell a story to your customer about a potential upsell or expansion opportunity?"* - **Aim:** To evaluate your ability to use data for strategic decisions. - **Key skills assessed:** Analytical thinking, data interpretation, and communication. **Example answer:** For sure! So, I once used usage data to identify that a client frequently utilized a specific feature that was limited in their current plan. I presented this data to them, highlighting the benefits they could gain from upgrading to a higher plan, which ultimately led to a successful upsell and increased satisfaction. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## Mistakes CSM candidates often make ### Being too vague about achievements - **Aim:** Help interviewees position their impact clearly rather than just describing activities. - **Why it matters:** Customer success is about outcomes (retention, satisfaction, expansion), not just tasks. **Example answer you might give:** In my last role, I noticed a pattern of churn among mid-market accounts due to inconsistent onboarding. I designed a structured 30-60-90 day success plan that increased onboarding completion from 65% to 92%, boosted CSAT from 4.2 to 4.7, and reduced churn by 15% over a year.” This shows not just *what* you did, but also the **result** for customers and the business. ### Focusing on customer support instead of customer success - **Aim:** Clarify that CS is strategic and proactive, not reactive. - **Why it matters:** Support answers (e.g., “I replied to tickets quickly”) sound operational – interviewers want strategic thinking. **Example framing:**Instead of just responding to issues, I proactively mapped usage patterns to preempt at-risk behavior. This prevented escalation for 18 accounts in Q3 and strengthened our renewal pipeline. Emphasize driving value and outcomes rather than just solving problems. [![Develop the retention skills that save millions in ARR and make you indispensable with the Customer Retention Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/Customer-Retention-Certified-Masters-In-article-Banner-advert.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) ## Curveball and situational CSM interview questions Here are a few less common but highly effective interview questions you may encounter – and how to think about answering them. ### “Tell me about yourself.” - **Aim:** Understand how you narrate your journey and link it to customer success. - **What they're assessing:** Clarity, relevance, motivation. **Example answer:** I started in support, where I learned the importance of listening to customer challenges. I transitioned to CSM because I wanted to shape proactive success strategies. In my last role, I partnered with product to launch a health scoring system that improved renewal forecasting accuracy by 20%. ### “How many customers should a CSM manage?” - **Aim:** See if you understand segmentation and workload prioritization. - **What they're assessing:** Strategic resource management. **Example answer:** It depends on segment and complexity — high-touch enterprise accounts may warrant a 1:15 ratio, while low-touch could be 1:100+ with automation. Prioritizing based on risk and revenue ensures the team’s time drives impact. ### “If the server went down and multiple customers were affected, what would you do?” - **Aim:** Test crisis communication and cross-functional coordination. - **What they're assessing:** Calm, structured problem-solving and transparency. **Example answer:** I would quickly align with engineering to understand the fix timeline, communicate proactively to impacted accounts with tailored updates, escalate high-value concerns, and follow up post-resolution with a clear action plan to rebuild trust. [The Customer Success Manager interview playbookCCO Elizabeth Blass digs into how to sharpen your story, secure the right champions, and take the driver’s seat in your career. This article provides you with an interview prep playbook, a concrete shortlist of mentors and sponsors you want to connect with, and a growth plan.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-490.png)Customer Success CollectiveElizabeth Blass![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSM-interview-playbook--1-.jpg)](https://www.customersuccesscollective.com/customer-success-manager-interview-playbook/) ## What interviewers are really assessing Beyond any individual question, great answers show: - **Outcome orientation:** How your work drove retention, satisfaction, or revenue. - **Metric awareness:** You can talk about NPS, CSAT, adoption, churn, and expansion. - **Cross-functional collaboration:** You partner with sales, product, and support to achieve results. - **Customer empathy:** You understand customers’ goals, not just their problems. [Transitioning from customer support to customer successYou’ve probably heard a few statements about how customer success is not customer support, and that’s correct. I spent the early years of my career in customer support, and I can confirm they are distinct.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-491.png)Customer Success CollectiveChinelo Diejomaoh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--25---2--2.jpg)](https://www.customersuccesscollective.com/transitioning-from-customer-support-to-customer-success/) ## Customer success vs. customer support (Quick clarification) **Customer success** is *strategic and proactive* — focused on helping customers achieve outcomes and driving long-term value. **Customer support** is *reactive* — focused on solving issues as they arise. When crafting examples, frame your answer around proactive strategy and business impact, not just reactive task work. ## Bonus: Questions you can ask hiring managers At the end of your interview, strong candidates also ask thoughtful questions such as: - *“How do you define success for this role in the first 90 days?”* - *“What customer health indicators are most predictive of renewals here?”* - *“Can you share how the CS team partners with sales on expansion?”* These show curiosity and strategic thinking. --- ## CSM interview FAQs #### ****How do I prepare for a Customer Success Manager interview?** To prepare for a Customer Success Manager (CSM) interview, start by reviewing the company's product, customer base, and success strategy. Study your past wins and failures in customer success roles, and be ready to speak to specific metrics (like churn reduction or customer satisfaction). Practicing Customer Success Manager interview prep also includes reviewing common CSM interview questions, preparing relevant examples using the STAR method, and familiarizing yourself with tools like Salesforce, Gainsight, or Intercom. #### ****What are the most common Customer Success Manager interview questions?** Common Customer Success Manager interview questions include: - Why do you want to work in customer success? - How do you define customer success? - How do you handle difficult client situations? - Can you walk us through your onboarding process? - What’s your approach to reducing churn? - Have you ever identified an upsell opportunity? These questions assess communication, relationship management, strategic thinking, and customer-centricity — all vital to the CSM role. #### ****Why are you passionate about customer success?** Great interviewers often ask this to understand your motivations. A strong answer connects your personal values to the role: “I’m passionate about customer success because it’s the intersection of empathy, strategy, and results. Helping customers succeed means I'm helping them achieve their goals — and that’s incredibly fulfilling. Plus, happy customers drive growth, so it’s a win-win.” This is one of the most powerful ways to stand out in a customer success interview, showing genuine motivation and alignment with the role. #### ****What makes a good answer in a customer success interview?** A strong answer in a customer success interview is: - ****Structured:** Ideally following the STAR format (Situation, Task, Action, Result) - ****Data-backed:** Reference metrics or outcomes where possible - ****Personalized: T**ie the answer to the company or role you’re applying for - ****Customer-centric:** Show you understand the impact on the customer experience The best answers blend professionalism with empathy and strategy. #### ****How do I prepare for a CSM interview if I'm new to the role?** Even if you're transitioning into customer success from another role (like support, sales, or account management), focus on transferable skills. Brush up on key CSM responsibilities such as onboarding, handling escalations, and driving product adoption. Study CSM interview questions and answers to gain insight into the types of problems CSMs solve daily, and highlight your ability to learn, collaborate, and stay customer-focused. ## It's time to become the CS superhero you were born to be. [**Customer Success Certified: Core**](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/) is your ticket to true CS greatness. With this exclusive program, you'll gain access to a treasure trove of world-class CS resources, but the real value lies in the exceptional CS professionals you'll learn from. Forget boring textbooks and outdated training – with CS Core, you'll learn from world-class CS legends who’ve been there, done that, and are ready to share their secrets to success through 10-course modules. [Learn and level up](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/) ### AI Customer Support Summit | Virtual 2026 URL: https://www.customersuccesscollective.com/ai-customer-support-summit-virtual-2026/ Last updated: 2026-08-21T12:51:16.000Z Get fresh insights into how top customer teams from Autodesk, Salesforce, Cardlytics and more, leverage AI to lead with proactive support, unlock revenue opportunutes, and scale with purpose. _This post is for paying subscribers only._ ### How Xbox customer support reduced thousands of monthly escalations URL: https://www.customersuccesscollective.com/how-xbox-support-reduced-escalations/ Last updated: 2026-02-23T17:28:47.000Z I've spent the last 13 years in Xbox support. In October 2025, I shared a case study at the [virtual Customer Support Summit](https://www.customersuccesscollective.com/customer-support-summit-virtual-october-2025/) about a **Tier 3 transformation** that changed how Xbox thinks about escalations. This is the story of how we reduced Tier 3 escalations from about 4,000 per month to just tens per month – and why it took more than one tool or one policy change to get there. ### An important acknowledgement I must add that this was an entirely joint effort. During his tenure as Director of Xbox and Surface Customer Support, Experience & Operations, my colleague **Greg Stephens** led the Tier 3 redesign and drove his Tier 3 team to implement the new operating model. In parallel, I led my teams to build and roll out XEMPT and to enable frontline resolution across the broader support organization. Our programs amplified each other because we reviewed journeys together and partnered with cross-functional teams to change processes and policies. Together, we combined Tier 3 program changes with frontline empowerment and [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), removed friction in high-impact [customer journeys](https://www.customersuccesscollective.com/customer-journey-map-framework/), and used data-driven trust signals to reduce unnecessary handoffs. ## The scale of the challenge Xbox serves millions of customers worldwide across technical and non-technical support, commerce and refunds, repairs and warranties, and launch readiness. We automated many of the easy scenarios with [self-service and AI](https://www.customersuccesscollective.com/success-through-self-service-how-generative-ai-is-revolutionizing-customer-support-video/). That work helped customers and reduced total demand. It also exposed a new problem. As self-service handled the simple issues, the remaining cases skewed complex. Those cases needed judgment, exceptions, approvals, and access to data that frontline [customer support agents](https://www.customersuccesscollective.com/customer-support-manager/) often couldn’t reach. Complexity increased, and escalations became the pressure valve. [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ## When the Xbox escalation process became the problem By the start of FY22, we saw approximately **4,000 Tier 3 escalations per month**. Each escalation represented a customer who couldn’t get a resolution through normal channels. [Escalations](https://www.customersuccesscollective.com/how-to-lead-team-complex-customer-empathy/) created delays, repeated contacts, and [frustration](https://www.customersuccesscollective.com/customer-complaints/) for customers. They also created friction and rework for frontline teams. We had built many of our policies to prevent fraud. That goal made sense, but we applied it too broadly. We treated too many good customers like potential bad actors. That choice drove the behavior we didn’t want: frontline agents escalated issues because the system blocked them from doing the right thing. ### The friction behind Tier 3 escalations We didn’t have a single root cause. We had a pattern. A customer would hit a high-friction journey, the frontline agent would understand the right fix, and then policy or tooling would block the fix. The agent would escalate, and Tier 3 would perform the same work with better access and different permissions. That dynamic appeared in many scenarios, including order status and shipping exceptions, refunds and cancellations, warranty provisioning, inventory or substitute order decisions, repair exceptions like repeat returns, and partner or commercial provisioning needs. ### The Xbox controller journey In hardware replacement scenarios, our standard flow required the customer to ship the device to us first. Only after we received it would we send a replacement. That process can be reasonable in some situations, but it became a clear illustration of friction when the customer needed a fast resolution and had a strong history with us. Frontline agents often knew the right outcome, but they couldn’t execute it without escalating. I use this controller story as one example of the broader problem. It wasn’t the primary driver of escalations. However, it simply makes the pattern easy to see: friction plus limited authority turns routine issues into escalations. [Role of a customer support manager: A comprehensive guideFrom resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company’s reputation. For such a pervasive role, it begs the question: what actually is a customer support manager?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-480.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-support-manager-4.jpg)](https://www.customersuccesscollective.com/customer-support-manager/) ## How we reduced escalations by trusting and empowering frontline agents Greg’s Tier 3 team drove a scenario-by-scenario transformation from the escalation angle, and I led teams across the rest of support to remove upstream friction and enable frontline resolution. We didn’t do this work alone. Our teams did the build, and we led the change. What would happen if we trusted frontline teams to resolve the majority of customer issues, and we designed controls that targeted risk instead of blocking everyone? That shift required culture change, policy change, and tooling change. We had to move from control first to trust first, while still protecting the business. ## How we built trust through data and insights We started with analytics and journey mapping focused on the escalations that mattered most. We looked for repeatable patterns, risk signals, and decision points that created unnecessary handoffs. Then we built a [trust model](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) that separated most good customers from a small minority of truly risky scenarios. We used customer signals and scenario context to guide decisions. That allowed us to loosen constraints for low-risk situations without removing safeguards. [The perils of poor customer data hygiene (and how to prevent it)It’s a sinking feeling you’re probably trying to ignore. That little voice in your head going: “Our data might be… a bit of a mess”? Hate to break it to you, but it’s probably right. In fact, 70% of revenue leaders lack confidence in their CRM data.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-481.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--43-.jpg)](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) ## Stakeholder alignment, one scenario at a time We had to earn buy-in across the business. Hardware leaders worried about inventory loss. Finance is worried about fraud costs. Business teams worried about policy drift and inconsistent decisions. Greg and I partnered across those groups with a simple approach: pilot, measure, learn, expand. Greg led his team to prove the Tier 3 model, and I led my teams to scale the enabling changes across frontline operations and tooling. In refunds and cancellation scenarios, for example, we often found that faster and clearer resolution reduced repeat contacts and reduced downstream cost. In logistics and inventory scenarios, we partnered to change policies so frontline agents could offer substitute products when inventory blocked a case beyond a reasonable threshold. ## Tools and automation that supported human judgment Culture didn’t change on intent alone. Frontline teams needed access and tooling that matched the responsibility we were asking them to carry. We focused on a few practical enablers: - **Visibility**, so frontline agents could see key status and tracking information without escalating. - **Exception handling tools**, so the system could apply the same decision logic Tier 3 used for common scenarios. - **Automated approvals** in clear-cut cases, so agents didn’t wait for manual gates. - **Better documentation support**, including automation that pulled relevant information into cases and reduced administrative work. We also used Copilot and automation inside our support tooling to help agents understand context quickly and choose the right resolution path, while keeping human accountability for decisions. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## The cultural transformation This approach worked because we treated it as a [behavior-change](https://www.customersuccesscollective.com/behavioral-science-behind-change-management/) program, not a process rewrite. Greg and his leaders reinforced it through the Tier 3 operating model, and my leaders and I reinforced it through frontline coaching, access, and automation. We involved frontline agents early. We ran roundtables to learn what blocked resolution. We shifted quality from punitive to *coaching*\-focused. We published clear decision principles, then reinforced them through training, audits, and feedback loops. We also invested in global consistency. We gave every site the support resources they needed to close skills gaps and sustain the shift away from legacy habits. ### The results The transformation took sustained effort, but it delivered clear outcomes: - **Escalation reduction:** 99% reduction of Tier 3 escalations from March 2022 to February 2025. - **Current volume:** From about 4,000 escalations per month to just tens per month. - **Customer satisfaction:** CSAT reached about 4.78 in key scenarios. - **Hardware turnaround:** Hardware resolution times improved by 2 or more days. - **Financial impact:** Multi-million annual savings and reduced resource needs, driven by fewer escalations, fewer repeat contacts, and less rework. - **Operating model:** Tier 3 shifted from case management to program management, focused on operational quality and performance. [How to deal with customer frustrationLet’s say one of your customers is dissatisfied with your product and can’t stop yelling about a software glitch. Or perhaps they’re peeved with their customer experience and want to raise a complaint about the service. So, if you encounter this, what should you do? Let’s unpack that.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-482.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--35-.jpg)](https://www.customersuccesscollective.com/customer-complaints/) ## Lessons you can apply Of course, the work at Xbox won’t map one-to-one to your business, but the core principles can certainly be applied: - Trust your frontline teams, then back that trust with targeted controls. - Design for the majority, and use data to isolate true risk. - Remove handoffs by giving agents the access and tools they need to resolve issues on first contact. - Treat culture change as core work. Reinforce it with training, coaching, and consistent measurement. - Align stakeholders with pilots and evidence, not arguments. ## The ongoing journey AI and automation matter, but they don’t replace trust. Tools accelerate outcomes when you give people authority and clarity. Without that, tools only move friction around. If you want to reduce escalations, ask a blunt question: **Where does your system block the right outcome, and force your team to escalate to get work done?** --- *This article is based on Ivo’s talk at the virtual Customer Support Summit in October 2025\.* *Want to hear more transformative stories like Ivo's? Join hundreds of leaders at our 2026 events to learn battle-tested strategies for reducing costs, empowering teams, and delighting customers.* *Get expert advice, expand your network, and walk away with actionable takeaways you can implement immediately.* [ View our 2026 events calendar ](https://www.customersuccesscollective.com/events/) ### The behavioral science behind successful change management URL: https://www.customersuccesscollective.com/behavioral-science-behind-change-management/ Last updated: 2026-08-14T12:34:55.000Z Why is it that most organizational changes feel like pushing a boulder uphill, only for it to roll back down the moment we stop shoving? We're constantly told that change is the only constant, yet [McKinsey reports that 70% of transformation efforts fail](https://www.mckinsey.com/capabilities/transformation/our-insights/common-pitfalls-in-transformations-a-conversation-with-jon-garcia). If you knew a medical procedure had a 70% failure rate, you wouldn't do it – so why do we accept these odds in our businesses? The problem isn't that your people are difficult; it's that we're designing changes for robots, not humans. In this article, I'll bridge the gap between industrial [psychology and customer success](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) to show you how to work *with* human biology rather than against it. You'll discover how to minimize the "threat response" in your team, why dopamine is your best friend in a transition, and how to build systems that turn new behaviors into permanent habits. ## The compounding effect of modern change Think back over your last year. How many "waves" of change have you personally navigated? While a Gallup study found that [63% of people report at least one significant change](https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx) in the past year, the reality for most of us is much higher. We aren't just dealing with one thing; we're dealing with structural shifts, new technology, rotating team members, and evolving priorities all at once. This creates a compounding effect. When we stack change after change, it doesn't just add up; it multiplies the stress on our systems. Organizations often go into these transitions with high expectations, dreaming of beautiful outcomes and motivated customers. But the reality is usually subpar. We're consistently underperforming because we don't account for the human cost of this compounding pressure. _This post is for paying subscribers only._ ### How to communicate customer success metrics to teams with mixed data literacy URL: https://www.customersuccesscollective.com/mixed-data-literacy/ Last updated: 2026-02-19T18:36:25.000Z Like any business function, the impact of your [strategies](https://www.customersuccesscollective.com/strategic-planning-template-framework/) is worthless without the proper means to measure your efforts, and [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) is no different. [Metrics](https://www.customersuccesscollective.com/customer-success-metrics/) are what allow us to do this – but collecting and understanding them is only half the battle. The other half is [communicating them effectively](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/) to the people around you. And that’s often where things become difficult. You might find yourself presenting a [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) that seems clear to you but disengages half the room. Or reporting a number that feels important, only to get a follow-up DM asking for clarification. Managing a team of [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) demands dual focus: on the one hand, you’ve got to ensure your team is concentrated on [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) several from your product/service, and on the other, you’re required to help them achieve their professional goals. Management can present several challenges that may not have been apparent to you originally, but which require you to [adapt quickly](https://www.customersuccesscollective.com/adapting-your-customer-success-strategy-through-times-of-change/), not least when it comes to **mixed levels of data literacy** across your team, as well as others in your organization. [Leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/) means equipping your CSMs to bridge that gap. In this article, we'll explore how to do that through **simplification, storytelling, and a focus on business value**. ## 1\. Simplify your language If your team’s experience levels are pretty varied, you may find their grasp of the more [technical](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) and financial elements of the role mirrors that breadth. To bridge the gap between technical and non-technical team members, it’s crucial to "speak the language of the business," rather than defaulting to siloed, function-specific metrics. **Julie Fox,** currently **Director of Digital and Scaled Customer Success at Hyland**, learned this the hard way in a previous role, as revealed at [Customer Success Summit Chicago 2024](https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/): "I got really wrapped up in the customer success metrics of my own little silo and world. And what happened was I would go to talk to other executives and they didn't care. They didn't understand it." But the key isn’t to dumb things down – that’ll just come across as patronizing. The real differentiator here is finding the right *translation*. Instead of “our customer health score dropped three points quarter-on-quarter,” it becomes “more of our customers are at risk of leaving this quarter than last quarter – here’s why that matters and what we’re doing about it.” [![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/) ### What to do when you don’t fully understand the metric yourself This is rarely discussed, but it’s oh-so common. When starting at a new company in a previous role, Julie Fox realized she had moved from an [annual recurring revenue (ARR)](https://www.salesforce.com/uk/sales/revenue-lifecycle-management/annual-recurring-revenue-arr/) business to a monthly subscription model, which presented a challenge: the metrics she knew didn't carry over. Rather than bluffing her way through, she went directly to her finance team: "I actually asked them four times to say, ‘Hey, I don't understand this,’ \[and\] "my finance team \[...\] love talking about numbers. They commented on how few people ask." She then trickled that knowledge down to her CSMs using analogies and metaphors to make the concepts stick. That behaviour is worth pausing on. In teams with [mixed data literacy](https://www.gable.ai/blog/data-literacy), confidence often varies just as much as capability. Modelling curiosity – and being explicit about *where* metrics come from and *how* they’re calculated – builds trust. It’s well worth [documenting metric definitions](https://www.customersuccesscollective.com/the-definitive-customer-success-glossary/) and aligning with teams like finance and product on a single source of truth, which can prevent confusion later down the road. [How to get your CEO to notice your customer success teamYour CEO cares about one thing: numbers that directly impact the company’s financial health and long-term survival. That means metrics that make sense to people who live and breathe revenue numbers. “The love language of the company is revenue,” according to Rav Dhaliwal.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-478.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--42--1.jpg)](https://www.customersuccesscollective.com/get-your-ceos-attention/) ### How to talk to the C-suite The same principle applies when communicating upward. **Rav Dhaliwal, Investor, Venture & Limited Partner at Crane Investments,** puts it plainly: "Define what you do for the board, not for anyone else." Framing metrics around revenue, speed, and efficiency – rather than CS-specific jargon – is what earns a seat at the table. For example: - Instead of “[product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/),” talk about “how quickly customers reach first value and how deeply they use the product.” - Instead of “NRR,” talk about “how much revenue grows from existing customers.” For [new hires](https://www.customersuccesscollective.com/new-hire-onboarding-checklist-framework/) or those unfamiliar with [SaaS](https://www.customersuccesscollective.com/what-is-saas/) acronyms like NRR, TTV, or GRR, consider building a simple "crash course" into your onboarding to ensure everyone starts from the same baseline. One practical approach is to create a one-page “CS metrics glossary” that explains each KPI in three lines: what it is, why it matters to the business, and what a CSM can do to influence it. (FYI, we recorded a podcast episode with the *brilliant* **Jess Galenski from Apryse**, which goes into her 90-day framework for onboarding new CSMs and setting them up for long-term success. 👇) ## 2\. Use storytelling to provide context Data without context is just noise. Even the most compelling metrics can fall flat if they're presented as a wall of numbers with no narrative thread to pull people through them. When faced with a team member who doesn’t understand a particular metric they’re asked to report on, the solution is to reframe the metrics with [storytelling](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/). "Stories reach people at a level no metric or status update ever could," says **Gabriel Dizon, Director of Customer Success & Renewals at Litmos,** during his talk at [AI for Customer Success Summit 2025](https://www.customersuccesscollective.com/ai-for-customer-success-summit-2025-ondemand/). "They stir emotion." For CSMs tasked with reporting wins and progress to stakeholders with varying levels of data literacy, that emotional hook is often what separates insight that gets acted on from insight that gets ignored. To help standardize how those stories are told, Gabriel developed the **“S.P.A.R.K. framework”** – a five-step structure covering **S**ituation, **P**roblem, **A**pproach, **R**esolution, and **K**ey Outcomes. The premise is straightforward: before leading with numbers, give your audience context. Where was the customer before? What pain were they experiencing? What did you do, and what did it produce? "It makes your CSMs' expertise crystal clear by highlighting the strategic approach and the final results – with no fluff," he says. You can also use a similar pattern for internal metric reviews with your team: - **Situation:** What’s happening in the business or segment? - **Problem:** What do the metrics show is going wrong or changing? - **Action:** What are we doing about it? - **Resolution:** What changed as a result? - **Key Outcome:** What impact did those actions have, and how will we know? [Visualization](https://www.customersuccesscollective.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) is another powerful lever. For teams with mixed data literacy, start with very simple visuals: a trend line with one or two annotations, a traffic light view of account health, or a bar chart highlighting the top three churn reasons. Then allow more data-savvy team members to click into deeper tables or filters if they need the detail. Finally, apply a simple gut-check to every metric you present: ask "so what?" If a data point doesn't solve a real challenge, tie back to a business outcome, or reveal something new, it probably doesn't need to be in the room. Push your team to complete the sentence: “This metric matters because…” and “As a result, we will…” If they can’t, it’s probably noise. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## 3\. Try to eliminate data overload and “noise” More data doesn't always mean better decisions, and for team members with lower data literacy, an overwhelming volume of metrics can be just as unhelpful as having none at all. The [challenge for CS leaders](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/) isn't collecting more; it's being ruthless about what actually matters. Speaking on a panel at [Customer Success Summit Amsterdam 2023](https://www.customersuccesscollective.com/customer-success-festival-austin-2023-ondemand-2/), **Rajat Jain, Senior Program Manager (Sales and Customer Success) at Philips,** made the case for selectivity: "There's so much data available that we really need to be picky and choosy about what we use to inform our decision making." Rajat’s approach is to start with the headline [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) – [retention rates](https://www.customersuccesscollective.com/customer-retention/), [churn](https://www.customersuccesscollective.com/customer-churn/) and ARR – before slicing deeper into customer-driven metrics like [health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) that are more specific and actionable at the individual account level. Rather than spreading attention across every available data point, identifying a handful of "beacon metrics" gives your team a clear and consistent lens through which to assess performance. In practice, this could look like starting every team review with logo retention, NRR, and time to first value, for example, and then only dropping into secondary metrics when one of those beacons flashes red. Rajat echoes this, describing how his team boiled their customer survey program down to "one or two key questions with one beacon metric – something like NPS – and then we use that across the organization, rather than every team trying to collect multiple different data points." A simple structure can help reinforce that focus. For example, a 30-minute metrics review might follow this pattern: - **5 minutes:** Review your beacon metrics - **10 minutes:** Deep dive into one area of concern - **10 minutes:** Share one customer example that brings the numbers to life - **5 minutes:** Agree on clear next steps and owners Presentation matters too. **Larry Raines, Head of Customer Success Management at JLL Technologies**, used his session at [Customer Success Summit New York 2023](https://www.customersuccesscollective.com/customer-success-festival-new-york-2023-on-demand/) to make the case for moving beyond spreadsheets altogether. "We shifted to document-based requirements – detailed analysis, business-driven prioritization – and did we get a better outcome? We got way more of what the business wanted." For non-technical audiences, especially, a dense Excel sheet is rarely the most persuasive way to tell a story with data. It’s also worth being aware of a few common pitfalls: - Reporting metrics without tying them to decisions - Leading with complexity rather than headlines - Over-relying on lagging indicators like churn without discussing leading signals - Changing metric definitions without clear alignment Avoiding these can make a noticeable difference to how your data is received. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 4\. Align customer success metrics with values and outcomes Metrics land differently when people can see a direct line between the numbers and the work they do every day. Abstract figures on a dashboard are easy to ignore, but data that reflects tangible impact is pretty hard to argue with. **Mark Kosoglow, Chief Revenue Officer at Docebo,** frames this around a principle that's simple but easy to lose sight of: "In the SaaS world, there's only one rule when it comes to revenue – recurring revenue follows recurring impact. If you're not constantly creating value for your customer, they forget that you're creating value for them." The implication for how CSMs report progress is significant. Rather than building toward one big moment of value that fades, Kosoglow advocates for smaller, more frequent demonstrations of impact – stair steps rather than a single plateau. ![The plateau model vs. the stairs model of customer engagement, according to Mark Kosoglow](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/image.png) For your team, that means connecting each key metric to a customer outcome and a behaviour they can influence. For example: - [**Time to first value**](https://www.customersuccesscollective.com/time-to-value-ttv-framework/)**:** "How quickly did we get the first meaningful outcome for this customer?" This one lives in onboarding. - [**Product usage**](https://www.customersuccesscollective.com/product-usage-metrics/) **depth:** "How many teams and workflows rely on us day-to-day?" Focus here on adoption, training, and advocacy. - [**Renewal and expansion**](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/)**:** "Did we earn the right to keep and grow revenue?" This is where QBRs and ongoing value reviews do their work. Tying metrics to ROI is one of the most effective ways to make that impact tangible. **Stijn Smet, Head of Customer Success at Whale,** walked through exactly how he approached this at [Customer Success Summit Amsterdam 2023](https://www.customersuccesscollective.com/customer-success-festival-amsterdam-may-2023/). The starting point, he argued, is deceptively simple: "What is the problem that you're fixing for your customers? Start there." From that foundation, Stijn benchmarked his product's performance against competitors and industry data, ultimately finding that a task that typically took over 30 minutes on tools like Google Drive or SharePoint took less than five minutes in his platform. Translating that 25-minute saving into an average US hourly rate – around $35 – and multiplying it across the volume of searches in the product gave him something concrete: "Actual tangible return on investment." Underpinning all of this is the need for a shared framework – a common language that allows [customer success, product, and sales teams](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) to talk about value in the same way. Without it, even the most compelling metrics risk meaning different things to different people. A simple move is to agree, cross-functionally, on: - A short list of value drivers (for example, “time saved,” “revenue generated,” “risk reduced”). - Which CS metrics map to each driver. - How you’ll evidence each one with customer stories and numbers. [The key to driving revenue and growth? CollaborationCustomer Success Managers are a company’s soldiers on the frontline of customer interactions. It’ll come as no surprise that having this unique ear to the ground makes them ideally positioned to identify areas for driving revenue and expanding accounts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-479.png)Customer Success CollectiveFranca-Sofia Fehrenbach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The-key-to-driving-revenue-and-growth--Collaboration-1.png)](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/) ## 5\. Encourage collaboration and transparency Even the most well-communicated metrics will struggle to gain traction if they're siloed within the CS team. Making data visible across the organisation – through public [Slack channels](https://www.customersuccesscollective.com/customer-success-community/), all-hands meetings, or shared dashboards – ensures that wins are seen and understood by the people who need to see them. Linking metrics to specific customer outcomes, rather than reporting numbers in isolation, reinforces the story you've been telling all along. Internally, regular cross-functional syncs around the book of business or sales forecasts help your CSMs understand where the numbers are coming from and how they're expected to trend. That broader context makes them sharper communicators when it comes to sharing data with their own stakeholders. You can go a step further by treating data literacy as a shared skill to be built, not a fixed trait: - Use recurring CS metric reviews to teach one small concept at a time anchored in live customer examples, e.g., “What does NRR actually include?” or “How do we read this cohort chart?” - Encourage CSMs to ask “naive” questions about metrics without penalty and model that behaviour as a leader. - Create simple, role-specific cheat sheets: what each metric means, what “good” looks like, and what levers each role has to move it. Over time, this combination of translation, storytelling, focus, and shared learning turns metrics from something that only a few “numbers people” can use into a common language the whole team can speak. ### Advocacy program maturity model URL: https://www.customersuccesscollective.com/advocacy-program-maturity-model-template-framework/ Last updated: 2026-02-18T11:01:05.000Z ## What is an advocacy program maturity model? An advocacy program maturity model is a structured assessment framework that helps you evaluate how developed and effective your customer advocacy program truly is. Rather than relying on gut feel, this model enables customer marketing, CX, and support leaders to objectively assess current capabilities, create a shared language with leadership, and build a focused 12-month improvement plan ## What’s inside the template? The template includes: - The advocacy maturity matrix - Scorecard - Scoring guidance - 12-month planning prompts - 30–60–90 day plan ## How to use the template 1. **Assess each dimension honestly** For every row, select the stage (1–4) that reflects your current operating reality. 2. **Calculate your total score** Add your scores across all seven dimensions to determine your overall maturity level. 3. **Set a 12-month target** Choose realistic but ambitious improvements and document 2–3 concrete actions per dimension. 4. **Use the scoring guidance to prioritize** Focus first on foundational gaps if you’re ad-hoc or defined; shift to optimization and personalization if you’re managed or embedded. 5. **Translate into action** Complete the 30–60–90 day action plan to turn assessment into measurable progress. By working through this model, you move from scattered advocacy requests to a structured, scalable, and measurable advocacy engine that drives real business impact. ## Download your advocacy program maturity model ![Advocacy program maturity model](https://www.customermarketingalliance.com/content/images/2026/02/Advocacy-program-maturity-model.png) [Advocacy program maturity modelAdvocacy program maturity model.pdf139 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/02/Advocacy-program-maturity-model.pdf "Download") [Advocacy program maturity modelAdvocacy program maturity model.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/02/Advocacy-program-maturity-model.docx "Download") [Advocacy program maturity modelAdvocacy program maturity model Assess where your customer advocacy program stands today and prioritize the investments required to reach the next level. This maturity model helps customer marketing, CX, and support leaders objectively assess current capabilities, create a shared language with l…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-74.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLisQpQrv9qbPdekTSj4ppZJca1cnHYwyum99JHTGFpXaNZFYVvgKvPu0HDHEhSo2lOnoi4TjqnXyOJfzoQQ5ZQxlAosDQnoTeZ0FhuMsxRyLxbK5t9-w1200-h630-p)](https://docs.google.com/document/d/1Yf71sJGn1cahQ3%5FTqBvG2M3QAR0wJUMI1Nkj2PhZiWg/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### 10 best practices for customer onboarding URL: https://www.customersuccesscollective.com/10-best-practices-to-nail-for-seamless-customer-onboarding/ Last updated: 2026-02-18T12:38:32.000Z The process of [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is to introduce or familiarize a new customer with your product. The hope is that the better the customer knows how to use the product, the more comfortable they feel with *it* and your brand, the more likely they'll be to continuously use it. It's a notoriously sensitive period in the [customer journey](https://www.customersuccesscollective.com/current-state-customer-journey-map-framework/); one wrong step, one [sloppy piece of communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), and you could tinge the customer's first impression. This presents untold dangers within a subscription business model; you could unwittingly negate your product and brand's value before your customer's had a chance to realize it. Onboarding sets the tone for the entire [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) and can literally be the difference between a customer deciding to stick with your company, or finding an alternative with your competitors. In this article, we’ll outline the 10 best practices for a seamless customer onboarding process that will help you create a positive customer experience, drive engagement and ultimately propel your [customer retention](https://www.customersuccesscollective.com/customer-retention/) rates. ## Why is applying best practices to customer onboarding so important? There’s nothing worse than the feeling of buying a new product, bringing it home and not *quite* understanding how you should use it. You’re pretty confident your original intentions were solid when buying it, but somehow, between purchase and implementation, something’s been lost in translation. Alternatively, you could have bought a product, used it, been fairly happy, but your engagement with it dwindles; you’ve reached all you can with that product. But what you don’t know is that you’re currently unaware of a whole set of features that aren’t currently being utilized, which would take this product from a 6/10 to a 10/10\. The same happens all the time with software and subscription services ([SaaS](http://customersuccesscollective.com/what-is-saas/)). Having a proper product [education](https://www.customersuccesscollective.com/the-power-of-customer-education/) is in everyone’s best interest: - It serves the person who has bought the product, who wants to make sure their money has been well spent. - It serves the [end user](https://www.customersuccesscollective.com/end-user-adoption/), who wants to know about every relevant feature to alleviate the problem(s) the product is supposed to be solving. - It serves the company *that sells* the product, for they want their product to be well-received. But how do you satisfy all parties? You make sure to onboard your new customers. To make sure your new customers fully understand the value of your product, get a pen and paper out and jot down these **10 game-changing best practices** for a seamless customer onboarding process. [![Customer Onboarding Certified Masters: Position yourself as the onboarding expert your organization needs.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/Customer-Onboarding-Certified-Masters-In-article-Banner-advert.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-onboarding-certified-masters/) ## 10 best practices for a seamless customer onboarding period ### 1\. Start early We can’t quite articulate this enough: first impressions most certainly *do* count. For us, no one's managed to articulate this better than GUIDEcx's Chief Operating Officer, Harris Clarke: > *“Onboarding is the first impression that starts the path toward a successful partnership or a failed partnership. The impact of this phase of work on the long-term relationship cannot be overstated.”* The onboarding process should start as soon as a customer has signed up for your product or service. You should send them a welcome email, thank them for their business, and let them know what to expect next. This will set the tone for the rest of the onboarding process and help build a relationship with your customer from the beginning. Additionally, if your product or service requires any setup or configuration, provide clear instructions to make it easy for your customers to get started. Most people will associate onboarding with the initial introduction the CSM makes to the customers, right? They’re not wrong, this introduction is critical. But in order to have a successfully onboarded customer, you need to start thinking about this way before. Onboarding actually starts *before* the prospect has converted. You need to make sure you’ve got a few bases covered before you make your first move. Way before you introduce yourself, you’ve got to settle a few things to make sure your customer onboarding process packs the punch. To recall a hard-hitting point made by **Mike Lee**, Director of Customer Success at **PublicInput**, at the [Customer Success Festival](https://www.customersuccesscollective.com/customer-success-festival-2/) in October 2022: > *“The sooner that you can get your customers to understand what is going to be needed as they move down their journey, the better it’s going to be.”* [The Customer Onboarding PlaybookThe Customer Success Onboarding Playbook has been designed to provide you with a step-by-step guide to the customer onboarding process, revealing industry best practices and showing you exactly how to position your customer interactions during this crucial time in the customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-471.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The_Customer_Onboarding_Playbook_Meta--2---1--1.jpg)](https://www.customersuccesscollective.com/the-customer-success-onboarding-playbook/) ### 2\. Provide self-service resources Customer onboarding is all about making the customer’s experience as smooth as possible, and what better way of ensuring a seamless experience than to have resources readily available? Anytime, anywhere. You’ll immediately introduce friction into the customer experience if you fail to provide readily accessible resources, such as ‘how-to guides’, video tutorials, FAQs, etc. If the customer has to go out of their way to find this information, they’re not likely to stick with the product. It’s in the best interest of the customer success team to provide clearly sign-posted resources that the customer can access at any time of the day, or night, without having to request this information from the customer support team or their designated [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) or [Account Manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/). ### 3\. Manage (great) expectations Charles Dickens wrote about them; you've got to manage them. Any good onboarding process involves laying out your expectations from the get-go. It ought to be the prerogative of every customer success team to make sure their new customers understand a) what they can expect from the product or service, and b) what the company will do to support them. This can include outlining the specific features and benefits of the product or service, as well as the support and resources that will be available to them. Being able to accurately forecast end dates allows you to properly manage expectations and put you in a position to address risks as they arise and make adjustments as needed. To maximize your efficiency throughout your onboarding, especially in the aspect of addressing issues as they arise, make sure your process promotes transparency with every interaction. **Harris Clarke**, **Chief Operating Officer** at **GUIDEcx**, is a staunch supporter of the viewpoint that “forecasting risk will build confidence, not hurt it.” **Forecasting and mitigating risk:** Actively engaging in forecasting and [mitigating risk](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/) factors will increase confidence in your customers because you are showing them not only that you know what you’re doing, but you are also looking out for their best interests. Optimizing customer success, at the root, is really about providing great customer service. Show, don’t just tell, your customers that you are here to work with them and help them achieve their goals. Promoting transparency during onboarding will build and reinforce confidence in your customers which, in turn, will help to drive customer success. When your customers have confidence in the process it’s much easier to make adjustments in real-time as needed because the customer trusts you and doesn’t need to spend time questioning your actions. ![Looking to give back to the customer success community? Take the 2026 customer success salary and landscape survey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/How-to-give-back-to-the-CS-community--4-.jpg) ### 4\. Communicate clearly and frequently Effective communication plays a critical role in achieving customer success, and it all starts from the very beginning. Much like our earlier point that the onboarding process should start straight away – effective communication benefits from this, too. **Proactive outreach:** A fantastic way to ensure your [communication is hard-hitting and relevant](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) is to engage in proactive outreach throughout the customer onboarding process. This can include [sending personalized messages](https://www.customersuccesscollective.com/how-to-perform-customer-centric-onboarding-at-scale-while-maintaining-personalization/) and regular updates and checking in with customers to ensure that they are satisfied with their experience so far. By reaching out to customers before they reach out to you, you can anticipate any potential issues and address them proactively. This can include sending personalized messages or offering additional support. **Regular updates and check-ins:** A big part of effective communication is to provide regular updates and check-ins during the onboarding period. The whole point of this process is to support the customer as they adopt your product. By consistently reaching out and making sure all’s well, you avoid any nasty surprises that could incur if the customer feels ignored or out of the loop. This can include personalized messages that address any concerns or questions the customer may have. It is also helpful to schedule regular check-ins to assess progress and make any necessary adjustments. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### 5\. Use automation to streamline the process Automation is a form of [artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI) that is used by businesses to replicate what were traditional human functions on a greater scale than humanely possible. Incorporating [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) into customer success can help streamline the onboarding process and reduce the workload for your team. For example, you can use automation to send out [welcome emails](https://www.customersuccesscollective.com/3-free-email-templates/), trigger notifications when certain milestones are reached, or set up automated messages to check in with customers. This can help ensure that all customers receive the same level of attention and support, even as your customer base grows. There are many benefits of using automation in your customer onboarding process, but the big two are: it saves time and reduces errors. **Examples of customer success automation tools to use during onboarding:** - **Automated emails**: These can be set up to trigger at specific stages of the onboarding process, providing customers with useful information and resources. For instance, an automated welcome email can be sent immediately after a customer signs up, containing a summary of what they can expect during the onboarding process and what they need to do next. Other emails can be set up to follow up on completed tasks, offer helpful tips and advice, and check in on how the customer is progressing. - **Customer portals**: These are online platforms where customers can access information, resources, and tools related to their onboarding process. A customer portal can be set up to provide a personalized dashboard where customers can view their progress, access training materials, and communicate with their dedicated onboarding team. The portal can also offer a range of self-service tools that enable customers to complete tasks and find answers to common questions without having to contact the support team. - **Chatbots**: These are automated programs that can respond to customer inquiries in real-time, using natural language processing and machine learning to provide accurate and helpful responses. - **Workflow automation**: This involves automating the repetitive tasks involved in the onboarding process, such as data entry, file uploads, and document signing. Workflow automation can be set up to trigger based on certain conditions, such as when a customer completes a specific task and can help ensure that tasks are completed in a timely and efficient manner. By leveraging these automation tools, your business can streamline its customer onboarding process, reduce the workload on its customer support team by a ton, and provide a more personalized and engaging experience for its customers. ### 6\. Provide comprehensive training This is a big’un. It essentially comprises a large part of the public perception of customer onboarding: education. Educating or training your customers not only helps them become familiar with your product or service but also ensures they feel confident and satisfied with their purchase. There are lots of ways to approach this, but the fundamental rule is to put yourself in the customer’s shoes. To return to the sage words of **Harris Clarke**, **Chief Operating Officer** at **GUIDEcx**: > *“Design your onboarding experience with your customer in mind at every step. Put your own team through that experience and you will discover ways to instill confidence, provide value and move the process along efficiently for your teams and your customers.* > *Ask yourself at every touchpoint: ‘Are we reinforcing value here? Are we eliminating any anxiety the customer may be feeling?’ That process will lead you to a great onboarding solution.”* Here are some ways you can finesse your training methods during the onboarding process. 👇 **Use a mix of formats** People learn in different ways, so it's important to provide training in multiple formats. Consider creating videos, infographics, and step-by-step guides that can be accessed online. Additionally, make sure to offer in-person training or webinars for customers who prefer a more hands-on approach. **Provide detailed information** When creating training materials, make sure to provide comprehensive and detailed information. Don't assume that customers know anything about your product or service. Start from the basics and work your way up, providing examples and use cases along the way. **Make it interactive** Engage your customers during the training process by making it interactive. Encourage questions and feedback, and offer quizzes or exercises that will help reinforce what they've learned. ### 7\. Continuously improve your onboarding process It’s vital to think of onboarding as a continuous cycle. It’s not a one-time event that you can tick off your checklist and bury in the depths of your CRM. As your product or service evolves, so should your onboarding process. Continuously scrutinizing and improving your onboarding process will ensure that it remains effective and relevant to your customers. Because let’s face it, in order to keep up with the ever-changing consumer habits and technological advancements of today’s fast-moving world, anything that’s left to stagnate unattended ultimately becomes irrelevant. You can achieve this by making it a prerogative to constantly analyze customer data and incorporate customer feedback into your onboarding revisions. What works well for one type of customer or segment won’t always work for another. It’s essential to understand the nuances of your customer base and reflect this in your tailored approach to onboarding. **Measure success** To ensure that your onboarding process is effective, it's important to measure its success and make adjustments as needed. You can [track metrics](https://www.customersuccesscollective.com/product-usage-metrics/) such as customer satisfaction, retention rates, and time to value to identify areas for improvement. Another great way to guarantee your onboarding process is as fresh as a daisy is to use [customer feedback and analytics](https://www.customersuccesscollective.com/churn-and-customer-feedback/)who is. These two nuggets of gold will help to optimize your onboarding process over time, making adjustments to ensure that new customers are successful and satisfied with your product or service. ### 8\. Celebrate milestones and successes Recognizing and celebrating your customers' achievements is important for several reasons. First and foremost, it shows your customers that you care about their success and that you are invested in their journey. By acknowledging their achievements, you’re validating their hard work and dedication, and encouraging them to continue on their path to success. In addition, recognizing and celebrating your customers' achievements can help to build stronger relationships with them. When you take the time to acknowledge their accomplishments, you are showing them that you value their business and that you are committed to their long-term success. This can help to build trust and loyalty, and can ultimately lead to increased retention and revenue. Here are some ways you can celebrate your customers’ achievements: - Send personalized messages 📩 - Offer rewards 💰 - Feature them on your website or social media channels 📲 - Host a virtual celebration 🎉 - Provide exclusive access 🎖 You don’t have to do all of these suggestions right away, but a little recognition goes a long way for morale. [How to personalize customer-centric onboarding at scaleIn this article, I’ll explain why and how we implemented an objective-based onboarding strategy to become more customer-centric, all the while maintaining personalization, plus explore possible ways to innovate in our roles and share some key insights gleaned along the way.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-464.png)Customer Success CollectivePaula Mendes![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1558655146-364adaf1fcc9-1.jpeg)](https://www.customersuccesscollective.com/how-to-perform-customer-centric-onboarding-at-scale-while-maintaining-personalization/) ### 9\. Personalize the onboarding experience Personalized messages can make a big impact on customer satisfaction. By tailoring your messages to the specific needs of the customer, you can show that you are invested in their success. This can include congratulatory messages for milestones or personalized recommendations for optimizing their usage. Through customer segmentation, you should be able to determine what value looks like for each smaller group of your customer base and aim to get them there quickly. These groups, or segments, each have shared characteristics, demographics, or behavior. By identifying who and what these segments are, you can hone your onboarding process to reflect these interests and characteristics. For instance, some of your customers might be new to your particular industry and might need more basic and detailed training in comparison to another type of customer, who is more experienced and may prefer more advanced training. By tailoring the onboarding process to each group, your company can create a more relevant and engaging experience for your customers. ### 10\. Provide ongoing support Even after the onboarding process has finished, it's important for your customers to have that continued guidance offered in the initial onboarding process. What we mean is that the helpful, supportive ethos underpinning your onboarding period shouldn’t come to a stop after Day 30, or however long it takes to onboard your customers. By offering ongoing support, you demonstrate to the customer that your company is consistent with its merits. This could include offering training sessions or webinars to help them better understand your product or service, providing access to a customer support team for questions or issues, or sending out regular communication to keep them up-to-date on any new features or changes. --- ## To wrap things up… Making sure you’re providing a solid foundation for your new customers is integral to their eventual success. If they aren’t clearly guided through carefully designed stages that emphasize your product’s value, they’re less likely to achieve their goals, and you increase the chances of [churn](https://www.customersuccesscollective.com/customer-churn). By implementing these 10 best practices in your customer onboarding process, you can ensure that your new customers have a positive experience and are set up for success with your product or service. This will ultimately lead to higher customer satisfaction, better retention rates, and increased revenue for your business. --- ## Exceptional customer experiences start from day one Don't let new users slip through the cracks – transform them into loyal, engaged customers with a stellar onboarding process. Our [**Customer Onboarding Certified**](https://learn.customersuccesscollective.com/course/customer-onboarding-certified-masters) course provides the strategies and insights *you* need to craft an onboarding experience that delights users and drives results. Learn to segment and personalize, continually optimize based on feedback, identify key metrics, and map the customer journey. We'll give you the tools to understand your customers, engage them fully, and set their experience up for long-term success. Invest in your customers, invest in your business. Exceptional customer experiences start from day one. [ Revamp your onboarding process ](https://www.customersuccesscollective.com/learning/on-demand/customer-onboarding-certified-masters/) ### Customer retention vs. acquisition What's the best method? URL: https://www.customersuccesscollective.com/customer-retention-vs-acqusition/ Last updated: 2026-02-18T17:47:41.000Z The age-old debate of [customer retention](https://www.customersuccesscollective.com/customer-retention/) versus [acquisition](https://www.customersuccesscollective.com/the-customer-connection-equation-unveiling-the-formula-for-acquisition-and-retention-success/) remains a pivotal discussion point for marketers, entrepreneurs, and executives. Both strategies are crucial for [growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), but determining which should be prioritized can significantly impact a company's success. This article explores the intricacies of [customer retention](https://www.customersuccesscollective.com/the-state-of-customer-retention-2022/) and acquisition, exploring their benefits, challenges, and the best approach for various business models. ## Understanding customer retention In its most basic form, customer retention refers to a company’s strategies and actions to keep its existing customers [engaged](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/), [satisfied](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), and [loyal](https://www.customersuccesscollective.com/turning-loyal-customers-into-raving-champions/). The focus is on creating [long-term relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) that encourage repeat purchases and reduce [churn rates](https://www.customersuccesscollective.com/customer-churn/). ### The benefits of customer retention There are many benefits of [customer retention](https://www.customersuccesscollective.com/5-ways-to-build-a-strong-relationship-with-your-customers/). The first is **cost efficiency**. It’s widely acknowledged that retaining customers is cheaper than acquiring new ones. Data suggests that acquiring a new customer can cost up to five times more than retaining an existing one. Customer acquisition costs (CAC) are more substantial due to the marketing, advertising, and sales effort required to attract new customers. Second, retaining customers enables **higher profit margins**. Loyal customers are more likely to make repeat purchases and are often willing to spend more, which leads to higher profit margins. Loyal and satisfied customers will also help drive word-of-mouth marketing. These customers are more likely to recommend a company to others, providing valuable, organic marketing. Finally, [retaining customers](https://www.customersuccesscollective.com/5-simple-strategies-to-drive-customer-retention) also means that **revenue is more predictable**. With a stable base of returning customers, businesses can better forecast sales. ### SaaS renewal benchmarks by company size and industry Renewal rates in SaaS aren't one-size-fits-all; they vary widely by company size and industry segment, and these differences can shape your entire retention strategy. For small-to-midsize businesses (SMBs), annual renewal rates typically range from 70% to 85%. Mid-market SaaS providers often see rates in the 80% to 90% range, while enterprise-focused vendors regularly report renewals north of 90%. Why the jump? Larger customers usually have more complex onboarding, deeper integrations, and higher switching costs, all of which drive stickiness. Industry also plays a pivotal role. For example, SaaS platforms serving regulated industries like healthcare or financial services often report renewal rates 3–5% higher than those in fast-moving verticals like e-commerce or marketing tech. The reason? Compliance requirements and data residency concerns make switching providers a bigger lift, so customers stay longer. In contrast, SaaS tools in highly competitive, low-barrier markets may see more churn and thus lower renewal rates. Understanding where your business sits on this spectrum is essential. If your renewal rates lag behind your segment's benchmarks, it's a signal to dig into root causes – maybe onboarding needs tightening, or your value realization milestones aren't clear enough. On the flip side, outperforming your segment can be a powerful proof point for investors and a rallying cry for your team. Bottom line: Benchmarking renewal rates by size and industry isn't just a numbers game – it's a strategic lens for prioritizing retention investments and setting realistic targets. [Your guide to customer retentionIncreasing retention by just 5% could drive your profits from 25% to 95%. It seems silly to dismiss a potential profit increase like that, right? That’s why customer retention strategies are such an important factor when it comes to customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_retention.jpg)](https://www.customersuccesscollective.com/customer-retention/) ### The challenges of customer retention There are, however, many challenges relating to customer retention. All [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) and CS leaders out there will be all too familiar with these challenges. Maintaining [engagement](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/) is a fickle task. How do you constantly and consistently keep customers engaged? This in itself requires continuous effort and innovation. [Content marketing](https://www.customersuccesscollective.com/customer-success-value-led-content/), [gamification](https://www.customersuccesscollective.com/gamification/), and exceptional customer service are just a few of the methods that can be implemented. Following on from the task of managing engagement, these days, customers demand a personalized experience – now more than ever. Naturally, this can be highly demanding of resources. Lastly, managing [customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/), is, in my opinion, one of the more challenging aspects of the role of a CSM. Customers have pressure from their business to ensure that the product or service they are delivering internally is successful, and CSMs also experience similar pressures from their internal business. This could be related to product delivery or feature updates. It’s challenging to consistently set and manage customer expectations whilst ensuring success. [The psychology behind customer successTo speak in layman’s terms: you build a product, you market that product, you then sell that product, and the customer uses the product. In this most basic form, this is the lifecycle of a product and one that most businesses will follow (to a certain degree).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-473.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/vector-rorschach-inkblot-test-symmetrical-abstract-ink-stains-2.jpeg)](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) ## The psychological and behavioral economics behind customer retention When you dig beneath the surface of customer retention, you’ll find a web of psychological motivators and behavioral economics principles at play. It's limiting to think retention is purely about satisfaction scores or renewal reminders. In reality, it’s about how people feel, decide, and build habits over time. ### Loss aversion Behavioral economists have shown that people are more motivated to avoid losses than to achieve equivalent gains. In practice, this means customers often stick with a product or service because the risk of switching (and potentially losing value or familiarity) feels greater than the promise of something new. I've seen companies leverage this by offering loyalty perks that would be forfeited if a customer leaves – think airline miles or SaaS feature tiers that reset on cancellation. ### Habit formation This is another powerful force, as the more a customer integrates your solution into their daily workflow, the harder it is to break away. This is why onboarding and early engagement matter so much: the goal isn’t just to teach features, but to embed your product into routines. For example, a B2B SaaS platform might use tailored onboarding sequences and recurring value reminders to help users build a daily habit, making the product feel indispensable. ### Trust Now, trust isn’t built overnight, yet it’s the foundation for long-term retention. Behavioral science tells us that consistent, transparent communication and reliability foster trust. When customers believe you’ll deliver (every time), they’re far less likely to churn. I've seen CS teams use proactive check-ins and honest roadmapping to reinforce this trust, especially during moments of change or challenge. So, when you’re designing retention strategies, ask yourself: Are you tapping into loss aversion, making your solution a habit, and building trust at every touchpoint? *That’s* where the real retention magic happens [![Develop the retention skills that save millions in ARR and make you indispensable with the Customer Retention Certified](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/Customer-Retention-Certified-Masters-In-article-Banner-advert.jpg)](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) ## How customer health scores drive SaaS renewal rates [Customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) have become a cornerstone metric for SaaS organizations aiming to predict and improve renewal outcomes. At their core, health scores distill a range of customer signals – [product usage](https://www.customersuccesscollective.com/product-usage-metrics/) frequency, feature [adoption](https://www.customersuccesscollective.com/manual-vs-automated-adoption/), support interactions, NPS, and even billing history – into a single, actionable indicator. When built thoughtfully, these scores give CS teams a real-time pulse on which accounts are thriving and which are [at risk of churn](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). Why does this matter for [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/)? The data is clear: customers with high health scores are significantly more likely to renew, while those with declining scores often signal upcoming churn. In fact, we've seen [SaaS](https://www.customersuccesscollective.com/what-is-saas/) companies report that accounts flagged as "healthy" renew at rates exceeding 90%, compared to sub-60% for those marked "at risk." But you'd be mistaken for simply dismissing this as just theory; it's what plays out quarter after quarter in real CS orgs. So, how do you move the needle on health scores to boost renewals? Start by ensuring your scorecard reflects the behaviors that truly drive value for your customers, not just activity for activity's sake. For example, if deep feature [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) correlates with retention in your segment, weight it accordingly. Next, operationalize regular health review – don't let scores gather dust. Use them to trigger proactive outreach, tailored [success plans](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/), and executive check-ins. We've seen teams [double their renewal rates](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) for "at-risk" accounts simply by intervening early and aligning on measurable success outcomes. ## Understanding customer acquisition Customer acquisition involves attracting new customers to a business through various marketing and sales strategies. ### Benefits of customer acquisition I think this goes without saying: the key benefit of customer acquisition is business growth. New customers are *absolutely* essential for business [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) and reaching new customers. Increased market share will assist in helping a business dominate its market and outperform competitors. You could also add that diverse revenue streams are a benefit of customer acquisition by driving a wider customer base which can lead to reduced dependency on a specific customer segment. However, this element is quite nuanced and depends on the appropriateness of the product or service being sold across all markets. ### Challenges of customer acquisition There are many overt challenges to customer acquisition, the first of which is the high costs associated with acquiring new customers. These costs typically relate to the expenses of sales teams and marketing. Depending on the [sales and marketing ](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/)strategies and tactics employed, new customers may require or be offered discounts or incentives. Building brand awareness and trust among new customers can be very tough and expensive. That said, the process of building a brand certainly presents its challenges. [How PayPal drives customer retention in a highly competitive industryIn this article, discover the strategies used at PayPal to stay ahead in the dynamic world of payments, from driving growth to future-proofing the business through innovation.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-475.png)Customer Success CollectiveRik Goslinga![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-PayPal-drives-customer-retention-in-a-highly-competitive-industry2.png)](https://www.customersuccesscollective.com/how-paypal-drives-customer-retention-highly-competitive-industry/) ## Strategies for balancing customer retention and customer acquisition Deciding between focusing on customer retention or acquisition isn't always straightforward. The best strategy often involves an integrated approach that leverages both strengths. One of the first items to look at when balancing retention and acquisition is to ensure your marketing efforts are [segmented](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/). Tailor marketing efforts to different segments, focusing on retaining existing customers and acquiring potential customers. Ensuring that you have well-rounded [customer feedback loops](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) is so important. Use [feedback](https://www.customersuccesscollective.com/propel-your-business-forward-with-customer-feedback/) from current customers to improve products and services, which can attract new customers. Increase customer acquisition by leveraging your existing customer base through loyalty and referral programs. Establish these programs to reward repeat customers and provide incentives for new customers. Additionally, offer rewards to current customers for referring new customers to your brand. Finally, to increase revenue from your current customer base and not entirely rely on sales to generate all the revenue, create an expansion strategy by either [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) or [cross-selling](https://www.customersuccesscollective.com/cross-selling/) products and services that your organization offers. Encouraging existing customers to purchase additional products or services, will enhance retention and increase revenue. Customer retention and acquisition are both vital components of a successful business strategy. While retention offers cost efficiency and stable revenue, acquisition drives growth and market presence. The key is to find the right balance tailored to your organization's model and industry. By integrating retention and acquisition efforts, businesses can create a sustainable path to long-term success, ensuring they not only survive but thrive in a competitive marketplace. --- ## Want to take your retention strategy to the next level? [**Customer Retention Certified: Masters**](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) is an elite course that will take you on a curiosity voyage. You'll learn the theory of customer retention and discover the best metrics to use, as well as get access to industry-leading frameworks and fireside chats with CS leaders. At the end of this course, you'll be able to go back to your team and execute successful customer retention strategies of your own. ### What you can expect from Customer Retention Certified: Masters 👩🏼‍🏫 5 insightful modules that cover the breadth of CS metrics ✅ 40+ exam questions sprinkled throughout every module to test your uptake. ⏰ 3 hours of content, including bonus material, crammed with expert insights. [Get certified](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) ### A deep dive into a customer success career in the marketing and advertising industry URL: https://www.customersuccesscollective.com/customer-success-in-marketing-and-advertising-industry/ Last updated: 2026-02-13T17:00:36.000Z Have you ever wondered what it’s like to work in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) for a company within the **marketing and advertising industry**? Whether they’re operating inside [product-led organizations](https://www.productledalliance.com/3-keys-to-building-a-product-led-culture/) serving marketers or within marketing-focused businesses delivering services and solutions, CS professionals in this space work with customers who are performance-driven and commercially focused. Often under pressure. They’re measured on pipeline, conversions, revenue, engagement, and brand impact – and they expect your product to help them deliver. ## What is this data based on? Every year, we publish a new edition of the [State of Customer Success Report](https://www.customersuccesscollective.com/state-of-customer-success-report/), a comprehensive study of the CS function based on insights from practitioners. The report explores the current CS landscape, compares findings to previous years to identify trends and changes, and addresses key questions across a broad range of topics relevant to customer success professionals. For this article, we’ve narrowed the lens to responses of our [2025 report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) from CS professionals whose companies operate in the marketing and advertising industry. The goal is simple: paint an honest picture of what the work looks like, what the role demands, and where it’s headed, using only what respondents told us. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## Years of experience working in customer success One of the most striking patterns in this segment is experience. Most CS professionals in the marketing and advertising industry tend to have more than 15 years of experience in customer success roles. Compared to industries like IT and services, or computer software, which tend to yield a more varied pool of candidates with a broader spectrum of tenure, this segment skews more seasoned. That truly matters because experience molds the shape of the role. When you have 15+ years in customer success, you’ve likely seen more than one model of CS, or experienced it within [startups](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/) and [enterprise](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) orgs. You’ve lived through shifts in tooling, org structure and expectations. You’ve navigated customers through strong economies and [periods of stalled growth](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/). You’ve probably had to make sense of what "[value](https://www.customersuccesscollective.com/value-most-important-metric/)" really means – not in theory, but in the messiness of dealing with *real* accounts made up of *real* people. There’s a supposition that marketers and advertisers can be demanding, but not always in a straightforward way. See, what you’ve got to appreciate is that their work is *hyper* visible. Their results are public. Their [KPIs](https://www.productmarketingalliance.com/a-guide-to-measuring-product-marketing-success/) are tied to revenue, pipeline, awareness and conversion. When things go well, it’s celebrated. When things go poorly, it’s scrutinized to the nth degree. So, it’s not at all surprising that the people thriving in these CS roles are often the people who have been doing this a long time. Yes, tenure can be a sign of resilience, but it can also be a sign of complexity. ## The role of AI in customer success in marketing and advertising [Artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI) is becoming part of customer success *everywhere*. But for CS professionals working within the marketing and advertising industry, the story isn’t “AI has transformed everything.” It’s a lot more nuanced than that. When asked about AI’s role in their day-to-day work, respondents described a mix of experimentation, practicality, and limitation. AI is being used, but mostly as a support layer rather than a core system. Here’s what that looks like in practice, based on respondent answers. Many CS professionals described using AI for daily efficiency and assistance, including: - Cleaning up emails - Pulling reporting statistics - Day-to-day efficiencies - Idea generation - Market research - Filtering through and personalizing responses to customers based on previous interactions - Research - Identifying churn trends - Monitoring usage - Meeting notes In other words, AI is used where it can **save time, reduce friction, or speed up the repetitive tasks** Now, that’s *not* nothing. It’s useful; it can be a real quality-of-life improvement. But in the same breath, it’s also telling that most of these use cases sit at the edges of the workflow – drafting, summarizing, scanning, formatting and supporting. Helpful? Yes. Transformative? Not quite yet. [AI and automation in customer successWhen applied correctly, automation, automation, and AI-enabled customer success will open up additional prospects in the future to transform the CS landscape completely.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-461.png)Customer Success CollectiveLaura Lakhwara![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_automation-2.jpg)](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) ### A tool, not a system Several respondents framed AI’s role as small or minimal: - “A small role. Mostly for email and some research.” - “Very little. We use Gemini to support us minimally.” - “Minimal.” - “Just using it for meeting notes, but I would love to incorporate more AI in my day-to-day life.” One response captures the central tension especially well: [CSMs may use AI daily](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/), but “it’s not integrated into systems systematically,” so its impact stays limited – and there’s a desire for more, particularly “for automation and proactive tasks.” That word “systematically” is doing much of the heavy lifting there, because the difference between occasional AI use and meaningful AI leverage lies in integration. It’s the difference between a tool you open in another tab and an embedded capability that changes how you operate. Respondents are clearly pointing to that gap. ### Where customer success wants AI to go next While current usage leans tactical, some respondents expressed interest in broader applications: - Leveraging agents for assistance in daily tasks - Forecasting - Risk playbooks - Automation to drive expansion - Support bots - Content management (still being explored) The pattern is consistent: people don’t just want AI to help them write faster. They want AI to help them **see earlier, act sooner, and scale what works.** And that’s exactly where customer success can benefit most because the work is often both [high-touch and high-volume](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/), with constant change and constant context-switching. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Monetizing customer success [Monetizing customer success](https://www.customersuccesscollective.com/how-companies-monetize-customer-success/) (A.K.A. charging customers for a premium level of service) is one of those topics that always sparks debate. And in marketing and advertising, that debate appears alive and well. The results here are split 50:50\. Half of CS professionals report that their organization *does* monetize customer success in some way. Half report that they don’t. This is worth pausing on, because a clean split like this usually indicates that the industry [hasn’t settled on a dominant model](https://www.customersuccesscollective.com/why-customer-success-isnt-monetized/). It also suggests there are strong arguments on both sides. On one hand, marketing and advertising work often feels like a premium experience when done well. Customers want expertise, guidance, best practices and a strategic partnership. It can feel natural to package and price that. On the other hand, CS is frequently positioned as part of the core promise – the thing that ensures customers actually get value and therefore stay long enough to renew, expand and advocate. If it’s monetized poorly, it can introduce friction or confusion about what’s included and what isn’t. [Why most companies chose not to monetize customer success in 2025Only 37.2% of companies monetized customer success last year, according to the State of Customer Success 2025 Report. The other 62.8% still include it for free. That single stat has become a quiet fault line in the CS world.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-462.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/To-monetize--or-to-not.jpg)](https://www.customersuccesscollective.com/why-customer-success-isnt-monetized/) ## Key responsibilities If you want to understand a customer success role, don’t start with the title. Start with the responsibilities. In organizations in the marketing and advertising industry, the most common responsibilities are: - **Retention** - **Adoption** - **Value realization** - **Strategic customer engagement** That combination matters because it points to a CS function that is neither simply reactive support nor merely relationship management It’s a function focused on outcomes. Interestingly, respondents indicated that customer success enablement and implementation are not typically responsibilities in this segment. That detail matters too. Now, of course, we need to look at our survey participant demographic here – a healthy mix of positions of all seniority levels from CSM to VP. But what this suggests is that CS in marketing companies may be less about technical onboarding ownership and more about ongoing value delivery and strategic engagement once customers are live. Food for thought. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Responsible for revenue growth Customer success has historically been described as a retention function. But in marketing and advertising companies, it appears much more commercially tied. 70% of CS professionals in marketing companies report being responsible for revenue growth. That’s not a minor responsibility. It changes how the role behaves. When CS owns revenue growth, customer conversations are different. There is more pressure to tie activity to outcomes. More attention on expansion opportunities. More need to quantify value. More internal partnership with sales and leadership. It’s also a clue about how these organizations view customer success: not as a cost center, but as a growth lever. That [doesn’t mean CS becomes sales](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/). It does mean CS becomes *commercial*. (Spot the difference?) And to be completely candid, that can be either energizing or exhausting, depending on the systems, support and structure around the team. [The major challenges facing customer success in 2025CSMs find themselves caught in the crossfire of internal and external challenges, circumventing obstacles that too often mirror their clients’ struggles – preventing them from doing their roles. But what are the most common internal and external challenges or barriers to customer success in 2025?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-463.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/challenges-2.jpg)](https://www.customersuccesscollective.com/challenges-facing-customer-success/) ## Internal barriers for CS professionals in marketing and advertising The external pressures of marketing work are one thing. Internal friction is another. This dataset includes a clear set of recurring barriers that CS professionals in marketing companies face. ### Cross-functional communication Cross-functional communication issues show up repeatedly. CS professionals cited challenges with communication and alignment across departments, along with “competing priorities within departments with a lack of focus or input from people with direct knowledge.” When customer success is close to the customer but not consistently included in internal decision-making, misalignment grows. And when misalignment grows, CS ends up doing more translation work – between teams, between goals, between priorities. That, of course, takes time. Like most schedules of CSMs and CS leaders, time isn’t something that appears in abundance – it’s pretty scarce. ### Constantly battling for CS to be taken seriously In our State of Customer Success 2025 Report, one response states it plainly: “Constantly battling the strategy and need for CS internally.” That points to a deeper challenge than process; it points to perception. If leadership doesn’t understand or value customer success, then CS will often be positioned as support rather than strategy, even when the work clearly impacts retention and growth. And when CS is treated as a “nice-to-have,” the function spends energy justifying itself rather than improving outcomes. ### Increasing workload and inefficiencies Workload came up, along with “too many internal inefficiencies” and “complex processes.” This is a classic problem: as customer bases grow and expectations rise, CS work expands. Without systems, integration, and clear processes, the load becomes heavier without becoming smarter. And in marketing environments, that pressure can spike quickly. ### Product and user mismatch One respondent captured an especially sharp barrier: *“Tech people built a platform and want to stay techy when it's real users who don't understand tech the way they do. Tech should adapt to the layman and not the other way around.”* This isn’t just about product design, but organizational empathy. CS ends up bridging the gap between how a platform was built and how customers actually operate. When that gap is wide, CS has to do more education, more workaround-building, more expectation-setting, more damage control. It’s doable. But believe us when we say it’s hard. ### Leadership understanding, tooling, and funding constraints Additional barriers include: - “Leadership team that doesn't understand or value customer success.” - “Systems and tool integration and priority for CS specific tech.” - “Overall company funding (VC funded).” Taken together, these point to a familiar CS reality: customer success is expected to drive retention and growth, but doesn’t always get the structural investment needed to do it efficiently. That tension is not unique to marketing. But the pace and commercial pressure of marketing can amplify it. ## Closing thoughts If the data here points to anything, it’s this: marketing CS professionals are doing meaningful work – often with significant responsibility – and they’re doing it in environments that demand both strategy and stamina. If you’re considering a CS career in this industry, or you’re already in it and trying to make sense of why it feels the way it does, this snapshot offers a grounded starting point: what the role tends to include, where the pressures come from, and what practitioners are actively grappling with right now. ### What is customer success? URL: https://www.customersuccesscollective.com/what-is-customer-success/ Last updated: 2026-03-06T08:04:55.000Z If you want to build a business that gives your customers exactly what they want, then you need to make **customer success** a priority. When done properly, customer success can enhance a number of different parts of your business, especially customer satisfaction, loyalty and [retention](https://www.customersuccesscollective.com/customer-retention/). It also helps bolster your brand image and inspires your (happy) customers to spread the word far and wide about your must-have offering. Customer success is crucial for companies with a [customer-first](https://www.customersuccesscollective.com/customer-led-growth) approach looking to compete and succeed in the modern market, and those who understand this reap the rewards. If you aren't making the most of a fully comprehensive [customer success strategy](https://www.customersuccesscollective.com/recalibrate-your-customer-success-strategy-and-embrace-innovation/), you could be left in the dust by your competitors as they steam ahead, taking your customers with them. More than [70% of businesses say improving customer success](https://www.smartkarrot.com/resources/blog/20-customer-success-statistics-in-2020/) is their top priority, so don’t get left behind. But first, let’s unpack what customer success *actually* is, and how it differs from something like customer satisfaction or customer support. ## What is customer success? The basic **definition of customer success** is simple: giving your customers exactly what they want. Instead of just treating your customers as cash cows, your products and services should be aimed at helping your customers achieve their goals and solve their problems. But customer success doesn't begin and end with your products. While creating products (or services) that solve your customers' problems is essential, everything you do should be steered by a firm understanding of what your customers actually need or want. For example, your website layout should enable customers to find what they want easily and eliminate any potential hiccups or bottlenecks that could be experienced along the way. Your sales funnels and processes should do the same; the aspect of your marketing function should be built with customer success in mind. Your customer service practices should also be built with customer success in mind – something we'll look at more closely in just a minute. In a nutshell, your main goal as a business should be helping your customers reach the intended goals they set out to achieve when purchasing your product. Let's say your product is a social media scheduling platform; your customers' goals would be to be able to seamlessly schedule and post on Twitter, Facebook, LinkedIn and Instagram. A satisfied customer turns into a *loyal* one, which opens up the possibility of [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). A satisfied customer is one who will not only sing your praises and extend your brand reach and word-of-mouth marketing organically, but will be open to paying more for additional services and new levels of your product (upselling and cross-selling). [Customer success strategy | Free PDF templateA guide designed to help you create a tailored strategy for ensuring long-term customer satisfaction and success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-39.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-success-strategy-template-meta-1.png)](https://www.customersuccesscollective.com/customer-success-strategy-template-framework/) ## What are the key foundations of customer success? - [Building strong relationships with customers](https://www.customersuccesscollective.com/5-ways-to-build-a-strong-relationship-with-your-customers/) - Understanding exactly what your customers want (and giving them more of it) - Making sure your products and services are easy to implement and designed with the user in mind - Helping your customers achieve all their goals (and more) Now, let’s go a little bit deeper into the magic ingredients that make customer success work. [The untapped potential of the customer success philosophyEven in name, customer success is wholly unambiguous about its one mission: To make customers successful; and to achieve their desired outcomes with the product or service they’ve bought. This ethos should perforate every corner of an organization: From product, to marketing to sales.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCourtney Elyse Jones![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/03/Untitled-design--38-.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ## Building out customer success beyond the department Before you get into onboarding, churn, or retention, it's becoming increasingly clear that customer success shouldn't just be an afterthought that kicks in after the point of sale. If customer success is just a post-sales motion, you’re seriously missing a trick. Customer success isn’t just a department. It isn’t just a team in your company. Being customer-centric and focusing on your customers’ success is a business-wide philosophy. Now, imagine CS as a key player right from the start, even before a deal is sealed. Think of CS professionals as consultants during those initial discovery calls. They're there alongside the sales team, not just to support but to offer valuable insights into what customers really need and how they've interacted with products in the past. This shift in perspective transforms CS from a mere post-sales function to a strategic partner in the entire sales process. It's like giving the customer experience a head start, making sure that every step, from the first “hello” to the final handshake, is tailored to what the customer truly wants. And it doesn't stop at sales. When CS gets involved in areas like product development and marketing, they bring a wealth of customer insights to the table. They know what customers love, what they need, and even what they're missing before they know it themselves. This knowledge is gold for creating marketing messages that hit home and developing products that customers can't wait to use. In this way, CS isn't just a department; it's a holistic strategy that threads through the entire fabric of a business, keeping it closely knit to the customer's journey and experience. ## Customer onboarding [Customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is the crucial bridge between closing the sale and the customer's initial experience with the product or service. It plays a vital role in ensuring a smooth transition from the sales process to the actual use and adoption of the offering. Think of it like a first date after a great chat online; this is where you really start to build a lasting relationship. Now, if you nail this onboarding phase, making it smooth and engaging, you're setting the stage for a strong partnership. Your customers will stick around, and they might even be keen on exploring more of what you have to offer. But, if you rush through it without giving them the guidance they need, it's like leaving them in a maze without a map. And *that's* when satisfaction dips, and you might start seeing them head for the exit. This phase is all about first impressions, setting the tone for either a successful partnership or, sadly, a missed opportunity. It's like a litmus test for how the rest of your relationship will pan out. [Customer onboarding framework | PDF templateA framework to help inspire the steps you take your new customers through to get them fully onboarded.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-40.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-onboarding-framework2.png)](https://www.customersuccesscollective.com/customer-onboarding-framework/) ### Elements of successful customer onboarding No onboarding process is complete without [product tours](https://www.customersuccesscollective.com/product-tours/), an immersive experience that takes users on a journey, demonstrating real-world use cases and showcasing the tangible benefits they can expect. The same goes with **checklists** and **how-to guides** – these customer education resources are just what you need in your arsenal to ensure your customers are fully clued up with your product's capabilities. When you're onboarding a customer, you can facilitate their education and familiarization with a vast array of mediums, like **email**, **live onboarding sessions**, and **in-app messaging**. ### Think like your customer When you're designing your onboarding experience, it's crucial to walk a mile in your customers' shoes. Run your team through it and see where you can sprinkle in some extra value, confidence, and efficiency. At every step, ask yourself: "Are we really showing how valuable this is? Are we easing any worries they might have?" That's your golden ticket to an onboarding process that hits the mark. Remember, your product, marketing, and sales teams have already done the heavy lifting getting prospects through the door. But without a captivating onboarding process, all that effort might just fizzle out. Onboarding is your chance to make your product come alive for the customer. They've seen the previews, they've heard the pitches, but now it's real. And it's up to you to make sure that reality is as brilliant as they hoped it would be. That's where customer success steps in, turning that initial excitement into long-term engagement and value. ## Value realization [Value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) in customer success is almost like the secret sauce that makes everything in customer relationships click. "Value" is all about defining and delivering the true worth of your product or service. It's not just a buzzword; it's the real deal in ensuring your clients grasp the full benefits of what they've signed up for. Imagine you're a Customer Success Manager juggling various projects and clients. Your main gig? Getting your clients to quickly see and experience the value of what they’ve bought into. It starts with clearly laying out what the positives are – think of it as a value statement that guides everything you do. So, how do you get there? It's all about crafting a plan that moves the needle toward realizing this value. This plan isn't just a roadmap; it’s your [playbook for customer success](https://www.customersuccesscollective.com/customer-success-playbook-framework/). It involves setting clear goals, celebrating every small win, and keeping communication transparent and frequent. Your aim? To keep everyone on the same page and build trust. [8 essential product usage metrics to trackA higher product adoption equals a larger user base. Find out if your product fits perfectly to your customer needs with the top product adoption metrics.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-372.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_product_usage.jpg)](https://www.customersuccesscollective.com/product-usage-metrics/) ## How product usage analytics predict SaaS renewal probability When it comes to SaaS [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), product usage data is one of the most reliable predictors of whether a customer will stick around. It’s not just about how often users log in – what matters is how deeply they engage with the features that drive value for their business. We’ve seen CS teams move beyond surface-level metrics like daily active users, instead tracking adoption of core workflows, frequency of key actions, and breadth of usage across teams. Why? Because these signals consistently correlate with renewal outcomes. Take, for example, a [B2B SaaS](https://www.customersuccesscollective.com/end-user-adoption/) company that mapped feature adoption rates against renewal data over a 12-month period. They found that accounts using three or more advanced features had a 92% renewal rate, compared to just 54% for those sticking to basic functionality. That’s a huge gap – and it’s actionable. By identifying accounts with low feature adoption early, CS teams can proactively intervene, tailoring outreach and enablement to drive deeper engagement before renewal conversations even begin. So, how can you leverage usage analytics in your CS strategy? Start by defining your product’s “value moments” – the actions or milestones that signal a customer is realizing meaningful outcomes. Instrument your product to capture these events, then build [dashboards](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) that surface at-risk accounts based on declining or stagnant usage. Regularly review these insights in your [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/) and renewal playbooks. And don’t just look at the numbers in isolation – combine usage data with qualitative feedback to get the full picture of customer health. Ultimately, the goal is to make product usage analytics a living part of your renewal risk framework. When you can tie specific behaviors to renewal probability, you empower your team to act early, personalize engagement, and drive measurable improvements in retention. [A step-by-step guide to expansionUnlock the secrets to boosting customer lifetime value and discover proven strategies for skyrocketing retention, renewals, and expansion rates.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-371.png)Customer Success CollectiveNick Chang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_expansion-1.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) ## What's difference between customer success and customer satisfaction While the two are undoubtedly related, they aren’t one and the same. Customer satisfaction is important, but to really take things to the next level, you don't just want your customers to be satisfied, you want them to be *more* than satisfied. As we’ve already established, customers don't always know what they want. If you just give them what they think they want, it might not solve all their problems. With customer success, you need to explain to them what they need and more. Go the extra mile to help customers reach their goals. Simply offering a great sales experience is good in the short term, but if your products aren’t up to scratch, it will only be a fleeting victory (and won’t transform first-time customers into loyal brand advocates). So a customer might be satisfied if they found your website easy to navigate, your support staff friendly and your delivery options comprehensive. But if the product they bought only solved their basic needs and didn't deliver a complete solution, you're missing one of the oldest tricks in the book. An effective customer success strategy will explain to your customer why they need more than they think they need, and why your products or services are the ones to plug the gap. ## What are the main differences between customer success strategies and traditional customer support? ### 1\. Customer success builds relationships Customer success generally has a much broader reach for your business and has longer-term benefits (to both you and your customers) at its core. The problem with customer support and satisfaction is that they're generally only transactional. They begin and end when a customer has a problem, and when it is resolved. Customer success is different – it doesn't just end when you've solved a customer's problem. Customer success isn't defined by simply completing a support ticket, it's all about building a lasting relationship with your clients and visitors for as long as possible. So a proper customer success strategy should be ongoing and it should evolve over time. Another key thing to remember with customer success is that not all your visitors will be customers yet. Customer support only solves problems when someone has bought a product, and often when something has gone wrong. Building successful relationships within your business should start when someone first clicks on your website or gets in touch with you. The strongest customer relationships begin even before someone becomes a fully-fledged customer. Customer service is generally only reactive; you can build a great support system but it's often only going to be put to use if customers have a problem. It's better for you, and your customers, if there are never any problems. That's why building an ongoing and evolving customer success strategy is so important. ### 2\. Customer success is proactive We touched on this earlier but it really is vital to stay on your toes when it comes to customer success. Don't just wait for customers to come to you with a problem. How about reaching out to all your customers a few days after they've bought your products or services? Ask them if they've got any issues, or if there's anything they need help with. This is huge, as most customers will keep quiet if they weren't completely happy or had a problem. Worse still, some of them will keep quiet, and simply never return to your business again. You need to be proactive in providing support for your customers. It'll help build loyalty toward your business and help encourage repeat sales. Always make sure you're aware of your customer's goals and adapt quickly to help them reach them. This starts with creating products specifically for them, but also in explaining why they need what you have to offer. And it continues after a sale, to make sure they got exactly what they wanted and if not, where you could improve. ### 3\. Customer success has a wider view of positive impacts on your entire business As we covered earlier, customer support tends to begin and end with a support ticket. So any improvements to your support services will be aimed at improving response times and making sure the quality of help people receive is good. These things definitely shouldn't be ignored but customer success has a broader focus on your customer's entire journey and how this will impact your progress further down the line. When improving customer success, you should look to measure things like retention rates as well as upselling and cross-selling opportunities. ### 4\. It can be harder to measure ROI with customer success While there are loads of benefits to creating a compelling customer success strategy, some of its impacts can be hard to measure. It's easy to know the cost of your customer support services, and measure ROI effectively, but knowing how much your improved customer success strategies helped can sometimes require a bit more thought. One of the reasons for this is that customer success is a much newer idea in the business world; it hasn't been fully explored yet. While this can make measuring success difficult, it also presents one key opportunity for you as a business owner or manager: you can get ahead of the competition by treating it as a priority when other competitors might not be. Even though measuring ROI can be difficult when it comes to customer success, there are a few key metrics you should keep a keen eye on. This includes things like: - Increased referrals from existing customers - Brand mentions - Improved retention rates - How many existing customers use your products on a day-to-day basis When you start spending time and money on improving your customer success strategies, you should notice most of these improvements over time. ### 5\. Recruiting As customer success is a much newer idea than support and customer service, finding the right staff to implement the best ideas might not be as straightforward. The market for staff in customer service is huge, it's an established industry that has been around for decades. That means there isn't necessarily one definitive answer on the right type of staff to look for with customer success in mind. ## To recap As you can hopefully see by now, although there are some gray areas when it comes to developing a successful customer success strategy, it's still something that can be hugely beneficial to the growth of your business. It's something you can't really afford to ignore anymore. The best strategy combines both customer success and customer support seamlessly, to glean the best possible results. Customer success is here to stay, and it's something you can get ahead of the field by implementing immediately. It'll be good for your customers, and ultimately great for your business. ## Re-familiarize yourself with the essentials of customer success Looking for a well-rounded course that teaches the fundamental properties of customer success? Then look no further. Accelerate your customer success career with the most cutting-edge and comprehensive curriculum around, and walk away with new knowledge, tried and tested strategies, *and* a competitive edge. ### By the end of the course, you'll: 🧠 Understand the full breadth of the CS function. 💪 Be armed with all and only the most up-to-date and successful CS tactics and trends. 📈 Up-skill yourself in every core competency required for your role, and prove your strategic value. 🏆 Tap into the proven strategies used at some of the world’s most innovative and established brands. 🔖 Earn an official certification to boost your resumé and accelerate your career. [Get certified](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/) ### Using AI to scale support without sacrificing quality: A CCO's view URL: https://www.customersuccesscollective.com/practical-playbook-for-ai-driven-b2b-support/ Last updated: 2026-03-17T17:57:50.000Z Everyone’s talking about AI. Fewer teams are seeing real impact. Join us for a candid, operator-to-operator conversation with Rob Edmondson, CCO at **Ironclad**, and Seth Halpern, co-CEO at **Embrace.ai**, on how modern B2B support organizations are using AI to scale quality, control costs, and unlock customer insights that drive retention and growth. This is not a vision deck or a future-state pitch. It’s a practical look at what Ironclad is doing today, how they measure success, and how they are planning what comes next. You’ll hear how a CCO thinks about adoption, trust, ROI, and sequencing initiatives so AI supports your team instead of overwhelming it. [Watch OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/0a6395a0-64e3-4b9e-a813-968606d18b3e) --- ## What you’ll learn In this session, we’ll cover: - A clear, practical roadmap for adopting AI in B2B support - How to balance human expertise with automation without sacrificing experience - Change management strategies for bringing customers and internal teams along - How Ironclad measures qualitative and quantitative ROI, and what actually matters - Common traps teams fall into when chasing AI outcomes and how to avoid them You’ll walk away with ideas you can apply immediately, whether you are just getting started or already experimenting with AI in support. --- ## Speakers **Rob Edmondson** Chief Customer Officer, Ironclad As Chief Customer Officer at Ironclad, Rob leads the Customer Outcomes organization, driving value across the customer lifecycle. He brings 25+ years of enterprise software experience, with leadership roles across pre-sales, customer success, and services at companies including Oracle, Zendesk, and Cresta. **Seth Halpern** Co-CEO, Embrace.ai Seth is a co-founder of Embrace.ai, a leading agentic B2B Support and CX platform. He has spent his career in enterprise technology at companies such as Workday, WP Engine, and SAP, helping organizations scale complex customer operations with modern technology. ### Lessons from building customer success in an early-stage startup (without a playbook) URL: https://www.customersuccesscollective.com/lessons-building-customer-success-startup-without-playbook/ Last updated: 2026-08-14T12:35:14.000Z How do you eat an elephant? One bite at a time. Building a customer success (CS) department from the ground up in a startup feels exactly like that – massive, *slightly* terrifying, and impossible to swallow whole. When I tell people I’m the Head of Customer Success at a hospitality tech startup with only 19 employees and a CS team of three (including me), their eyes usually bug out. But early-stage CS is a different animal entirely. You can’t just copy-paste a [Series C](https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.asp) playbook and expect magic to happen. In this article, you’ll discover why the big-company playbook fails in a 19-person startup and how to navigate the "messy middle" of building a department from zero. We’ll cover the three pillars of early-stage success: - Being ready - Being resourceful - Being resilient ## Why early-stage customer success is different When you're the first CS hire or tasked with building the function, your first job isn't actually to build, it's to learn. You've got to be ready for the fact that there's no documentation, limited processes, and a whole lot of urgency. The temptation is to start "doing" immediately to prove your value, but that's a trap. If you take a big-company playbook and apply it directly to a tiny [startup](https://www.customersuccesscollective.com/how-to-build-a-killer-customer-success-function-in-a-startup/), it's not going to work. Those playbooks assume you've got a well-oiled machine, mature segmentation, and a dream tech stack. In the early days, you don't have any of that. You've got to be ready to dig into the dirt before you start planting seeds. ### A realistic first 30 days Your first month should be an internal and external "listening tour." You need to ground yourself in what’s actually happening, not what the product pitch says or what you assume should be happening. Internally, you need to talk to everyone. If you've got 20 or 40 people, you can meet them all in a month. Understand their goals, their [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/), and their frustrations. This is how you gain cross-functional buy-in and credibility from day one. You’re not just learning about the business; you’re building [human relationships](https://www.customersuccesscollective.com/human-first-approach-at-work/) that you'll need later when you start making big asks. _This post is for paying subscribers only._ ### What is customer retention? URL: https://www.customersuccesscollective.com/customer-retention/ Last updated: 2026-03-06T07:56:14.000Z It’s all well and good to actively seek new customers, but what happens if you ignore your current customer base? Plot twist: they [churn](https://www.customersuccesscollective.com/customer-churn). In fact, **68%** of customers will go elsewhere if they feel the company they’re buying from doesn’t care about their business. Without [strategically thinking](https://www.customersuccesscollective.com/strategy-templates/) about customer retention, you’re undoing all the good work invested in the pre-sales process. Retaining customers is a whole lot cheaper than recruiting new ones, plus it’s a sure way to establish long-lasting, healthy relationships that will increase [metrics](https://www.customersuccesscollective.com/customer-success-metrics) like your [customer lifetime value (CLV)](https://www.customersuccesscollective.com/the-definitive-customer-success-glossary) and your overall customer satisfaction score. In fact, increasing retention by just **5%** could drive your profits from **25%** to **95%.** It seems silly to dismiss a potential profit increase like that, right? That’s why customer retention strategies are such an important factor when it comes to customer success. ## The definiton of customer retention Fundamentally, customer retention simply refers to a company's ability to retain its existing customers over time. In this sense, it's a valuable measure of how effective a company's [customer relationship strategies](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) are at keeping current customers satisfied and engaged. High [customer retention rates](https://www.customersuccesscollective.com/how-to-retain-more-customers/) indicate that an organization is able to consistently meet or exceed customer expectations – and provide enough value to ensure that customers will continue to use its products or services. There are several factors that [influence customer retention rates](https://www.customersuccesscollective.com/5-simple-strategies-to-drive-customer-retention/). These include product or service quality, customer support, brand reputation, and loyalty programs. Companies focus on customer retention because acquiring new customers can cost more than keeping existing ones. Existing customers are also more likely to purchase more over time and provide word-of-mouth marketing. To improve retention rates, customer success teams may [collect customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), address complaints quickly, offer loyalty rewards and communicate regularly to reinforce the value proposition. ### But how do customer success leaders define customer retention? This dichotomy of retention and churn is a debate examined by **Rebecca Fenlon,** **Head of Customer Success at Cognassist**. [In her opinion](https://www.customersuccesscollective.com/5-simple-strategies-to-drive-customer-retention), it’s not all that helpful to view churn and retention as opposites, with retention as the more positive way of reporting it. > *“The opposite of losing customers isn’t retaining customers, it’s gaining customers, which is ultimately the realm of sales. Retention is a more proactive measure; you are constantly working towards it. Whereas churn is reactive and focused just on the point of renewal. It’s for both of these reasons that retention is our ‘one metric that matters’ more so than churn."* **Rav Dhaliwal**, Investor & Venture Partner at **Crane Partners** believes customer retention is much more than preventing revenue loss: > *“\[It's\] the foundation on which every successful subscription software business has accelerated its revenue growth. It’s far easier to grow a sustainable business from a stable foundation of revenue than it is to try and fix retention issues as you are rapidly scaling.”* ## How to calculate retention rate Like most things you invest time and energy in, it’s worth keeping track of it. And customer retention isn’t any different. You can calculate your business’ customer retention rate to gauge how many customers you’re keeping on the books. When calculating your [customer retention formula](https://www.customersuccesscollective.com/what-it-means-to-have-a-high-customer-retention-rate/), it’s pretty straightforward but well worth jotting down: > **( \[E-N\] / S) x 100** The "E" stands for the total number of clients at the end of your specific time period. The "N" signals the number of new customers you acquired during this period. And the "S"? This is the number of customers you started out with at the beginning of this period. ### Customer retention rate formula: example Say you own a gym. You begin Q1 with 500 members – an all-time high thanks to New Year's resolutions. After a free trial weekend promotion, 30 new members join. Unfortunately, by the end of Q1, 50 members have left. One or two moved out of town, others lost motivation, and a few switched to different fitness routines. You finish the quarter with 450 members. Here's how to calculate your retention rate: - E = 450 - N = 30 - S = 500 Using the retention rate formula: > **(\[E - N\] ÷ S) × 100 = Retention rate** Let's apply it: > **(\[480 - 30\] ÷ 500) × 100 = 90** This leaves you with a retention rate of 90% – a solid result considering the typical Q1 drop-off many gyms experience after the New Year's resolution wave! [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Accounting for seasonality and business cycles in retention rate calculation When you’re measuring customer retention, it’s easy to overlook the impact of seasonality and business cycles, but these factors can significantly distort your numbers if you’re not careful. Many businesses, especially those in retail, education, or travel, experience predictable fluctuations in customer activity throughout the year. If you compare retention rates from a peak season to a slow period without adjusting for these cycles, you risk drawing the wrong conclusions about your team’s performance. Why does this matter? Because a dip in retention during the off-season doesn’t necessarily signal a problem with your product or service – it might just reflect normal customer behavior. Conversely, a surge in retention during a busy period could mask underlying issues that will surface later. To get a true read on your retention health, you need to benchmark your rates against comparable periods – month-over-month, quarter-over-quarter, or year-over-year, depending on your business rhythm. Take an online education platform as an example. If you measure retention from September to December, you’ll likely see higher rates as students are actively engaged. But those same cohorts might naturally drop off during summer months. Don't panic, the solution is simple: compare summer retention to previous summers, not to the academic year. You can also use rolling averages or seasonal adjustment models to smooth out the data and highlight real trends. By layering in this nuance, you’ll make smarter decisions, set realistic targets, and avoid chasing ghosts in your analytics. ## Cohort retention analysis and time-based segmentation To truly understand your retention trends, it’s not enough to look at your overall retention rate. You need to see how different groups of customers behave over time – and that’s where **cohort retention analysis** comes in. Cohort analysis lets you segment your customers based on a shared characteristic, most commonly their signup date or the moment they first engaged with a key feature. When you track each cohort’s retention curve, you begin to spot patterns that would otherwise be hidden in aggregate data. For example, let’s say you launch a new onboarding flow in January. By grouping customers who signed up in January as one cohort, and those from February as another, you can compare how each group sticks around over the following months. Say the January cohort retains better, you’ve got evidence that your onboarding changes worked. At Customer Success Summit Sydney 2024, **Akash Singh, Global Head of Customer Success at Greensketch**, revealed his experience of segmentation: > “We could group them together because they had similar choices and then we could see how they are engaging with these features. We could see patterns, behaviors. We knew when they were disengaging.” But time-based segmentation isn’t limited to signup date. You might also cohort users by when they first used a new feature, or when they hit a specific milestone. The key really is consistency – **track each cohort’s retention at regular intervals** (e.g., day 7, day 30, day 90) and visualize the results. A simple line graph showing retention rates for each cohort over time can quickly reveal whether your product changes are moving the needle. This approach empowers CS teams and analysts to pinpoint what’s working, diagnose issues, and share actionable insights with product and growth teams. ![Core](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/Cohort-retention-over-time--1-.jpg) ## Improve your customer retention rate by identifying the cause of churn You can get ahead of future cases of churn by establishing what went wrong in the first place. Figuring out exactly why clients left your business is a pragmatic, proactive way of avoiding history repeating itself. If people are choosing your competitor’s product over your own, and you’re still none the wiser after your market research, it’s time to go straight to the horse’s mouth. Asking your customers what went wrong is a straightforward way to avoid repeating the same mistakes. Your product might be great, with all the bells and whistles to push you in the direction of the market leader, but poor customer service can truly turn the tables. Whether it’s a technical issue or simply bad communication skills from the dedicated customer support team member, poor customer service is definitely a universal issue that everyone’s faced at some point in their lives. A great way to avoid this? Practice [**deep listening**](https://www.customersuccesscollective.com/how-to-use-deep-listening-for-customer-success/), and by this, we mean *listen to learn*. Deep listening means truly focusing on your customers without judgment, distraction, or defensiveness. Put down your pen, avoid assumptions, and practice genuine empathy to understand their perspective. When you listen to learn rather than to respond, you'll uncover valuable feedback, solve problems more effectively, and create better customer experiences. This simple shift transforms how you handle complaints and builds stronger relationships with your customers. [How to use deep listening for customer successI think we can all agree that poor customer service is a universal experience, but how do we learn from this, to ensure our customers don’t fall victim to the same failures? By practicing deep listening.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-455.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--54-.jpg)](https://www.customersuccesscollective.com/how-to-use-deep-listening-for-customer-success/) ## Predictive retention modeling: Using machine learning for churn and CLV Once you’ve identified why customers churn, the next step is to get ahead of the curve – literally. Predictive retention modeling uses historical data and machine learning to forecast which customers are at risk of leaving, and even estimate their future value to your business. This approach moves you from reactive to proactive, enabling your team to intervene before churn happens and to focus resources where they’ll have the biggest impact. But how does it work? Predictive models analyze patterns in customer behavior – like product usage, support tickets, or engagement frequency—to spot early warning signs. As **Franca-Sofia Fehrenbach, Head of Customer Success at PlanRadar,** put it at [Customer Success Summit London 2023](https://www.customersuccesscollective.com/customer-success-festival-london-2023-ondemand-inperson/): > "You want your teams to have systems that tell them things that could be like \[...\] a usage change, that could be a specific customer behavior." These insights can trigger automated alerts, personalized outreach, or targeted offers to re-engage at-risk customers. But it doesn’t stop at [churn prediction](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/). Advanced models can also estimate [customer lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) (CLV), helping you prioritize high-value accounts and tailor your retention strategies accordingly. Getting started doesn’t require a PhD in data science – many CS platforms now offer built-in predictive analytics, or you can leverage open-source tools like Python’s scikit-learn or cloud-based solutions from AWS, Google, or Azure. The key is to start small: pilot a model on a well-defined segment, validate its accuracy, and iterate. Over time, predictive retention modeling becomes a force multiplier, empowering your team to work smarter, not just harder. ## What are the most effective customer retention strategies? ### Personalizing retention at scale Personalization is powerful, but scaling it across thousands of customers can feel impossible without the right approach. That’s where automation frameworks come in. **The goal isn’t to replace the human touch**, but to amplify it, ensuring every customer feels seen and valued, no matter how large your base grows. Why does this matter for retention? Because customers are far more likely to stay when they receive timely, relevant communication that reflects their unique journey. We’ve seen organizations use segmentation engines within their CS platforms to group customers by health score, [usage patterns](https://www.customersuccesscollective.com/product-usage-metrics/), or lifecycle stage. Automation tools then trigger personalized emails, [in-app messages](https://www.customersuccesscollective.com/what-is-in-app-messaging-and-when-is-it-used/), or even task assignments for CSMs based on these segments. [How to balance high-touch B2B and low-touch B2C individual customersBalancing B2B and B2C means segmenting by need and value, personalizing where it counts, and scaling where possible. At YPulse, we use shared data insights to guide tailored outreach, cross-pollinate strategies, and flex between high- and low-touch to drive consistent, efficient success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-456.png)Customer Success CollectiveGwendolyn Radsch![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--19-.jpg)](https://www.customersuccesscollective.com/how-to-balance-high-touch-b2b-and-low-touch-b2c-customers/) For example, imagine a SaaS company with 2,000 customers. When a customer reaches a key milestone – like completing onboarding or hitting a usage goal – the system automatically sends a congratulatory message, offers tailored resources, or invites them to a customer-only webinar. If a customer’s engagement drops, the platform can trigger a check-in email, personalized with their name, usage stats, and a relevant tip or offer. The CSM is looped in for high-risk accounts, while lower-risk customers receive nurturing touchpoints automatically. The key is to build a rules-based framework: define your triggers (milestones, risk signals, anniversaries), craft modular content, and let automation handle the delivery. This frees up your team to focus on [high-impact, high-touch interventions](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/) – while every customer gets a retention journey that feels personal. And the results are pretty tasty: higher satisfaction, lower churn, and a CS team that scales without sacrificing quality. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/tuxpi.com.1770384529.jpg)](https://www.customersuccesscollective.com/customer-retention-survey-framework/) Source: [**Templates & Frameworks*](https://www.customersuccesscollective.com/customer-retention-survey-framework/) [****Become a member today**](https://www.customersuccesscollective.com/signup/) and immediately gain access to an assortment of actionable templates on customer retention. ### Why customer education is the secret retention strategy Most customer education programs hit a wall after day 30, according to **Elyce Ladany, Senior Manager of Digital Education at AuditBoard.** Customers stop engaging, support tickets pile up, and your content gathers dust. The problem isn't necessarily your material, but your strategy. Successful customer education goes beyond "how-to" guides and connects learning to specific milestones throughout the customer journey. By creating proactive learning paths, leaning on certifications to drive engagement, and partnering with internal teams like marketing, businesses can transform education from a cost center into a strategic retention tool. When trained accounts consistently show healthier scores and protected ARR, the ROI becomes clear. Discover [**how to build an education program that drives real growth**](https://www.customersuccesscollective.com/learn-customer-education-podcast-video/) in the full episode. ### Customer health scores as a retention tool Knowing *why* customers churn is useful. Knowing *which* customers are about to churn — and what to do about it — is powerful. This is where customer health scores earn their keep. A [customer health score](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) is a structured way to quantify how “healthy” a customer relationship is at any given moment. Rather than relying on gut feel, health scores combine multiple data points into a single, easy-to-read signal that helps teams prioritize action. Typical inputs include: - **Product usage and adoption** (logins, feature usage, milestones reached) - **Engagement signals** (meeting attendance, responsiveness, QBR participation) - **Sentiment data** (CSAT, NPS, qualitative feedback) - **Commercial indicators** (renewal proximity, payment issues, expansion activity) [Customer health score calculatorA practical, data-driven template that helps customer success teams monitor the well-being of their customer accounts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-458.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-health-score-calculator-meta.png)](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/) When designed well, [health scores](https://www.customersuccesscollective.com/cracking-the-code-to-customer-health-scores-2/) act as an early-warning system. A customer might still be paying, but declining usage or disengagement can flag risk months before renewal conversations even begin. However, one of the biggest mistakes teams make is over-engineering health scores. Too many inputs, no clear owner, and no defined response turns a health score into a dashboard ornament rather than a retention lever. The most effective CS teams treat health scores as *living systems*. They regularly review inputs, test whether scores actually predict churn, and – most importantly – attach clear actions to each health state. Green customers get nurtured for advocacy and expansion, amber customers trigger proactive outreach, and red customers receive focused recovery plans. When health scores are operationalized this way, retention stops being reactive and becomes part of the daily workflow. ### Net revenue retention (NRR) vs logo retention Retention is often discussed as a binary outcome: customers either stay or they leave. But for modern subscription businesses, this view is far too simplistic. **Logo retention** tells you how many customers you keep.[**Net revenue retention (NRR)**](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) tells you how much revenue you keep *and grow* from those customers. NRR accounts for: - Renewals - Expansions and upsells - Contractions and downgrades This distinction matters because a business can have excellent logo retention while still struggling financially if customers consistently downsize or fail to expand. From a *customer success* perspective, NRR reframes retention as an [outcome of value creation](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/). Expansion doesn’t come from aggressive selling — it comes from customers achieving [meaningful outcomes](https://www.customersuccesscollective.com/outcome-driven-engagements-are-the-new-big-key-to-cs-success/), adopting more use cases, and deepening their reliance on your product. That’s why many CS leaders view retention, advocacy, and expansion as inseparable. When customers are healthy, educated, and engaged, retention becomes the baseline — *not* the end goal. The most mature CS organizations explicitly tie their retention work to NRR, reporting on how onboarding quality, adoption, and customer education contribute to long-term revenue stability. [Net revenue retention vs. customer retention: ExplainedDiscover the key differences between Net Revenue Retention (NRR) and Customer Retention (CR), why these retention metrics matter for SaaS growth, and actionable strategies to boost your customer success efforts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-459.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/challenges--1-.jpg)](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) ### Why customer advocacy is the highest form of retention Retention doesn’t stop at renewal. In its strongest form, retention evolves into advocacy. Customer advocates are more than satisfied users – that's the bare minimum. They actively champion your product. They **speak at events, participate in case studies, leave reviews, and recommend your solution to peers**. And here’s the retention kicker: advocates are significantly less likely to churn. Advocacy strengthens retention in three key ways: 1. **Emotional commitment:** Advocates identify with your brand, not just your product. 2. **Relationship depth:** Multiple stakeholders are often involved, reducing single-threaded risk. 3. **Future value protection:** Even if a champion changes jobs, they often bring your product with them. Importantly, advocacy isn’t something you "unlock" after renewal. It’s cultivated throughout the customer lifecycle through consistent value delivery, recognition, and trust. CS teams that intentionally build advocacy programs – customer councils, speaker opportunities, community involvement – don’t just reduce churn. They create a flywheel where retained customers actively contribute to future growth. [How to make customer advocacy a customer-centric partnershipFeast your eyes on a brand-new customer advocacy framework that empowers customers, shifts from one-sided to mutually beneficial partnerships, and leverages customer-led referrals to drive business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-460.png)Customer Success CollectiveHaig Kingston![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--47--1.jpg)](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/) ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most [ Start your certification ](https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/) ### How to optimize your onboarding process to reduce early-stage churn URL: https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn/ Last updated: 2026-08-11T17:06:45.000Z ## The importance of onboarding Did you know that $138 billion is actually lost in avoidable churn per year in the US alone? $138 *billion.* Did you also know that **23%** of all churn is attributed to bad onboarding? That's a worrying statistic, especially as onboarding is nearly always well within our control. (That's assuming that the customer is the right fit for us, so we must continuously iterate and improve to make sure that that is reduced.) There was a study undertaken by the [Harvard Business School](https://hbswk.hbs.edu/archive/the-economics-of-e-loyalty) that claims that, on average, a **5%** increase in customer retention results in a **25% to 95%** increase in profits. On top of that, **65%** of a company's business comes from existing customers. So there's a whole load of statistics around this, and it doesn't take away from the fact that actually what we need to do is focus on the customer and the value, and then those statistics will improve as a result. I wanted to share with you a stat from Gainsight: **39%** say the number one reason for churn is not meeting [expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/). So let's make sure we know what the customer's expectations are, and that we help to set them from the word go. But instead of focusing on these statistics around the negative side of things, we're going to focus on the positive, how we can make positive changes, reduce churn, increase the customer lifetime value, etc. ## Benefits of *great* onboarding You can see I've got benefits categorized into two categories: the “End Customer”, and the “Provider.” [![Benefits of great onboarding: the end customer and the provider.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/04/image8--2---1-.png)](https://www.customersuccesscollective.com/optimizing-onboarding-to-reduce-early-stage-churn) ## The "End Customer" From the customer's perspective, great onboarding results in **faster time to value** because they're purchasing your tool or service for the value you provide. So the quicker you can get there, the happier the customer is. They also gain increased confidence in you as a vendor. They might have may have picked you from a long list of vendors, and you want to make sure that you help them feel like they've made the right choice, especially if you’ve got something like a trial period where they can opt out. So after the first one-to-three months, you need to instill that confidence in them. > *You're reducing the frustration of the end users.* [A smooth and effective onboarding process](https://www.customersuccesscollective.com/10-best-practices-to-nail-for-seamless-customer-onboarding/), which includes training, will enable the customer to go faster, because there's nothing more frustrating than being enthusiastic about a product and wanting to use it, but you've come against blockers and you're not able to achieve what you want to achieve. So each customer will have improved product knowledge. But that’s not just on the areas that they've purchased. Think about this, you might have a number of different products within your suite and when the customer purchases one, this presents a fantastic opportunity for you to educate them on other areas of the business. Now those things might not necessarily be right for them right now, but actually educating them on those areas showcases your entire suite, and it plants the seed for upsell. It also gives them a vision of where they can be in the future. Set clear expectations on both sides. The customer needs to understand what the process is, where they fit into it, and where they can get the most value. You gain a solid understanding of the customer's goals, and you can work to continuously deliver them to the customer. _This post is for subscribers only._ ### AI‑first support playbook URL: https://www.customersuccesscollective.com/ai-first-support-playbook-template-framework/ Last updated: 2026-07-06T12:32:22.000Z ## What is an AI-first support playbook? The AI-first support playbook is a practical framework designed to help support teams adopt AI in a focused, measurable, and sustainable way. It’s built around real operational decisions — what AI should improve, where it should (and shouldn’t) be used, and how to ensure it actually becomes part of daily support workflows. ## What’s inside the playbook? The playbook is structured as a 10-step, fill-in framework that walks you through an end-to-end AI pilot in customer support: 1. **Define the outcome** – Identify the single support metric AI should improve and what success looks like. 2. **Set boundaries** – Clearly document what AI is allowed to do and where human judgment remains essential. 3. **Check the basics** – Validate that knowledge sources, security controls, and measurement foundations are ready for AI. 4. **Choose pilot use cases** – Select 1–2 high-confidence use cases where AI can deliver quick, visible value. 5. **Prepare knowledge** – Decide which support content to include first and what to add later. 6. **Drive adoption** – Define expectations, usage habits, and adoption signals to avoid “AI shelfware.” 7. **Add simple automations** – Introduce low-risk automations that save time without removing human review. 8. **Prove impact** – Compare before-and-after metrics to confirm whether AI delivered the intended results. 9. **Decide what to do next** – Use data to decide whether to scale, adjust, or stop the initiative. 10. **Keep it working** – Establish a lightweight cadence to continuously review and improve results. ## How to use the playbook 1. Work through the steps in order 2. Replace examples with your own answers 3. Pause if foundations aren’t ready 4. Run a small pilot first 5. Review results and decide next steps By following this playbook, teams can adopt AI in support with clarity, control, and confidence — ensuring it delivers real outcomes rather than added complexity. ## Download your AI-first support playbook ![AI-first support playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/AI-first-support-playbook.png) [AI‑first support playbookAI‑first support playbook.pdf148 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/02/AI---first-support-playbook.pdf "Download") [AI‑first support playbookAI‑first support playbook.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/02/AI---first-support-playbook.docx "Download") [AI‑first support playbookAI‑first support playbook AI in support works best when it’s focused, practical, and tied to real outcomes. This playbook helps you cut through the hype, run a smart AI pilot, and improve support performance without overcomplicating your operation. It’s designed for support leaders who want to…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-73.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyKTiLEH_weQGZ43nllnHSSM1-kFu3EPIkpgM9KXL-rEeznuwUPvxMM9CnTxJ4fI8BS_DZmS73D_vsTUGeQp3rbrCUMAeLKXXS9LPCE_uAXxSKSpHaGu-w1200-h630-p)](https://docs.google.com/document/d/1NmMfxfb95fIqjTKl6qahly4joECmrPpXZy%5FM9p3H5R0/edit?usp=sharing) _This post is for paying subscribers only._ ### The Customer Success Salary Research Survey 2026 URL: https://www.customersuccesscollective.com/customer-success-salary-landscape-survey/ Last updated: 2026-08-25T12:55:42.000Z ### Help build the benchmark the CS industry relies on. Every year, thousands of CS professionals use our research to negotiate salaries, set team expectations, and make the case for investment. That data comes from practitioners like *you*. We're collecting responses for the **2026 Customer Success Salary Survey** – and we want your experience in the data. **It takes 10 minutes. It's completely anonymous.** ## What we'll ask you We’re going to ask all the important questions to form our research, not limited to: - How many years have you worked in customer success? - What’s your salary and total compensation? - What are your core responsibilities? No name. No email. [ Your voice matters ](https://productmarketingall.typeform.com/to/ee98WDdT) ## Why should you take this survey? CS benchmarks are only useful if they reflect who's actually doing the work. Your responses help ensure the final research captures real-world experiences across roles, company sizes, and regions – not just the loudest voices in the room. [ Give your two cents ](https://productmarketingall.typeform.com/to/ee98WDdT) ## What your survey responses produced last year From the skill investment that moves the salary needle faster than seniority, to the company size where median pay hits $200K, this report gave CS professionals the data to [walk into pay review conversations with confidence](https://www.customersuccesscollective.com/customer-success-salary-report-2025/). We've been on a mission to promote salary transparency since 2022\. Help us create the new benchmark for 2026. [Take our survey ](https://productmarketingall.typeform.com/to/ee98WDdT) [![Customer Success Salary Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/CSC_Salary_Survey_Report_2025_Article-Banner.png)](https://www.customersuccesscollective.com/customer-success-salary-report-2025) ### 6 things to do when your customer announces they're leaving URL: https://www.customersuccesscollective.com/6-things-to-do-when-a-customer-announces-theyre-churning/ Last updated: 2026-02-12T08:19:57.000Z Getting an email from the customer saying that they’re not going to renew their subscription is always a bad experience for a [Customer Success Manager (CSM)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/). Unfortunately, in many cases, the decision has already been made, and there isn’t much CSMs can do. That doesn’t mean, however, that they should not try to do everything possible to retain the clients until the last day of the subscription period. Overall, based on the experience of our team, I can confidently state that the “putting out fires” strategy of jumping from one customer to another a month, or even a couple of weeks before the renewal date, and trying to save them hasn’t proved very effective. It’s much easier and more strategic to take the necessary action in advance and successfully onboard the customers, helping them with [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), etc. As a result of engaging more proactively with customers, these disappointing emails don't arrive so often these days. Still, some situations are out of the CSM’s control. For example, the customer has been unresponsive for a while, or the client’s organization has been acquired, and the parent organization is already using a competitor’s solution. So what can or should be done when the customer informs you that they’re going to churn? ## Ask for reasons The most obvious thing that many people forget to do is to ask why that decision was made. A quick tip from our experience: choose your words carefully when responding to the cancellation email. Clearly acknowledge that you got their message and will take the necessary action. For example, if your contract has an autorenewal as a default condition, explicitly confirm that you will inform the right department to disable it. This is important because the customer sees that you’re trying to help instead of instantly pushing back to revert the situation. Thanks to your considerate response, the client is usually willing to share the details of what went wrong (if anything did) and the factors that affected the decision to cancel. Ask follow-up questions, but **don’t be too pushy**. There’s no single correct approach here – it all depends on the customers’ response. It’s usually easy to see when customers are open to having a conversation and when they just want to get a confirmation of cancellation. [How Box built a customer retention playbook that reduced customer churnCustomer churn doesn’t start at renewal. Inside Box’s retention playbook: the signals we track, how we create accountability, and what actually saves customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-452.png)Customer Success CollectiveClaire Hollyoak![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-playbook-to-combat-churn.jpg)](https://www.customersuccesscollective.com/customer-retention-playbook-that-reduces-churn/) ## Review whether something can be done to address the reasons I would like to start by reiterating: do not get your hopes up on this one. In most cases, when the client announces that they’re going to [churn](https://www.customersuccesscollective.com/customer-churn), the decision hasn’t been made in a day. Instead, disappointment has been accumulating for a while, and it’s highly unlikely that CSMs can turn the tide through one or two conversations. But it would not hurt to give it a try. (By the way, I wrote an article about such edge-case scenarios – if you’re interested, feel free to [check it out](https://medium.com/wrikecxblog/two-stories-about-csms-turning-the-tide-when-a-customer-was-ready-to-leave-89037972f995).) It may be that the client is looking at your competitor’s solution because your product lacks certain features. However, the client might not be aware that you released such a feature in the last few months. Or perhaps the client is disappointed with their current representative, for example, their [Account Manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/). If you offer to change their representative, they might consider staying. [How to re-onboard customers lost to churnFor whatever reason, customers can be lost to churn. It’s a situation all businesses will find themselves in. The trick? Have a strong customer success strategy in place.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/06/photo-1492176273113-2d51f47b23b0.jpeg)](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) In our experience, a noticeable percentage of customers retained at the last minute stayed not because one specific problem was fixed but because of various things, big and small, that we could address immediately or promise to address with a clear ETA. For example, the feature requested by the customer may not be there yet, but the CSM has reviewed the roadmap and confirmed that it is scheduled for release at the end of the current quarter. In such cases, the CSM confirms (written form works best) that the client will get access to the desired functionality by a certain date. ## Try agreeing on a downgrade churn instead of a full churn The client staying with your company is always a better outcome, even if they decrease their spending. While you suffer an immediate financial loss, you at least keep the door open to mend the relationship, increase the client’s usage of the product, and potentially return to and even grow the initial level of spending. Always ask whether retaining at least some level of usage of the product could be an option for the client. Maybe your product is currently being used organization-wide, and you can agree to keep it, at least for the HR team. Maybe the client has a budget constraint this year, and while they’re very excited about your product, they simply cannot retain the current level of spending. Be prepared to offer different options, such as a cheaper plan or fewer seats. **Downgrade churn is always better than full** [**churn**](https://www.customersuccesscollective.com/customer-churn/)**.** [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Deliver value to the last moment Even when it becomes clear that there is no chance of [retaining the customer](http://customersuccesscollective.com/customer-retention), make sure that you deliver excellent customer service until the very last moment. There are cases when churn isn’t necessarily connected to disappointment with your product. It could be a decision made by the executive team, budget constraints, and other factors. Good service is always remembered. Maybe the client is going to [cancel the subscription right now](https://www.customersuccesscollective.com/what-to-do-when-a-customer-cancels-a-contract/), but when the situation changes, they will send a nice email stating that they would like it to be reinstated and want you to continue being their CSM (this has happened to us many times). Maybe the champion has moved to a different organization, and their first decision would be to get your product. You never know, so help wherever you’re able to help, even if that means exporting the data from your solution so it can be imported into a competitor’s platform. [How to build a win-back campaign that actually worksDespite the initial revenue sting, a lost customer isn’t the end of the road. Raymond Otero outlines how one second chance sparked a transformation for his client – and why win-back strategies matter more than ever.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-453.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--20--1.jpg)](https://www.customersuccesscollective.com/build-a-win-back-campaign/) ## Communicate that you will always be happy to have the customer’s business back Receiving an email about account cancellation isn’t a pleasant situation, but it doesn’t mean that CSMs shouldn’t [leave the door open for the client to return](https://www.customersuccesscollective.com/how-to-reactivate-churned-users/). Be sure to thank the customer for choosing your product initially. If possible, share some highlights of how it helped their business and explicitly communicate that you’ll be happy to have them as a customer again. No, this probably won’t be a game-changer, but it will most definitely show you as a professional. ## Document your key findings Every Customer Success Manager makes mistakes, but only those who continuously learn from their mistakes grow fast and demonstrate better results. Carefully document why the customer has churned. In an ideal world, you’ll have a well-categorized directory where churn reasons are grouped by client segment, industry, size, and other factors. Then, not only will you be able to better address similar cases in the future, but you can also identify trends and develop a more strategic approach to fighting churn. It’s a good idea to create a list of categories so that the CSM documenting the churn can select the relevant one. Examples of such categories may include: - Missing functionality (elaborate in the text field) - Pricing - Integration - Customer service - Other The more cases a Customer Success Manager handles, the more experience they get, and the more their “last-minute client save” rate will grow. It’s important to remember these steps when you receive the request for cancellation instead of just quietly cancelling the subscription. --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Customer Success Summit | Washington 2026 URL: https://www.customersuccesscollective.com/customer-success-summit-washington-2026-2/ Last updated: 2026-08-28T15:42:19.000Z Catch up on senior CS leadership insights from D2L, Discovery Education, Plume and more. _This post is for paying subscribers only._ ### What is a Chief Customer Officer (CCO)? URL: https://www.customersuccesscollective.com/chief-customer-officer/ Last updated: 2026-01-30T15:56:27.000Z The **Chief Customer Officer** in an organization is "The Boss" of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), the Bruce Springsteen of [customer-centricity](https://www.customersuccesscollective.com/customer-led-growth/). It's a relatively new position in the C-suite, joining ranks with the old-timers like your CEO, COO and CRO, but crucially, the *CCO* does the heavy lifting when it comes to promoting customer-centricity and positive, value-driven customer success. To a CSM or a customer support agent who's living and breathing customer communication day-in-day-out, the value of customer success is obvious. But for [someone in the C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) fighting the good fight for a customer-centric culture and initiatives? There's a unique opportunity to disseminate your values and [make CS part of your company philosophy](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/). The CCO ensures the customer is at the forefront of the executive board's mind, and is the leader spearheading the initiatives that drive customer satisfaction, engagement and renewals. ## What is the definiton of a Chief Customer Officer? A Chief Customer Officer is a key C-suite role that drives top-level strategy and initiatives, shaping customer success and influencing business growth. It’s a role that’s becoming a recognizable pillar in the SaaS world, with a steadily rising number of companies adopting the new C-suite role. The [Chief Customer Officer Council](http://www.ccocouncil.org/site/cco-study.aspx) discovered that 22% of Fortune 100 companies and 10% of Fortune 500 companies have a CCO within their ranks – pretty exciting if you ask us. The relevance of CCOs can be measured by one thing: how effectively they propel the mission of customer success across the company. Their role fuses customer and corporate strategy. ## What does a Chief Customer Officer *do*? While the Chief Customer Officer (CCO) sets the strategic vision for customer-centricity, their day-to-day work is a blend of high-level leadership and hands-on operational oversight. Practically speaking, a typical week for a CCO involves a mix of executive meetings, cross-functional alignment sessions, and direct engagement with both customers and internal teams. For example, CCOs often start their week by reviewing net revenue retention (NRR) and [customer health dashboards](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/), identifying accounts at risk or ripe for expansion. They’ll meet with Heads of Customer Success, Support, and Professional Services to align on priorities like onboarding improvements, escalated support cases, or upcoming renewals. Strategically, CCOs are the main drivers of quarterly planning. It's their role to set retention and growth targets, all the while ensuring their customer insights inform product and go-to-market decisions. Operationally, they don't often join customer calls. However, when they do, they will target strategic accounts to reinforce executive commitment or resolve complex issues. According to **Ashana Gupta, Senior Customer Success Director at Darktrace**: > "Executing and [building trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) with all these stakeholders \[...\] is a great opportunity to build internal executive trust and build your brand, but what a massive opportunity to present the challenges that we need to get ahead of." This means CCOs are often the bridge between customer realities and executive action, translating feedback into initiatives, and championing the customer’s voice at every level. [A Day in the Life of an AI-Equipped Chief Customer OfficerHow Gainsight’s CCO, Brent Krempges, powers his day with AI tools and insights that drive customer retention and revenue expansion.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-446.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--1-.png)](https://www.customersuccesscollective.com/an-ai-equipped-cco/) Daily, you’ll find CCOs reviewing customer journey data, collaborating with Sales and Product on cross-functional projects, and coaching their leadership teams. Weekly, they’re likely presenting updates to the CEO and board, advocating for resources, and ensuring the company’s customer strategy remains front and center. The balance is always between strategic foresight (the "where are we going?" questions) and operational excellence (the "how are we getting there, today?). ## Chief Customer Officer job description The Chief Customer Officer is the voice of the customer (VoC) to the C-suite, and therefore must champion a customer-centric culture across the entire organization. The key responsibilities include, but aren't limited to: ### 1\. Deliver exceptional customer outcomes Driving a relentless focus on delivering exceptional customer outcomes, value, and experiences through cross-functional alignment and seamless customer journeys. ### 2\. Develop and execute strategies and programs The CCO is the strategic brains behind customer-led growth and therefore needs to develop strategies, initiatives and programs to maximize customer retention, loyalty, growth, and advocacy. This will include leveraging data analytics, voice of the customer programs, and feedback loops to deeply understand customer needs. ### 3\. Lead your customer-facing teams The management buck stops with the CCO, the apex of customer-facing teams like customer success, customer support, professional services, training, education, and customer operations. It's the CCO's job to unite these teams and prevent siloes from emerging. ### 4\. Cross-functional partnership Another responsibility of the CCO is aligning between different departments. Partnering closely with sales, product, marketing, and other functions is integral to ensure tight coordination on customer acquisition, onboarding, adoption, expansion, and renewals. ### 5\. Don't lose sight of the customer Acting as the customer advocate, engaging directly with key accounts, infusing the voice of the customer into decision-making, and identifying growth opportunities through business development efforts. ### 6\. Metrics and data In order to prove ROI to the CEO and build a data-driven retention strategy, Chief Customer Officers must be able to manage core metrics such as NRR, GRR, churn, CSAT, customer health, advocacy/references, and cost of retention. --- The ideal candidate will have 10+ years of leadership experience in customer-facing roles, exceptional strategic planning abilities, strong business acumen, and a proven track record of implementing a customer-first mindset to drive growth. An advanced degree, expert emotional intelligence, communication skills, and deep customer service domain expertise are required. [Why should customer success be represented at C-Suite level?Customer success is finally getting its seat at the big table with other C-level executives, with the role of the Chief Customer Officer (CCO) establishing itself in the SaaS industry. But why is it so important for customer success to sit pretty at the top table? Let’s get stuck in.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/07/Boardroom-2.0--1-.jpeg)](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) ## Where does a Chief Customer Officer fit in an organization's hierarchy? Understanding the various structures of CS teams globally is a nuanced and enigmatic topic, something we’re super keen on investigating further. As CS grows as a function globally, so does the complexity of its teams. Jeff Justice Williams, **Senior Executive of Enterprise Customer Success** at **Box**, notes the parallels between the globalization of customer success and the rise of remote working since the pandemic. He advises that now is the time to hone in on Jeff is to become an expert in the international market. But how *do* location and company size affect CS teams? Is customer success structured differently based on the industry? Do companies with varying growth stages adopt the CS function? These are the questions we wanted to find out in our report, the [State of Customer Success.](https://www.customersuccesscollective.com/state-of-customer-success) And boy, did we. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) In a survey conducted among over 200 customer success practitioners, we uncovered an interesting insight into the composition of roles within the field. Proportionally speaking, Chief Customer Officer (CCOs) are significantly outnumbered by Customer Success Managers (CSMs), with CCOs representing only 1.6% of our total respondents. ![An image of a bar chart showing the proportion of customer success job titles.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Untitled-design--75--1.jpg) **Source: State of Customer Success 2024* This statistic, while seemingly low, is not surprising when considering the organizational structure of global companies. The plurality of CSMs, Heads of Customer Success, and VPs in the field naturally outnumber the singular C-suite positions. This pyramid-like structure reinforces the strategic importance of CCOs at the apex of customer success operations. It's crucial to contextualize this figure within the rapid evolution of customer success over the past decade. The field has made remarkable strides, transforming from a nascent concept to a critical business function. As such, we anticipate that the number of CCOs will increase in correlation with the growing strategic importance of customer success in modern businesses. While the current percentage of CCOs may seem low, it represents a significant opportunity for growth and elevation of customer success to the highest levels of organizational leadership. As businesses continue to recognize the pivotal role of customer success in driving growth and retention, we expect to see more companies creating CCO positions, further cementing the strategic importance of customer success at the executive level. **Rebecca Fenlon** is the **Head of Customer Success** at **Cognassist**, a leading SaaS platform that offers personalized learning through cognitive assessments. Rebecca is of the opinion that a CS team “should ideally report directly to the CEO or a CCO, and be parallel to sales and marketing – not sitting underneath them”. Not only could this muddle team objectives, but it hinders the CEO from fully understanding the value of customer success. A CCO can provide an unadulterated, concise review of the work a customer success team does for a company. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## The growing influence of the chief customer officer In our State of Customer Success Leadership 2024 report, over one-third (**35%**) of customer success teams report directly to the chief customer officer, a natural alignment given the CCO's role in ensuring that customer success remains central to company strategy. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Untitled-design--74--1.jpg) **Source: State of Customer Success Leadership 2024* As customer retention and satisfaction become increasingly crucial for long-term business sustainability, the need for strong leadership in this area is more evident than ever. However, the journey to becoming a CCO is not a straightforward path. Whether reporting to the CEO, the chief revenue officer (CRO), or a CCO, customer success teams are recognizing the strategic importance of leadership that advocates for customer needs at the highest levels. For aspiring leaders in this field, the roadmap to the CCO position involves mastering a variety of skills and responsibilities. To provide a clearer sense of what it takes to rise to this position, let’s explore some key steps and competencies that aspiring CCOs should focus on. [Leadership tactics to move you up the career ladderClimbing the career ladder from CSM to CCO is more competitive than ever. In this article, discover tactics to rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-447.png)Customer Success CollectiveBJ Shannon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Leadership-tactics-to-move-you-up-the-career-ladder-3.png)](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) ## Path to becoming a Chief Customer Officer Aspiring to become a Chief Customer Officer? It's a journey that blends hands-on experience, cross-functional leadership, and a relentless focus on putting customers first. We've spoken to dozens of successful CCOs and they all say the same thing: it's hard graft, but the most rewarding job out there. At our [Chief Customer Officer Summit London](https://www.customersuccesscollective.com/chief-customer-summit-london-november-2023) in 2023, a panel of four distinguished CCOs spoke about their journey to the top customer success job, and conveniently provided a roadmap for aspiring CCOs out there: - **Alena Rosini**, Chief Client Officer, EMEA, Media.Monks - **Jennifer Yorke**, Chief Customer Officer, Ometria - **Jayne Liggett**, Chief Customer Officer, ScreenCloud - **Elizabeth Blass**, Chief Customer Officer, TrustArc [Their conversation](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers) covered crucial topics such as educating executive teams on the importance of CS, navigating career paths, balancing revenue and profit, and integrating support and services into the customer journey. Here are the key steps and skills they've marked as essential to become a CCO: ### Key steps on your CCO journey **1\. Dive deep into customer experience:** Build a 360-degree view of your customers by immersing yourself in support, success, and sales roles. This firsthand experience is invaluable for truly understanding customer needs and pain points. **2\. Master cross-functional collaboration:** A stellar CCO knows how to break down silos. You'll need to unite teams across sales, marketing, product, and beyond, ensuring everyone's aligned on customer-centric strategies. **3\. Become the customer's champion:** As customer success gains prominence, position yourself as its most vocal advocate at the executive level. Your senior leadership team will go *nuts*if you can demonstrate how prioritizing customers directly impacts business growth and long-term success. [Unlocking the C-suite: A roadmap for aspiring Chief Customer OfficersWondering how to educate your executive teams on the importance of customer success? Curious about navigating career paths to the CCO role? What about balancing revenue and profit, and integrating support and services into the customer journey?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAnika Zubair![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/CSC_Website_Article_Images_Stock.png)](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/) ### Essential skills to develop **1\. Data-driven decision making:** Harness the power of customer metrics like net revenue retention (NRR). Use these numbers to prove that focusing on customers isn't just feel-good fluff – it's a strategic imperative that drives real business value. **2\. Executive-level influence:** As CCO, you'll have a seat at the big table. Use your position to push for organization-wide accountability in delivering exceptional customer experiences. Your goal? Ensure every major decision considers its impact on customer satisfaction and long-term growth. 💡 Your journey to becoming CCO is about more than understanding customers – it's about making their voice heard and their needs central to your company's strategy. By combining deep customer insights with strong leadership skills, you'll be well-positioned to drive customer success initiatives that resonate throughout your entire organization. ## How to be an impactful chief customer officer Are you looking to know what it takes to [**build a jaw-droppingly great team?**](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) Over the past few years, **Dan Farley**, Global Head of Customer Success at **Ocula Technologies**, has developed the “HIPE” leadership framework that fosters a high-performance culture. It focuses on four elements: - **Hire**: Attract A-players through meaningful questions and human connection. - **Inspire**: Lead by example through vulnerability, decisiveness, and maximum empathy. - **Push**: Stretch your team to their "flashpoint" — the place of maximum growth without breaking. - **Energize**: Sustain the team’s high performance with purpose and mental health support. Dan's done the hard work so you don't have to! His HIPE framework offers a robust approach for leaders like yourself to maximize your team's potential. However, let it be said, it can come with its share of challenges like emotional exhaustion and scalability. Setting a culture of high-performance reqi [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/Dan-Farle.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## Advocating customer success at C-suite level We’ve previously honed in on the significance of having customer success represented at the C-suite level, [having interviewed](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) the legendary **Michelle Wideman**, Silverfort's own CCO. Customer success can only be taken as a serious change for good when its concerns are addressed to the big decision-makers, specifically the CEO. In this interview, Michelle addresses a number of challenges CS faces internally. Cross-departmental collaboration is a huge topic when it comes to advocating customer-centricity. Michelle asks two all-important questions: 1. Are other departments ensuring [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) to the maximum in the sales process? 2. Can your finance team streamline the payment process to avoid unnecessary friction and pain points for the customer? Michelle reinforces the point that the CCO position enables executive influence, drives accountability, and offers solutions in their position. Being in the C-suite provides the perfect platform to disseminate the monumental benefits of a well-oiled customer success strategy across an entire company. [Why should customer success be represented at C-Suite level?Customer success is finally getting its seat at the big table with other C-level executives, with the role of the Chief Customer Officer (CCO) establishing itself in the SaaS industry. But why is it so important for customer success to sit pretty at the top table? Let’s get stuck in.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/07/Boardroom-2.0--1-.jpeg)](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) ## Why is customer success leadership so important for a company**?** We asked some customer success leaders why they find the role so important for a company to have. Here’s what they had to say: **Jenelle Friday, VP of Customer Success at Forecastable:** > "Customer success leadership plays a crucial role in a company's success by: > > \- Fostering, maintaining, and growing strong customer relationships > \- Driving customer satisfaction and loyalty > \- Improving customer retention > \- Enhancing product adoption > \- Gathering valuable customer insights > \- Strengthening the company's brand reputation > > "Effective customer success leaders ensure the customer's voice is heard at the highest level of leadership ensuring that customers get the most value from their investment." **Jess Galenski, Director of Customer Success at Apryse**: > "Leadership in customer success fosters a company culture that prioritizes customer outcomes across the entire organization. This mindset leads to better alignment cross-departmentally, ensuring that everyone from sales to product development is focused on delivering value to customers." **Mark Higginson, Chief Customer Officer at ScreenSteps:** > "Remember that old saying, 'All roads lead to Rome?’ Well, my friends, customer success *is* Rome. Think about it: new business flows into CS, product feedback is channeled through CS and targeted marketing strategies are shaped by customer collaboration and insights. > > "Customer success is the crossroads of all activity, where everything converges. Having someone to help orchestrate these touchpoints is critical. If you’re not leveraging this role, you’re leaving opportunities on the table." **Raymond Otero, Director, Global Customer Experience (Strategic) at Microsoft:** > "Customer success leadership is crucial for a company because it ensures that customers achieve their desired outcomes while using the company's products or services. > > "CS leaders act as journey coaches, guiding customers through every stage of their interaction with the product, from pre-purchase to post-purchase. They’re present before *and* after the deal is closed, serving as catalysts and accelerators for customer success. > "These leaders play a pivotal role in driving optimal operational excellence by acting as the voice of the customer within the company. They gather valuable feedback and insights, which help in refining products, improving services, and enhancing overall customer experience. > > "By ensuring that customers are satisfied and successful, CS leaders contribute to higher customer retention rates, increased loyalty, and ultimately, the long-term success of the company." [Build a customer-centric culture that’ll empower your employeesAs a CS leader, there’s a responsibility to set the standard through your actions. Fundamentally, any big change needs to come from the top. To ensure each customer interaction counts and your whole company recognizes and values each customer interaction, this needs to come from the C-suite.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/penguin-1719608_1280--1-.jpg)](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ## Build a culture that values every customer interaction The role of a Chief Customer Officer is pivotal in fostering a customer-centric culture within an organization. At its core, customer success is about ensuring that customers realize the value of your product or service, and achieve their desired outcomes. While this concept seems straightforward, embedding it into every facet of the business requires strong leadership from the top. The CCO's responsibility is to cultivate a work culture that prioritizes customer satisfaction, empowering employees to deliver exceptional service in every interaction. This leadership sets the tone for the entire organization, ensuring that customer-centric values permeate through every department, influencing decisions and actions at every level. Building a customer-centric culture begins with a clear vision that places the customer at the forefront of every decision. ### Have a clear vision To achieve this, cross-functional collaboration, data-driven decision-making, and continuous improvement are essential. CCOs must align internal processes, provide ongoing training, and ensure that employees have the autonomy and resources to address customer needs effectively. ### Measure success Measuring success through key performance indicators, such as customer satisfaction and retention rates, allows organizations to refine their strategies and maintain a competitive edge. Ultimately, when the entire company embraces customer-centricity, strong relationships, increased loyalty, and sustained growth naturally follow. --- ## Want to network with CCOs? Join an exclusive network of C-suite customer leaders worldwide for a unique opportunity to connect with peers, tackle shared challenges, and gain valuable industry insights to drive future growth. Apply now to secure your free invitation and be part of this transformative experience. [Learn more](https://events.customersuccesscollective.com/) ### What US consumers really think about AI Agents in 2026 URL: https://www.customersuccesscollective.com/customer-perception-of-ai-agents/ Last updated: 2026-01-28T16:07:28.000Z Over the past few years, we’ve all been busy tinkering away with automated workflows and content generated by AI, with much success. But AI Agents? Replicating the sensitivity and empathy required for customer relationships? That’s a whole different ball game. Here's the issue: most leadership teams are making [AI adoption](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) decisions based on outdated assumptions about what customers want. The conversation around AI in customer support is still shaped by clunky chatbot experiences from years gone by. And there's a chasmic difference between how businesses *think* customers feel about AI Agents, and how customers *actually* feel when they experience modern AI capabilities firsthand. That perception gap is costing businesses opportunities – and Intercom has the data to prove it. Their new whitepaper, "[What customers really think about AI Agents](https://www.customersuccesscollective.com/ai-end-user-sentiment-report/)," reveals a measurable psychological shift that occurs when customers see today's AI Agents in action. The research surveyed over 1,000 US consumers and uncovered something striking: customer resistance to AI isn't about AI itself – it's about outdated experiences clouding their expectations. If your leadership team is hesitant about AI adoption in customer support, or you're struggling to make the business case, this research provides the evidence you need. It shows the real effect of modern AI on the customer experience – not the imagined one. Get your copy ## Let’s dot our I’s and cross our T’s: The whitepaper’s method Intercom went straight to the horse’s mouth and **surveyed over 1,000 of their US consumers**, giving them a clear understanding of how modern AI Agents perform in real support scenarios. Their research uncovered a consistent pattern: when people understand the difference between legacy chatbots and today’s AI capabilities, their expectations shift dramatically. ## What consumers think before vs. after they see AI Agents in action Simply asking what people think about AI Agents doesn’t cut the mustard by our standards. Intercom understands, perhaps better than anyone, the stakes of the AI Agent conversation. So, they measured what happens when that initial perception meets reality. Let’s unpack what they found. 👇 Before seeing a modern AI Agent in action, sentiment was mixed at best. Only 40% of respondents felt positive about interacting with an AI Agent in customer support, and a full quarter felt negative. But after watching a short demo of what today’s AI Agents are actually capable of – human-like conversation, fast resolution, and seamless escalation to humans – those numbers shifted sharply. ![Percentage point increases and decreases](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/data-src-image-394f643d-32cf-4bc4-be39-1928e76f3ad1.jpeg) Positive sentiment increased by 20 percentage points, while negative sentiment dropped by 11 points, shrinking to just 14% of total respondents. Now *that…* that’s what we call a mindset change. And it raises an important question for any business evaluating AI in customer support: Are customers resistant to AI, or are they reacting to outdated experiences? Transform your CX strategy ## Trust isn’t assumed. It’s earned. You’d be hard-pressed to find someone who isn’t torn by the ethical dilemmas surrounding the use of AI. Whether it’s down to the materials used to train the LLM or the future impact on traditional careers, trust is a whopping blocker for many would-be users. In fact, trust is often cited as the biggest barrier to AI adoption in customer-facing roles. Full disclosure, the data initially supported that concern. Before seeing the demo, only 39% of respondents trusted AI Agents to effectively resolve their issues. Almost the same number actively distrusted them. But once people saw a modern AI Agent in action, trust climbed to 57% – an 18 percentage point increase – while distrust dropped dramatically. ![Trust in AI Agents increase after the demo to 58% from 37%, and distrust decreased to 18%](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/data-src-image-ed81278d-1148-4396-8e4b-1d8410d3f252.jpeg) This suggests something crucial: maybe skepticism isn’t fixed. Perhaps it’s conditional. Intercom crushed the idea that consumers are inherently opposed to AI handling their issues. We can see it’s a matter of confidence: they need to be able to see that it can do the job well. The whitepaper digs deeper into *why* that trust shift happens, and what specifically consumers respond to when evaluating AI-driven support. Access these insights ## Faster resolutions aren’t just a business win Before the demo, only 38% of respondents believed AI would speed up issue resolution. Many were just as likely to think it would slow things down. After seeing AI Agents in action, 63% expected faster resolutions, a 25 percentage point increase. Let’s pause on that for a moment; what’s interesting here isn’t just the jump, but what it represents. It’s clear that speed isn’t something consumers view in isolation. Faster resolution is equated to competence, clarity and reduced effort on their part. It shapes how they evaluate the entire experience. This is just the tip of the iceberg, though. Intercom's whitepaper explores how AI-driven workflows – not just chat interfaces – heavily influence these expectations, and where consumers believe AI delivers the most value. ![What customers really think about AI Agents](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/data-src-image-43b3c110-792c-43b2-b268-c4ca410f545a.jpeg) ## **What this means for teams planning 2026 and beyond** This research doesn’t argue that AI Agents should replace humans, or that customer service should become fully automated overnight. What it shows is something more nuanced – and more actionable. End consumers are far more open to AI than many leaders originally assumed. When AI feels capable, accurate, and human-aware, sentiment improves. Trust grows. Expectations evolve. For support, CX, and operations leaders, that creates both opportunity and responsibility. We only scratched the surface with the insights Intercom has uncovered. The full whitepaper breaks down: - Where sentiment shifts the fastest - Which expectations matter most to end consumers - How perception changes once AI is experienced, not imagined If AI Agents are part of your roadmap – or even a question mark – this is data worth sitting with. *You can download the full whitepaper to explore the complete findings and methodology.* ### Expand powered by CSC | San Francisco 2026 URL: https://www.customersuccesscollective.com/expand-powered-by-csc-san-francisco-2026/ Last updated: 2026-09-04T10:54:02.000Z Catch up on all sessions from our first edition of Expand summit in San Francisco, with speakers from the likes of Microsoft, Oracle, AWS, Adobe, ID.me and more. _This post is for paying subscribers only._ ### How to lead your team through complex customer escalations with empathy URL: https://www.customersuccesscollective.com/how-to-lead-team-complex-customer-empathy/ Last updated: 2026-08-14T12:35:39.000Z Have you ever dealt with a customer who seemed completely irate over a minor issue? Perhaps they kicked off about a feature that didn’t properly work, or they demanded a refund for a problem that seemed easily fixable. It’s incredibly easy to get defensive in those moments. It’s easy to label them as "difficult" and try to rush them off the phone. But here is the truth that has guided my career for over thirty years: **There is always a backstory.** When someone is reacting disproportionately to a problem, it’s rarely about the product or the service in isolation. It’s about what that failure represents in their life at that moment. In this article, you’ll discover how to look past the surface-level noise to find that backstory. We’ll explore the CARE system – a framework for navigating complex complaints – and how to build a culture where empathy is an operational norm. ## Understanding the backstory of the customer complaint To understand why [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) matters, I want to share a story from my time working as a diplomat. One of my responsibilities was housing – finding homes for American officers and their families. One day, a man stormed into my office. He was outraged. He told me I was the worst human being in the world. He demanded that I move his family immediately. When I asked him why, he said, "There’s not enough hot water. There’s never enough hot water. It’s a danger to my family." Now, that was a highly unusual complaint. So, I sat him down and started asking questions. I didn't fight him on the water heater specs; I just listened. Here’s what I found out: The night before, his family of four had all taken showers, washed dishes, and done laundry. They used up the hot water tank. In the middle of the night, his baby woke up with croup. If you’ve never heard a baby with croup, it sounds like a barking dog. It’s a terrifying noise to hear coming out of a tiny infant. The treatment is steam, but because they had used the water earlier, there was no hot water left. He couldn't create the steam room. Suddenly, the core issue was obvious: he was terrified his baby was going to become seriously ill because he couldn't take care of him. It wasn't about the water heater, but rather about his fear. If I’d argued with him about tank capacity, I would’ve lost him. Instead, I listened. I built a relationship – and yes, I also asked the landlord to install an extra tank. **Trust is not created because you’re perfect.** Everyone likes you when things are going well. You create trust when customers know they can come to you when things are *not* perfect. _This post is for paying subscribers only._ ### Community engagement checklist URL: https://www.customersuccesscollective.com/community-engagement-checklist-template-framework/ Last updated: 2026-01-21T13:51:06.000Z ## What is a community engagement checklist? A community engagement checklist is a practical, step-by-step resource designed to help you build and maintain an active, valuable community around your brand, product, or audience. Online communities are powerful because they allow you to interact with your target audience, share information with current and prospective customers, collect feedback, improve product adoption, boost trust, and even speed up product development ## What’s inside the checklist? This template includes actionable guidance and tick-box tasks across the most important community-building areas, including: - A checklist to help you define who your community is (and who it isn’t). - Practical actions for staying visible and responsive. - A set of prompts to help you show expertise without being overly sales-driven. - A planning checklist. - Steps for identifying, rewarding, and supporting champions. - A checklist focused on building trust through action. - Engagement ideas. - Clear steps for setting community guidelines. ## How to use the checklist 1. **Start with audience understanding** Use the first section to validate who your community serves and what they need most. 2. **Build a repeatable engagement rhythm** Map out when you’ll be active, what you’ll post, and how you’ll respond — so engagement becomes consistent, not reactive. 3. **Prioritize value over promotion** Use the “be knowledgeable” and “have a strategy” sections to lead with education, resources, and support rather than selling. 4. **Introduce champions and gamification** Encourage participation through recognition, rewards, and community status signals like badges or leaderboards. 5. **Protect the community experience** Set clear guidelines, remove spam quickly, and add moderators if needed to keep the space safe and welcoming. 6. **Review and improve regularly** Revisit the checklist monthly or quarterly to refine your strategy as your community grows. ## Download your community engagement checklist ![Community engagement checklist](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/Community-engagement-checklist.png) [Engaging your online community \[checklist\]Engaging your online community \[checklist\].pdf151 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/01/Engaging-your-online-community--checklist-.pdf "Download") [Engaging your online community \[checklist\]Engaging your online community \[checklist\].docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2026/01/Engaging-your-online-community--checklist-.docx "Download") [Engaging your online community \[checklist\]Engaging your online community \[checklist\] Online communities are the bread and butter of product marketing, as they allow you to: Interact with your target audience Share information with current and prospective customers Get feedback about your product Save product costs as users can help you…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-72.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJApOAqMNJpGsx3bAxeJ1twmVslvWZFLMq8cHWn_6E5XK69eM2cfhPWXAj4DT7FiIgvRvmezuf2ckfUFTOVJ6u4owf9IArmhexD61U9OcTJbTiK0iM-w1200-h630-p)](https://docs.google.com/document/d/17DY4MIvyqfgy8ZWO7L9QsCgP-CIZ8p%5FwijzCoFgcKFs/edit?tab=t.0) _This post is for paying subscribers only._ ### How Box built a customer retention playbook that reduced customer churn URL: https://www.customersuccesscollective.com/customer-retention-playbook-that-reduces-churn/ Last updated: 2026-02-04T17:54:14.000Z You know that sinking feeling when a [customer starts pulling away](https://www.customersuccesscollective.com/two-stories-about-csms-turning-the-tide-when-a-customer-was-ready-to-leave/)? The missed meetings, the delayed responses, the sudden interest in "exploring other options." At Box, we've been there. And we've learned that waiting for these warning signs means you're already playing defense. Here's the thing about [retention](https://www.customersuccesscollective.com/customer-retention/): it's not just about [keeping customers happy](https://www.customersuccesscollective.com/how-to-turn-happy-customers-into-loyal-brand-advocates/). It's about building a systematic approach to understanding *when* they're at risk – and doing something about it before it's too late. After over 20 years in business and 10+ years as a public company, Box has learned a thing or two about what keeps customers around. With 115,000 customers on our platform and 67% of the [Fortune 500](https://fortune.com/ranking/global500/) trusting us with their content, retention is quite literally everything to us. Let’s get into it. ## What early customer behavior patterns reveal about churn risk Think about your morning routine for a second. You probably wake up, grab coffee, check your phone, maybe kiss your partner goodbye, and then head to work. But your colleague who you sit next to? They have different mornings. They're waking up their kids, juggling breakfast, and taking the complete opposite route to the office. These patterns very much define us. The same principle applies to how your customers use your product. At Box, we've discovered that understanding these [behavioral patterns](https://www.customersuccesscollective.com/behavioral-science-customer-success-video/) – and more importantly, spotting when they change – gives us the earliest possible warning signs of churn risk. We look for deviations. Anomalies. Those moments when a customer who's been using specific features religiously suddenly... [stops](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). Or when their [usage patterns](https://www.customersuccesscollective.com/product-usage-metrics/) shift dramatically. But don’t reduce these to mere data points. We’ve found them to be much more than that: they're distress signals. [Identify your at-risk customers to prevent customer churnThe technology investment landscape is changing. There’s a shift from an intense growth-focused climate, marked by a fear of missing out, to the current state of heightened scrutiny and accountability, FOMU – fear of messing up.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-444.png)Customer Success CollectiveDominic Constandi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Stop-the-exodus-.jpg)](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) ## Key signals that predict customer churn ### 1\. How product usage analytics uncover churn signals We track what features customers use and when that usage changes. If a customer who's been consistently using our collaboration tools suddenly drops off, that's a flag. Not a red alert *just* yet, but definitely something worth investigating. ### 2\. Why executive turnover can trigger retention risk This one's huge for us. When a new CIO comes in, they want to make their mark. First thing they look at? The tech stack. "Why are we using this? Can we consolidate? I had great success with this other platform at my last company..." You know the drill. We treat executive turnover as a critical risk factor. ### 3\. Customer engagement patterns every team should monitor Are they showing up to meetings? Participating in our forums? Attending roundtables? Time is the ultimate currency in business. Where customers spend their time tells you what they value. When they stop giving you that time, you've got a problem. ![Key signals that predict customer churn](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/Key-signals-that-predict-customer-churn.jpg) ## How Box simplified its churn risk language Here's where things got interesting at Box. A few years ago, we realized we had a small problem. Ask five different people why a customer was at risk, and you'd get five different answers. No consistency. No accountability. No real clear path forward. So, we did something radical: **we made our CSMs take ownership of it.** Now, I know you're thinking, *Of course, CSMs should own retention risk.* But ownership without clarity is just blame-shifting. We needed to give them the tools and framework to succeed. We moved from complex risk calculations (you know, those fancy formulas that nobody really understands) to simple T-shirt sizes: **small, medium, large**. That's it. Naturally, this took into account the internal coaching required. Our CSMs went through extensive training first, ensuring everyone understood and agreed on what constituted each risk level; then they cascaded that knowledge to their teams. The beauty of this system is that it **created a common language**. When a CSM said a client was a "large risk," everyone from the CEO to the newest sales rep knew exactly what that meant. No interpretation needed. ![T-shirt sizing risk analysis](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/T-shirt-sizing-risk-analysis.jpg) ### Making churn risk visible across your organization We tracked risk reasons systematically in our CRM (Salesforce, for those wondering). Every [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) got tagged with one of the following: - Risk level - Specific risk reasons - Mitigation strategies Our CSMs updated this manually. Yes, manually. (I wish it were automated – trust me, they wished it too.) But starting somewhere beats waiting for the perfect solution. We kept the requirements minimal: just the essentials that help us understand and act on the risk. ## How to structure risk reviews that improve retention accountability Nobody loves meetings; I get it. But our operational account reviews became crucial for building that culture of accountability. These aren't your typical "let's review every account" snooze-fests. We organize them by risk reason. All the customers facing [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) issues? They're discussed together. [Adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) challenges? Same thing. This approach does several things: ### Peer learning opportunities CSMs shared what's working. That brilliant save strategy your West Coast team developed? Now the East Coast team knows about it, too. ### Reduced isolation Being responsible for an [at-risk account](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) feels awful. But knowing you're not alone, that others have faced and solved similar challenges? That's powerful. ### Surfaced patterns When multiple customers face the same issue, it's rarely a coincidence. Maybe there's a product gap. Maybe our onboarding needed work. These reviews help us spot systemic issues. We pulse these reviews regularly, and – this is key – we include sales leadership. They look at retention risk quarterly in their [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/). This isn't just a CS problem; it's a company problem. [Churn rate prediction framework for machine learningA structured guide designed to help businesses predict customer churn using machine learning techniques.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-441.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Churn-rate-prediction-framework-for-machine-learning.png)](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/) ## Creating a customer save playbook that works So let’s recap: we identified risk, we created accountability, and we built operational rhythms. Then what? How do you actually save these customers? The truth is, there's no single playbook that works for every situation. What we built instead was a menu of interventions, each targeted at specific risk types. ### Coss-functional retention interventions - **Consulting services for adoption gaps.** Sometimes, customers are never fully onboarded. Maybe they skipped that crucial integration, or they never got around to that advanced training. Our consulting team comes in for a targeted "re-boarding" to get them back on track. - **Technical account managers for support frustrations.** You know those customers who are tired of submitting tickets into the void? They need a human. Our TAMs come from our product support organization – they know the technical ins and outs, but more importantly, they provide that personal touch some customers crave. - **Value consulting for ROI clarity.** We have customers who've been with us so long, they've forgotten why they bought us in the first place. Our value consulting team rebuilds that [ROI](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) story, complete with benchmarking data. "Here's what you're achieving. Here's what your peers are doing. Here's what's possible." Sometimes that reminder is all it takes. - **Executive partnerships for strategic alignment.** When we see executive turnover or strategic shifts, we match executives. Our COO might connect with theirs. Our CIO shares how we use Box internally. Our CEO reaches out directly when the situation warrants it. These aren't one-off calls – we build long-term relationships at the executive level. [The complexity of end-user adoption in B2B SaaSProduct adoption can be incredibly challenging when your end-users aren’t your direct customers, a common problem in the B2B SaaS space. In a business environment, the customer often isn’t the end user – the actual consumer of your product.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-442.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--30-.jpg)](https://www.customersuccesscollective.com/end-user-adoption/) ### Engaging end users to drive adoption and lower churn Here's a challenge we face constantly: **gatekeepers**. That IT admin or application owner who insists, "Don't bother my users. I'll handle all communication." But those users often hold the key to retention. They're the ones who could benefit from our [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) features. They're the ones struggling with workflows we could solve. So we've gotten creative. [In-app messaging](https://www.customersuccesscollective.com/what-is-in-app-messaging-and-when-is-it-used/). Targeted email campaigns. We go around the gatekeepers (respectfully) to reach end users directly. When those users start asking their IT teams, "Hey, why aren't we using Box AI? I heard it's included in our plan," suddenly, those gatekeepers become champions for adoption. [![Customer Success Salary Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/CSC_Salary_Survey_Report_2025_Article-Banner.png)](https://www.customersuccesscollective.com/customer-success-salary-report-2025) ## How to measure retention success and improvement over time Has this been a complete transformation overnight? No. But the progress is real and measurable. Last fiscal year, we saw a significant impact, especially with our largest [enterprise customers](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). When you're talking multimillion-dollar contracts, every save matters. And our sales teams, finance teams, and ops teams all feel the impact. The key learning? Start somewhere. You don't need the perfect system. You need a system that gets better over time. ## What’s next for Box: Evolving retention strategy with data and AI We're not done. Far from it. Here's what we're working on: ### Refining our risk signals Right now, our health scores lean heavily on automated product metrics. The data science team has done brilliant work showing that if customers adopt feature X and feature Y and do behavior Z, they'll retain. But our CSMs live in the messy reality of customer relationships. We need to find a better balance between quantitative signals and qualitative insights. How do we capture the CSM's gut feeling that something's off? How do we weigh that against the data? ### Incorporating external data We're exploring ways to automatically pull in external signals. Executive changes from ZoomInfo. Company news and press releases. Market dynamics. AI could help us process this unstructured data and flag risks we might otherwise miss. ### Evolving with our product strategy Box just announced major [new products](https://www.customersuccesscollective.com/new-product-features-email-template-framework/) and capabilities at our conference. As our platform evolves, so must our retention strategies. Which features truly drive stickiness? Is it integrations with other systems? Is it our AI capabilities? We need to continually reassess and adjust. ### Getting more real-time Some of our risk signals already trigger immediate Slack alerts to CSMs. API usage drops? They know instantly. But we want this across more indicators. The faster we act, the better our chances of success. We're also exploring A/B testing for digital interventions. Which in-app messages drive action? Which email campaigns actually change behavior? [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Why customer retention is the most valuable revenue driver Here's what it all comes down to: [in customer success, we're accountable for revenue](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/). Not just any revenue – the most valuable revenue your company has. A customer who's been with you for 10 years? That [renewal](https://www.customersuccesscollective.com/customer-renewals-email-template-framework/) is worth far more than a new logo you just spent nine months chasing. Every dollar from an existing customer costs less to acquire, has higher margins, and compounds in value over time. That's why retention isn't just a metric – it's the metric. Sure, talking about churn isn't necessarily the sexiest part of customer success – we'd all rather focus on growth and expansion! But retention is the foundation on which everything else is built. Without customers, there's no success to manage. ## Key takeaways for building your own retention playbook Looking to build something similar at your organization? Here's what I'd recommend: - **Start with clear definitions.** Before you do anything else, align on what risk means, how you'll measure it, and who owns it. - **Keep it simple.** T-shirt sizes beat complex formulas. Common language beats perfect precision. - **Build accountability gradually.** Enable managers first, then cascade to teams. Make it part of your operational rhythm. - **Think cross-functionally from day one.** CS can't solve retention alone. You need product, support, consulting, executives – everyone aligned around keeping customers. - **Measure everything, but start somewhere.** Perfect data tomorrow won't save the customer you're losing today. - **Make risk visible.** If leadership isn't looking at retention risk regularly, you're fighting with one hand tied behind your back. - **Invest in the save, not just the close.** The resources you put toward retention pay dividends far beyond any new business investment. The journey to building a comprehensive retention strategy isn't easy. It requires organizational commitment, cross-functional alignment, and a willingness to face hard truths about why customers leave. But here's what I know after years of refining this at Box: every percentage point of improved retention translates directly to revenue growth. Every saved customer is a victory not just for CS, but for the entire company. So start where you are. Use what you have. Do what you can. Because in the end, the customers you keep are the ones that keep you in business. --- *This article is based on Claire's talk at* [*Customer Success Summit Chicago 2024*](https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/)*.* --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Blueprint Workbook for Deploying an AI Agent URL: https://www.customersuccesscollective.com/ai-agent-blueprint-workbook/ Last updated: 2026-10-22T13:32:38.000Z A hands-on workbook from Fin that walks you through building the business case, evaluating solutions and deploying AI Agents in your customer support organization. # Be the leader who scaled support – without scaling headcount. Your executives want AI results. Your team wants relief. And you're caught in the middle without a clear path forward. Fin's blueprint gives you the exact framework to evaluate AI Agents properly, build an airtight business case, and deploy with confidence – so you become the leader who made it happen, not the one still "exploring options." [Download the report](#download) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/-ap8t9UXYr1TxFA9rD0sdg/ItMLia_rBDq9u754fAGJFGIL0jEkQum7F28nCMWBU0_7jYHjg7TMwQksl3Cagn-LagVQCCGw9pKwSnrI5Uavl1UnhdY40Iyjh9yyZTyEmKqGgzVhGynl3BkB-AeqwQN5G4eaL_0OzuOOg170fTkyhe2v4w-BnBA66usz67BikeAKJ-OkBjuETY2qCSP90Kvk/qxiu5jWupnD2yqt-dpLv_l5mq9w0bw-w0ENJISiJ01c) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-1.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-2.svg) ![](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/IcnniITcjeRfhSG2xYkxUw/TxnukcbLr8QbN2chP2pSCV9KkJMv5nz1sX4l46SX8fGEtwGqo2Y8MPQ2Gpp4cDhRYwl58x6W7H5j18U04M4QAyCIrQqOjKMxvfkek_1auCZUN5FOrUL32e0V7-LwRbBidp2icFEOO3aH_rSGaj49n7lLSjOM4ESFn8OQTN20ZAHP4-Ri_-oL6Y3a47-EaL8I/svCK6USPl83OrViBXb4wbj_nfAU6rORckzOi_E_Rev0) ## Finally prove AI's value before your budget gets cut. From ROI calculators that speak your CFO's language to conversation quality scorecards that satisfy your team's standards, this blueprint equips you with battle-tested tools to launch AI Agents that actually work – and make you the person who led the charge. [Give me my copy](#download) ## What you’ll discover ![](https://www.customersuccesscollective.com/assets/img/reports/decal-3.svg) ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **hidden cost variables** most teams forget when calculating support expenses – and why ignoring them destroys your ROI projections. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why chasing a $0 per resolution AI Agent could actually **cost you more** than one that charges $1\. The math will shock you. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) What to look for in a vendor's response to hard questions – this **subtle reaction** reveals whether they'll be a true partner. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **three content questions** you must answer before your AI Agent goes live. Most teams skip the third one. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) This **often-overlooked factor** in your knowledge base determines whether your AI Agent delivers brilliance or frustration. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **two-part assessment framework** that separates AI Agents that demo well from those that actually perform in production. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **90-day checkpoint method** that keeps your deployment on track – and tells you exactly when to course-correct. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) Why a 50% resolution rate can be **far more valuable** than a 30% rate – even when the cheaper option looks better on paper. ![bullet](https://www.customersuccesscollective.com/assets/img/check-bullet-point.svg) The **single question** you must answer before evaluating any AI Agent. Skip it, and you'll waste months on the wrong solution. [Give me my copy](#download) ## Get yours now Sure, this workbook is free, completely on the house. But the credibility you'll gain from leading a successful AI deployment? Absolutely priceless. Get instant access to proven frameworks, ROI formulas and deployment checklists that turn you from being an overwhelmed manager into a strategic transformation leader. Download now and own the AI conversation. ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/-ap8t9UXYr1TxFA9rD0sdg/ItMLia_rBDq9u754fAGJFGIL0jEkQum7F28nCMWBU0_7jYHjg7TMwQksl3Cagn-LagVQCCGw9pKwSnrI5Uavl1UnhdY40Iyjh9yyZTyEmKqGgzVhGynl3BkB-AeqwQN5G4eaL_0OzuOOg170fTkyhe2v4w-BnBA66usz67BikeAKJ-OkBjuETY2qCSP90Kvk/qxiu5jWupnD2yqt-dpLv_l5mq9w0bw-w0ENJISiJ01c) [Give me my copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-4.svg) ![Report Image](https://v5.airtableusercontent.com/v3/u/58/58/1792684800000/-ap8t9UXYr1TxFA9rD0sdg/ItMLia_rBDq9u754fAGJFGIL0jEkQum7F28nCMWBU0_7jYHjg7TMwQksl3Cagn-LagVQCCGw9pKwSnrI5Uavl1UnhdY40Iyjh9yyZTyEmKqGgzVhGynl3BkB-AeqwQN5G4eaL_0OzuOOg170fTkyhe2v4w-BnBA66usz67BikeAKJ-OkBjuETY2qCSP90Kvk/qxiu5jWupnD2yqt-dpLv_l5mq9w0bw-w0ENJISiJ01c) ## Get yours now Sure, this workbook is free, completely on the house. But the credibility you'll gain from leading a successful AI deployment? Absolutely priceless. Get instant access to proven frameworks, ROI formulas and deployment checklists that turn you from being an overwhelmed manager into a strategic transformation leader. Download now and own the AI conversation. ## Please add title in Airtable Please add content in Airtable [Give me my copy](#download) ![](https://www.customersuccesscollective.com/assets/img/reports/decal-5.svg) ### Why most companies chose not to monetize customer success in 2025 URL: https://www.customersuccesscollective.com/why-customer-success-isnt-monetized/ Last updated: 2026-01-16T12:54:48.000Z Only 37.2% of companies [monetized customer success](https://www.customersuccesscollective.com/how-companies-monetize-customer-success/) (CS) last year, according to the [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/). The other 62.8% still include it for free. That single stat has become a quiet fault line in the CS world. Because [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) today looks nothing like it did three, or even five, years ago. ![The evolution of customer success: Back in 2013, customer success was primarily concerned with churn prevention. Fastforward to today, you’ll find that most customer success teams are responsible for driving revenue across retention, renewals, expansion](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/The-evolution-of-customer-success.jpg) CS teams are more commercial than ever. They [own renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/). They influence [expansion](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/). They’re tied directly to [revenue outcomes](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) that influence P&L. And yet, most companies still won’t put a price tag on CS. So what’s really going on here? Why the trepidation? Especially when the pressure on CS teams to drive revenue keeps climbing. Is this reluctance holding teams back, or protecting something more valuable? To answer that, we need to look beyond pricing models and into how CS is positioned, perceived and protected. Let’s break it down. ## Customer success wasn’t built to be transactional Customer success didn’t start life as a revenue function. It emerged as a response to [churn](https://www.customersuccesscollective.com/customer-churn/), especially in [SaaS](https://www.customersuccesscollective.com/what-is-saas/) and [subscription businesses](https://www.shopify.com/uk/blog/how-to-start-a-subscription-business) where losing customers early could kill growth. The logic was straightforward: if customers realize the value of the product they've bought and become successful with it, they stay; if they don't, they cancel and the business loses revenue. That logic shaped everything about how CS was positioned. It was proactive, embedded, and relationship-led. It wasn’t something you sold; rather, it was something you promised. **Jess Osborn, Customer Success Lead at DeepL**, puts it clearly when she says customer success has long been seen as "important, yes – but treated as a cost center rather than a [growth engine](https://www.customersuccesscollective.com/positioning-customer-success-growth-engine-video/)." That framing stuck. Even as CS teams took on renewals, upsells, and commercial accountability, the idea that CS should be “included” never really went away. [Charging for customer success](https://www.customersuccessassociation.com/to-charge-or-not-to-charge-is-that-the-question/) can feel like breaking that original promise. And once trust shifts, especially in long-term customer relationships, it’s hard to reset expectations. ## When the free model starts working against you Here’s where the tension shows up. Customer success is expected to be [strategic](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). You’re meant to guide customers, shape outcomes, and influence long-term value. But because CS is free, it’s often treated as optional. **Julien Le Terrien, Chief Customer Officer at Mobilexpense**, put this bluntly: customers link value to price. When services are provided free of charge, they’re far more likely to be overlooked or deprioritized. You see it everywhere. You see it in skipped [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) sessions. In [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/) that get pushed back again and again. In strategic recommendations that don’t get acted on until something breaks. The work is valuable, but the signal doesn’t always land. What makes this more frustrating is that the willingness to pay is already there. The **State of Customer Success 2025 Report** shows that 64% of companies are willing to pay for premium support. So this isn’t a demand problem, rather it’s a confidence problem. Leaders worry about what happens when money enters a relationship that’s been built on trust and advocacy. [How CSMs can drive revenue without feeling like salesCSMs are under more pressure than ever to drive revenue, and that pressure isn’t going away. But a lot of CSMs never signed up for that. In fact, some chose CS precisely because it wasn’t sales. So, how do you balance the revenue expectation without becoming another version of sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-438.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--2--1.png)](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) ## Fear of friction is very real (and justified) [Customer success teams](https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/) are positioned as trusted advisors. You’re meant to advocate for the customer, not sell to them. That identity is deeply ingrained – and for good reason. **Mark Higginson, Chief Customer Officer at Screensteps**, sums up the concern well: [monetizing customer success](https://www.customersuccesscollective.com/how-to-monetize-customer-success-video/) can work, but forcing it can backfire if it erodes trust or misaligns incentives. That fear isn’t theoretical. Charging for CS can complicate onboarding conversations, add friction to renewals, or [push CSMs into sales motions they’re neither trained for nor comfortable with](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/). In some cases, it can blur the line between what’s genuinely in the customer’s best interest and what’s contractually paid for. For many organizations, keeping CS non-monetized feels safer, even if it caps growth. And in certain markets, it genuinely is. ## For some teams, keeping customer success free is the strategy ​​In crowded markets, customer success is often the differentiator. It’s how you [reduce churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/), drive [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), build loyalty, and win renewals without heavy discounts. When CS is part of how you compete, charging for it can feel a little risky. If your competitors offer similar support for free, monetization can quickly become a disadvantage – a black mark against you. That’s especially true when your product is complex, your customers are still learning what "value" looks like, or your CS impact is real but hard to quantify. In those situations, many leaders make a deliberate call: keep CS free, win on experience, outperform on outcomes. And honestly, that’s not a bad strategy. This is why the 62.8% figure matters so much. It doesn’t signal hesitation. It signals intent. ## But not monetizing customer success has real consequences What’s changed over the past few years is **the cost of that caution**. [Jess Osborn points to a tougher reality](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/) between 2022 and 2024\. Net revenue retention declined. CS headcount growth slowed. Teams came under sharper scrutiny as budgets tightened. And when customer success is always framed as a cost center, it becomes an easy target during cuts. *Not* monetizing CS doesn’t just mean leaving revenue on the table. It can mean defunding the very function responsible for [retention and expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/); it can stall innovation; over time, it can turn customer success into a career risk rather than a growth engine. Monetization, in that sense, isn’t only about revenue. It’s about relevance, resilience, and long-term credibility inside the business. [Why monetizing customer success isn’t optional anymoreCustomer success is evolving from a cost center to a growth engine. Here’s how GoCardless turned CS into £6.8M in revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-439.png)Customer Success CollectiveJess Osborn![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Why-monetizing-customer-success-isn-t-optional-anymore.png)](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/) ## Engagement changes when customers pay One of the strongest arguments for monetizing customer success is [engagement](https://www.customersuccesscollective.com/customer-engagement-plan-framework/). Jess Osborn shares a moment from her time at Bazaarvoice that many CS leaders will recognize instantly. Once customers started paying for services, executives who had previously been disengaged suddenly showed up. They attended kickoffs. They participated. They leaned in. Why? Because they were invested. When customers pay, they commit. They prioritize outcomes. They treat customer success as strategic rather than optional. That shift alone can dramatically change the effectiveness of CS, not because the work is different, but because the context is. That’s not transactional. That’s alignment. ## Monetization doesn’t mean charging everyone This is where many companies get stuck. They assume monetizing customer success means putting a price tag on everything and charging every customer the same way. ![Premium vs. Core: Not every customer needs the top tier](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/Premium----vs.----Core.jpg) That’s rarely what works. On the [CS Convos podcast](https://www.youtube.com/playlist?list=PLGLr6AGSPRzzGdraSTvuwWA0gpcgdxKKh), **Swati Chopra, Technology Director at Everywhen,** described the real shift as moving from viewing customer success as a cost function to viewing it as a revenue function. But that doesn’t mean losing flexibility or empathy. The most effective models segment customers by need and complexity, then offer tiered experiences that match the value delivered. Instead of selling “a CSM,” teams build experience packages. These might include paid implementation, education and enablement, health checks, adoption consulting, or strategic guidance tied to outcomes. Not every customer needs white-glove service. But the ones who do are often willing, and even happy, to pay for it. The key is charging where value is clear and incremental, not universal. [How GoCardless monetized customer successCustomer success has shifted from a supportive function to a key driver of business growth and profitability. In this article, discover how GoCardless has monetized CS.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-440.png)Customer Success CollectiveHamish Wood![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-GoCardless--monetized-customer-success-2.png)](https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/) ## The GoCardless proof point (and why it’s the exception) If you want concrete proof that monetized customer success can work at scale, GoCardless is hard to ignore. Under **Hamish Wood’s leadership,** as **VP, EMEA Customer Success & Account Management,** GoCardless unified customer success, support, and implementation into a single ecosystem, then packaged those services into clearly defined tiers. Sales was fully enabled and incentivized, not sidelined. And the results followed quickly. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/How-GoCardless-monetized-customer-success.jpg) GoCardless went from zero to $2.7 million in CS package sales in just three months. By April 2024, customer success packages generated $9.2 million in revenue, with 175% year-over-year growth. Attachment rates hit 83%. Gross retention on packages reached 89%. At its peak, [monetized CS became GoCardless’s second-largest revenue stream](https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/), contributing between 10 and 15% of total revenue. That’s not some mad, half-baked experiment. That’s a serious business model. ## Sometimes it’s about language, not value One of the most interesting lessons from GoCardless wasn’t structural. It was linguistic. They stopped calling their offering a "CS package" and started calling it a platform fee. That small shift made the value easier to understand and easier to sell. Customers were already familiar with platform fees. Sales teams were more confident in positioning it. And customer success stopped feeling like an optional add-on. Sometimes monetization fails not because the value isn’t there, but because the framing is wrong. ## Why 37.2% might actually be the right number Here’s the nuance the data reveals. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/Monetizing-customer-success.jpg) Mark Higginson says he’s surprised monetization is as high as 37.2%. Because monetizing customer success simply isn’t right for every business. In some models, CS works best when it’s deeply embedded in the product experience, when success is measured through retention and growth rather than billables, and when incentives remain fully aligned with customer outcomes. In those cases, monetization can weaken CS rather than strengthen it. So, reluctance doesn’t necessarily signal resistance or lack of ambition. Often, it’s restraint. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## What the data is really telling you The **State of Customer Success 2025 Report** doesn’t show an industry stuck in the past. It shows one being deliberate. Most leaders understand that customer success is more strategic than ever, that premium services can be monetized, and that getting it wrong can damage trust. So the prevailing mindset makes sense. Prove the value first. Then decide if pricing strengthens or weakens the relationship. ### What this means for you If you’re debating whether to monetize customer success, you’re not behind. You’re exactly where the industry is. The real question isn’t whether you should charge for CS. It’s where monetization amplifies value, and where it puts it at risk. Answer that honestly, and the right model usually becomes clear. ## The takeaway That 62.8% non-monetization rate isn’t a failure to evolve. It’s a clear signal. Customer success sits at the center of trust, outcomes, and long-term growth. Not all value needs a price tag to be real. But when monetization is grounded in value, aligned across teams, and designed around outcomes, customers don’t resist it. They invest in it. --- *If you liked this article and want to learn more about behaviors and trends in customer success, download our State of Customer Success 2025 Report for all the latest developments in the CS field.* [ Download your copy ](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### How to avoid management debt URL: https://www.customersuccesscollective.com/avoiding-management-debt/ Last updated: 2026-01-13T18:46:46.000Z Management debt: it's a prevalent, but entirely avoidable, blight that affects every department in a business. And we're afraid to say, this can hit [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) too. The solution? Look no further. ## Intuition-led hiring One of the best ways to improve the performance of any business is to improve the quality of talent in its workforce, yet hiring is the one area of business that continually resists being systematized. A lack of a systemic approach to hiring often results in managers relying on their favorite (usually self-taught) interviewing techniques or on an unhealthy dose of “gut instinct” when trying to discern if a candidate will be successful in the role. Such intuition-led, unstructured hiring techniques greatly reduce a company’s ability to hire top talent, with research showing that most companies hire top performers [only 25% of the time](https://blog.topgrading.com/new-blog/from-the-desk-of-brad-smart-how-to-hire-high-performersaplayers?utm%5Fsource=chatgpt.com). Beyond the monetary costs of recruitment, the “management debt” incurred from mis-hiring manifests itself in much more impactful ways, with increases in workload, missed opportunities, elevated stress levels, and drops in team productivity and morale all being tell-tale symptoms. Whilst management debt is a common phenomenon across many different parts of a business it is particularly prevalent in customer success, especially in the function’s formative stages where it is not uncommon for start-up founders to go through three or four iterations of hiring before landing on the right candidate profile. [Why should customer success be represented at C-Suite level?Customer success is finally getting its seat at the big table with other C-level executives, with the role of the Chief Customer Officer (CCO) establishing itself in the SaaS industry. But why is it so important for customer success to sit pretty at the top table? Let’s get stuck in.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/07/Boardroom-2.0--1-.jpeg)](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) ## The missing context The challenge for founders when it comes to hiring for customer success stems from the fact that customer success is highly contextual — what it takes to make a customer successful in one company is often completely different from another. Not understanding or considering the *contextual skills* and experience needed to make their own customers successful is one of the biggest hurdles founders and customer success leaders need to overcome in order to minimize the management debt caused by mis-hiring. ### The variables Founders and CS leaders looking to establish a customer success function (or reorient an existing one after some mis-hiring), should consider the following variables to help better identify the contextual skills and experience a candidate would need to make their customers successful - ### How do we sell? Despite it usually being considered a “post-sales” function, customer success – if done correctly – forms the backbone of a [continuous selling](https://ravsterd.medium.com/the-missing-piece-of-software-sales-57e3f85f607) motion, with the ultimate long-term success and revenue growth from existing customers being heavily correlated to the company’s *initial* sales motion. For example, in a freemium self-service sales motion where customers have largely been left to their own devices, there is a high likelihood of little or no executive sponsorship and lower usage proficiency than in say a free trial or pilot-led sales motion. Both represent a risk to retaining and growing revenue, so a successful customer success hire would need a track record of successfully navigating a customer’s organization to secure executive relationships as well as strong product education skills to ensure the solution is being used in the most sophisticated way possible. ### How do we deploy? One of the core goals of any customer success function is driving fast time to value. In some cases, a company’s software does not require any deployment effort — it is simply a service that is provisioned and made available. In others, the deployment may be relatively straightforward but driving fast time to value relies on being able to help customers efficiently configure the software for their specific business workflows. In other instances, the speed at which a customer sees value from the software is heavily dependent on the timely completion of a complex technical deployment project. Depending on the type of deployment, a successful customer success hire might need specific technical and project management expertise, or strong consultative and business discovery skills. In the case of a no-deployment provisioned service, they may even need to have had first-hand experience of doing the same role as the end users. [5 ways to break into customer success“How do I get into customer success?”. This is a common question that I hear all the time. It’s not surprising as the profession of customer success (CS) has grown exponentially in the last 5 years and was ranked 6th on LinkedIn’s 2020![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveChad Horenfeldt![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/09/photo-1562516155-e0c1ee44059b.jpeg)](https://www.customersuccesscollective.com/5-ways-to-break-into-customer-success/) ### How much domain or industry experience is needed? Often overlooked by founders and customer success leaders is whether having a specific domain or industry experience is a factor in driving fast time to value. In some instances, a successful customer success hire may need very specific domain, industry or regulatory knowledge in order accelerate value for customers (for example DevOps skills or experience with financial regulations). In other instances, such requirements may be learned relatively quickly on the job and are therefore less of a consideration in the candidate profile. ### What is the size and scope of the change impact of our software? Introducing any software into a business represents a change in how some or all of its employees will work. The depth, complexity, and scope of the change in the software mean need to be taken into consideration when hiring for customer success. For example, the goal of enterprise messaging software may be to transform how thousands of employees communicate, requiring a successful customer success hire to have extensive digital change management experience, whereas a complex piece of middleware may only impact a handful of a customer’s IT employees. ### How do we expand revenue? Similar to considering the initial sales motion, a company’s *expansion motion* is also an important variable to consider when hiring for customer success. In some instances, new revenue comes from driving additional consumption of the same product (e.g. more users, more data throughput, etc.). In contrast, in others, it comes from identifying additional features, or complimentary products that could add additional business value. Taking the expansion motion into consideration helps identify whether a successful candidate will require experience in identifying opportunities and whether they need to have the commercial acumen to work effectively with their Sales or Account Management counterparts to turn those opportunities into new revenue. ## Operationalizing the variables Once these variables have helped to identify the contextual skills and experience a successful candidate would need, founders and customer success leaders can begin making the candidate sourcing process simpler and more efficient by mapping them to one of the following customer success organization types: ### The "deep tech" CS org The 'deep tech' CS org is categorized as one where driving customer value quickly correlates heavily with a Customer Success Manager having either specific technical skills and experience that closely align with the end user’s (e.g. DevOps skills) or deep technical and project management skills needed to successfully deploy and configure a complex solution. ### The "consulting" CS org The "consulting" CS org is categorized as one where there is no significant deployment (or deployment is handled by another group like professional services or partners) but driving fast customer value correlates with either the ability to conduct effective consultative discovery to map the customer’s business problems and workflows to the right product configurations, or to successfully driving team or organization-wide digital change management (or some combination of both). ### The "service" CS org The "service" CS org is categorized as one where there is no, or very minimal, deployment, but driving fast time to value for customers requires a thorough understanding of the customer’s role, team, and function. This can often mean that a successful candidate will have come from doing the role of the end user (e.g., for a recruitment software company, the ideal candidate profile may be or have been a recruiter themselves). This list of CS organization types is by no means exhaustive, and many customer success organizations will likely be a combination of elements from one or more of them, however, at this stage of the hiring process, these broad “buckets” combined with the variables should be enough for founders and customer success leaders to put together a “hiring scorecard” that lists the foundational and contextual skills of a successful candidate together with a list of relevant companies to source them from. This hiring scorecard can then be used to underpin every stage of the hiring process, from sourcing, screening, interviewing and (hopefully) offering, to more efficiently and consistently maximize the chances of hiring those often-elusive top performers. --- ## Have we opened up a curiosity door? If Rav's article has stirred a hunger for more leadership knowledge, we have just the thing. You can enroll in our [Customer Success Leadership Accelerator](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership/) program and become one of tomorrow's champions of customer success. ### What to expect in this game-changer of a course: 🧠 Non-stop, actionable insights 🔧 Practical applications every week 🤫 Total privacy with your closed CS leadership group 👥 Tons of networking opportunities 📚 Hands-on coursework activities 💡 Endless ideas from your peers and presenters 🔥 Fuel to shape your gold-standard CS strategy [Learn today, lead tomorrow](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership/) ### Can Agentic AI and CSMs work together? The 7-skill breakdown URL: https://www.customersuccesscollective.com/can-agentic-ai-and-csms-work-together/ Last updated: 2026-08-14T12:36:07.000Z Agentic AI and Customer Success Managers ([CSMs](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)) can both drive significant value to your business. But here’s the question: Can they work together? And if so, what is the equation between them? Look at your current workplace. How many of you work with a virtual assistant or a virtual agent? Many of you do. Now, think five years into the future. By then, practically all of us will be working alongside these digital entities. But before we can understand how we fit into this future, we need to understand what agentic AI actually is and how it differs from the AI we’ve used in the past. In this article, you’ll discover the evolution of [AI technology](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), see real-world examples of agentic AI in action (including a personal experiment involving cake), and we will conduct a "face-off" to see which skills belong to the human and which belong to the machine. ## From prediction to autonomy To understand where we are, we have to look at the roadmap of how we got here. A common misconception is that Generative AI came after Agentic AI. The truth is, Generative AI formed the groundwork on which [Agentic AI](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) was built. [Customer Support Reimagined with Generative AITransform your support strategy with generative AI. Learn how Crestron boosts CX, efficiency, and agent impact without losing the human touch.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-437.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Customer_Support_Gen_AI_Meta.png)](https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/) Here is the actual timeline: - **Predictive AI (\~15 years ago):** This was about understanding data, analyzing huge sets, forecasting trends, and suggesting actions. It was useful for forecasting and lead scoring. - **LLMs (2018):** Large Language Models transformed the horizon. This was the first time coding was done in natural language, bringing a human-like element to the form (think GPT-2 and GPT-3). - **Generative AI (November 30, 2022):** This is the day ChatGPT launched to the public. It took the power of Gen AI from behind closed doors and gave it to everyone. It can generate text, images, and even music based on data patterns. Then, in 2024, came **Agentic AI**. This is the next step. While Gen AI generates content based on data, agentic AI can autonomously take actions on that data. These agents don’t just analyze; they initiate. ## Defining Agentic AI So, what exactly is it? Agentic AI refers to artificial intelligence capable of autonomously pursuing goals, making decisions, and initiating actions based on context – without needing step-by-step instructions. It gets even better: it can improve based on human feedback. If an agent takes an action and you tell it, "That was not what I wanted," it will learn from that feedback and adjust. We are already seeing this in action across industries: - **Service agents:** Going beyond chatbots to actually resolve issues. - **Sales development:** Running sales cycles and generating leads. - **Campaign assistants:** managing marketing workflows. - **Personal shoppers:** Pandora, for example, uses an assistant to learn your style and make specific recommendations. ## Case study: The cake agent I want to share a personal story about building my own agent. When Salesforce launched Agentforce, I was given the chance to create a custom agent in a demo environment. While my colleagues were building serious sales and service agents, I am a baking enthusiast. _This post is for paying subscribers only._ ### Building customer success from scratch A practical framework for B2B SaaS URL: https://www.customersuccesscollective.com/building-customer-success-from-scratch/ Last updated: 2026-01-08T11:55:40.000Z Most [B2B SaaS](https://www.customersuccesscollective.com/end-user-adoption/) companies don’t begin with a dedicated [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) function. Instead, CS typically develops from chaos, involving reactive support conversations, last-minute outreach for [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), and [customer data](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/) spread across various tools and team members' minds. If you’re the first person in your organization with the task to add structure to this chaos, you likely face familiar challenges: [limited budgets](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/), zero CS-specific tools, and almost no [product usage data](https://www.customersuccesscollective.com/product-usage-metrics/). It’s up to you to create something sustainable that works, all while juggling your daily responsibilities. And this can be the real snag: you were hired to do the job of customer success, to build relationships with customers – you're not an [operations](https://www.customersuccesscollective.com/customer-success-operations/) hire. This balance can be testing, but I’ve developed my own approach to building a CS foundation based on experiences across different [SaaS](https://www.customersuccesscollective.com/what-is-saas/) companies of various sizes. It’s a practical strategy centered on three key areas that provide immediate value without requiring large budgets or dedicated data teams. [Scrappy customer success at scale: Doing more with less at scaleIf you’re looking for polished tales of flawless execution, this isn’t it. Instead, these authentic stories reveal how scrappy, resourceful strategies can deliver results – and they’re within everyone’s reach.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-432.png)Customer Success CollectiveTolu Lawal![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--7-.jpg)](https://www.customersuccesscollective.com/scrappy-customer-success-at-scale/) ## Why most B2B SaaS companies start without customer success Before diving into solutions, let’s acknowledge the challenges you might be having: **1\. Customer interactions mainly occur at two stages:** During sales conversations and right before renewal. Everything else is reactive; customers reach out only when something breaks or when they can’t figure something out. **2\. Onboarding exists in theory but not in practice.** Sure, your customers receive an [automated welcome email](https://www.customersuccesscollective.com/3-free-email-templates/), and maybe someone attends a kickoff call. However, there’s no documented process, no milestones, and no method to track whether customers are genuinely adopting the product. **3\. Your CRM contains customer records, but all other information lives elsewhere.** This could be in Slack threads and email chains. To understand a customer’s history, you’ll need to consult three different people and piece together what actually happened. If those people leave, it becomes much more difficult. **4\. Feature requests sit in isolation.** Customers may ask for new features, and while someone on the call may jot them down, that’s where the request ends. There’s no centralized tracking, no visibility into patterns, and certainly no feedback loop to update customers about what’s being considered or built. This isn’t a criticism of anyone. It’s simply what occurs when a company prioritizes product development and [customer acquisition](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) before formally structuring the post-sale experience. [Building a customer success tech stack with a limited budgetA practical guide to deliver enterprise-level customer success on a startup budget using smart workflows, integrations... and your existing CRM.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-433.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle--1-.jpg)](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/) ## The constraint of building customer success with limited resources In many ways, having limited resources can be a lesson in efficiency: it forces you to prioritize. When you can’t do everything, you need to focus on what will have the highest impact for your organization. This constraint, while often frustrating, helps clarify your starting point. Most companies already have a CRM, usually used by sales or marketing. Rather than investing in a dedicated CS platform before you're ready, extend your existing CRM to handle customer success workflows. This reduces friction, keeps data in one place, and avoids the integration issues associated with adding new systems. The key is identifying which processes are essential to prevent customer failure and focusing on building those first. ## A practical customer success framework for early-stage SaaS ### Pillar 1: Build a structured customer success onboarding process For most B2B SaaS products, the customer's first 90 days determine whether they will stay. Get this wrong, and no amount of relationship management later will save the account. Start by defining your critical period. Ask yourself, *“What needs to happen by day 30, day 60, and day 90 for a customer to be successful? What does ‘going live’ really mean for your product?“* Then create a repeatable playbook. It doesn’t need to be fancy; my first onboarding playbook was just a Word file, which then transformed into a folder of files: #### Kickoff Align on what success looks like for a customer, identify who should be involved, and set clear timelines. This discussion should reveal the customer’s actual goals, rather than what you assume they want. Let them talk about how they see the future. #### Implementation Manage the technical setup, integrations, and security reviews. Document common blockers and solutions. This phase should have clear exit criteria; you can’t move forward until specific configurations are completed. Involve your support team here if your product is technical, and then highlight to the customer that they can use your help whenever they need. #### Training Provide role-based enablement. Different users require different information. Record sessions so customers can refer back to them later, and new stakeholders can get up to speed without needing live time. I tend to do training sessions once in a while since the product usually changes over time. Don’t just speak for an hour; align your session to their goals, priorities, ask follow-up questions and share use-cases that are relevant for them. #### Activation Track meaningful product actions – not just logins, but activities that show real usage, like generating the first report, creating the first automation, or achieving a meaningful outcome. It’s important to do, but sometimes not possible if you don’t have a platform to track these metrics. Usually discussion with the product team can help here to understand how they measure features. #### Transition Conduct a formal review of what you accomplished compared to what you planned. Capture early feedback while it’s fresh. Shift to a meeting cadence based on account value and complexity. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) Your playbook should include checklists for each account and clear engagement schedules. Enterprise customers might need weekly check-ins during onboarding, then transition to monthly updates. Mid-market accounts may require bi-weekly meetings during implementation, followed by quarterly check-ins once they stabilize. This structure changes how customers view you. Instead of seeing you as a vendor, they have to chase for answers; you become a partner guiding them toward their goals. ### Pillar 2: Create a simple renewal and customer health process Without structured renewal management, you have little visibility until 30 days before a contract ends, and by that point, you’re scrambling to determine whether the customer is satisfied and willing to renew. I’d suggest you start with a simple pipeline instead. If you’re using a CRM like HubSpot or Salesforce, you can add fields relevant to customer success. These can be anything like customer health indicators, champion identification, documented goals, primary use cases, and renewal risk status. Make sure you create basic stages that reflect your org’s reality: - **On track**: Customer is engaged, using the product, and has no concerns. - **At risk**: Usage has declined, key stakeholders have left, or unresolved complaints exist. - **Expansion opportunity**: Customer sees value, and there’s potential for upselling or cross-selling. Don’t forget to add a description so when management wants to check it they know what each and every status means. When you start health scoring, there’s a temptation to try and do too much at once. My advice? Don’t complicate it at first. Start with qualitative assessments based on your interactions. You can refine this later with data. I even recommend starting manually, then changing this status once in a while if you don’t have any complex automations. Perhaps most importantly, you should get into the habit of establishing regular check-ins that aren’t tied to renewals or problems. Monthly or quarterly business reviews allow you to monitor progress, surface issues early, and reinforce value. A basic agenda could include: - Progress against stated goals - Highlights of product usage - Open issues or blockers - Relevant roadmap updates - Opportunities for deeper adoption The real breakthrough comes from documenting goals and champions for every important account. Ask explicitly: *What does success look like for this company? For this specific stakeholder? Who has the authority to renew or expand?* Recording this information and keeping it updated changes everything. It sharpens discussions, helps prioritize your time, and smooths handoffs when team members change. Also, set up reminders from your CRM about renewal. I usually prefer to start working on the renewal 60-90 days before, specifically, if you have an upsell opportunity. Keep in mind that each team in a company has their budget, and you need to give them time to allocate their budget to your product. [Stakeholder feedback and improvement logA structured tool designed to help teams capture, track, and respond to feedback from key stakeholders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-434.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-Feedback.png)](https://www.customersuccesscollective.com/stakeholder-feedback-and-improvement-log-framework/) ### Pillar 3: Build visible systems for customer feedback and voice Your customers want to be heard, especially in early-stage companies where they are taking a chance on you. If feedback disappears into a void, trust quickly declines. Build a feature request process that customers can see and engage with. You don’t need expensive tools; a well-organized spreadsheet or Notion database works at first. The key is having a place to: - Log every feature request with accompanying context - Link requests to specific accounts - Communicate decisions or timelines - Have cadence with your product team to share these features and transfer them into Epics if they’re important. #### Be transparent about features with the customers Your customers aren’t going to be aware of your company roadmap or vision, and that’s to be expected. But you can still share appropriate updates with your customers. When customers know their input is received and considered (even if not acted upon immediately), satisfaction rises significantly. Product teams also gain better visibility into what customers actually need versus what stakeholders think they need. Segment your accounts to allocate time effectively. You can’t treat all customers equally with limited resources. Create a simple tiering system based on: - Account value (ARR/MRR) - Strategic importance (logo value, industry leadership) - Complexity (number of users, integration depth) - Growth potential (likelihood of expansion) This guides practical decisions: how often to check in, how in-depth to go during onboarding, how many stakeholders to engage, and how quickly to respond to requests. Segmentation doesn’t require sophisticated tools. A basic property in your CRM, along with a Google Sheet view for quick reference, will get you most of the way there. [New product features email templateAn email template designed to keep your customers up to date with new product features.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-435.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/New-product-features-email-template.png)](https://www.customersuccesscollective.com/new-product-features-email-template-framework/) ## The minimum tech stack for low-budget customer success teams Resist the urge to buy dedicated CS platforms initially – they’re worthwhile investments, just ones intended for a slightly maturer CS function. Instead, expand what you already have: ### Your existing CRM Whether it’s HubSpot, Salesforce or another platform, use your current CRM as your single source of truth. You can add custom fields for CS-specific data, like health status, onboarding stage, renewal risk, documented goals, and champion contacts, as well as using the CRM's pipeline or board features to visualize accounts through various stages. ### Google Sheets You can quickly build views for upcoming renewals using the humble and *free* Google Sheet. I find that Sheets work well for ad-hoc analysis and quick assessments before you have detailed dashboards. ### Call recording tools If your organization already has a license for an AI-powered audio recording platform like Gong, Fireflies, or Fathom for your sales team, ask if they can extend its use to CS. Recorded calls make handoffs smoother, help new team members ramp up quicker, and capture customer language that informs your messaging. ### Low-code automation Make your life easier and automate repetitive tasks, like welcoming new users, syncing data between systems, or triggering follow-up tasks based on customer actions or timelines. Start small – implement one or two workflows that save time. ### Support portals Customers will need a structured place to report issues instead of reaching out to random team members. Simple ticketing systems work well at first. Check if your current CRM has it, most of them have it. The goal is to create clear channels and response expectations. None of these tools are expensive CS platforms with six-figure annual costs. They’re practical extensions of what many already use for other functions. [![Customer Success Salary Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/01/CSC_Salary_Survey_Report_2025_Article-Banner.png)](https://www.customersuccesscollective.com/customer-success-salary-report-2025) ## What good customer success looks like before you have perfect data You’ll know you’re making headway when: ### Onboarding becomes predictable instead of chaotic New customers follow a defined journey with clear milestones. They know what to expect and when, and you understand where each account stands without digging through messages ### Renewal conversations begin earlier and feel less stressful and more predictable. You conduct business reviews quarterly or monthly instead of waiting until 30 days (or even less) before renewal, hoping everything is fine. Customers perceive you as partners invested in their success, not just vendors. ### Internal visibility improves dramatically When someone asks about a customer, you can quickly pull up their goals, champions, onboarding status, and recent interactions. Information stops living in people’s minds and starts residing in systems. ### Customers feel more empowered to voice their opinions They submit feature requests through proper channels, participate in feedback sessions, and feel acknowledged. This engagement fosters a cycle where customers help shape the product they rely on. ### You can handle more accounts without feeling overwhelmed Documented playbooks and clear segmentation enable effective prioritization. You’re not constantly firefighting or wondering what to do next. These qualitative improvements come before the quantitative metrics you’ll eventually track. Don’t wait for perfect usage data or complex health scores before acting like a genuine CS function. [Why data storytelling is your only renewal defense in the AI eraDiscover strategies for data-driven storytelling, effective visualization, and proving business value in customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-436.png)Customer Success CollectiveElena Lawson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Why-data-storytelling-is-your-only--renewal-defense-in-the-AI-era-1.png)](https://www.customersuccesscollective.com/data-storytelling-value-ai/) ## How to build customer success from scratch in 5 practical steps If you’re building a customer success function from scratch with limited resources, don’t try to tackle everything simultaneously, but don’t wait for ideal tools or conditions either. Start with these five steps: ### 1\. Choose one system as your source of truth Even if it’s not perfect, commit to using it consistently. Data fragmentation can undermine more CS functions than a lack of features. ### 2\. Outline a basic onboarding journey Document what needs to happen in the first 90 days for different customer segments. Make it repeatable. ### 3\. Set up a simple renewal pipeline Track which accounts are renewing, when, their status, and who the key contacts are. Establish regular check-in schedules. ### 4\. Create a visible space for customer feedback Establish a home for feature requests where customers know their voices are heard and considered. ### 5\. Segment your accounts Not all customers require the same level of attention. Align your time investment with potential impact. ## Strong customer success starts with fundamentals You can implement health scores, usage analytics, and automation later. What matters most is having someone responsible for the customer journey and developing repeatable processes, even if it begins with just you and a spreadsheet. Companies that succeed are those with strong fundamentals, not just the fanciest tools. They start with a solid foundation and build systematically from there. ### Post-event engagement plan template URL: https://www.customersuccesscollective.com/post-event-engagement-plan-template-framework/ Last updated: 2026-08-17T13:54:02.000Z ## What is a post-event engagement plan template? A post-event engagement plan template is a structured way to keep attendees engaged after your event ends, instead of letting momentum drop off once the closing session wraps. It covers objectives, the metrics that show whether engagement is working, a week-by-week timeline, and tactics segmented by how engaged each attendee actually was. ## What's inside the template? The plan covers seven areas: 1. Objectives and key metrics to track 2. A four-week timeline with owners 3. Audience segmentation by engagement level 4. Engagement tactics across email, social, and personalized outreach 5. Feedback collection methods 6. Short-term and long-term next steps ## How to use the template Set your objectives and metrics first, then work through the timeline in order, assigning an owner to each activity so nothing falls through the cracks. Segment your audience before you send anything, since highly engaged attendees, moderately engaged attendees, and no-shows all need a different message. ## Download your post-event engagement plan template ![Post-event engagement plan template](https://storage.ghost.io/c/16/4c/164ccee2-1afe-418d-8b1c-b185533d0b88/content/images/2026/08/Post-event-engagement-plan-template-ss.png) [Post-event engagement plan template (1)Post-event engagement plan template (1).pdf118 KBdownload-circle](https://storage.ghost.io/c/16/4c/164ccee2-1afe-418d-8b1c-b185533d0b88/content/files/2026/08/Post-event-engagement-plan-template--1-.pdf "Download") [Post-event engagement plan template (2)Post-event engagement plan template (2).docx1 MBdownload-circle](https://storage.ghost.io/c/16/4c/164ccee2-1afe-418d-8b1c-b185533d0b88/content/files/2026/08/Post-event-engagement-plan-template--2-.docx "Download") [Post-event engagement plan templatePost-event engagement plan template Having a robust post-event engagement plan is essential for keeping the momentum going long after the event ends. This template helps you design and execute a structured strategy to maintain attendee interest, nurture relationships, and drive meaningful actio…![](https://storage.ghost.io/c/16/4c/164ccee2-1afe-418d-8b1c-b185533d0b88/content/images/icon/docs-favicon-2026-v2-529911f5-e5ea-46ed-a78b-64b98c206c90.ico)Google Docs![](https://storage.ghost.io/c/16/4c/164ccee2-1afe-418d-8b1c-b185533d0b88/content/images/thumbnail/AHkbwyKJFq_VW3q96-qkHUMaqWyPPJQHOQcH8domp-JJybEkrFz_T3IOZw5NodxNIbdfVBfj8s0_53klGdzcDH1iCg_I4W85i0LB2VLLOtpSNZDvgViLalNQ-w1200-h630-p-08a3e172-9cb7-47be-ad10-3aabe643a136)](https://docs.google.com/document/d/1iDc%5FtovOFotQI2MnLvErkPS4Bnk1D-CkobwP5oSTWDw/edit?tab=t.0) _This post is for paying subscribers only._ ### VoC platform ROI calculator URL: https://www.customersuccesscollective.com/voc-platform-roi-calculator-template-framework/ Last updated: 2026-02-03T10:41:37.000Z ## What is a VoC platform ROI calculator? A VoC (Voice of the Customer) platform ROI calculator is a practical tool designed to help you quantify the financial impact of your Voice of the Customer program. At its core, the calculator shows how improving the percentage of positive customers — even by a small margin — can increase renewals, reduce churn, and drive expansion revenue. This uplift represents the true return on your VoC investment, making it easier to justify spend, prioritize initiatives, and secure executive buy-in ## What’s inside the template? The VoC Platform ROI Calculator pack includes: - **A revenue-focused ROI model:** Connects improvements in customer sentiment to retention and expansion outcomes. - **Inputs for customer health and sentiment:** Model how shifts in positive, neutral, and negative customer groups affect revenue. - **Clear ROI logic:** Demonstrates how incremental improvements in customer experience translate into bottom-line impact. - **A step-by-step usage guide:** A dedicated “how-to” walkthrough explaining exactly how to complete the calculator and interpret the results. Together, these components help turn VoC from a qualitative initiative into a measurable, revenue-driving program. ## How to use the template 1. **Review the how-to guide** Start with the step-by-step walkthrough included in the pack to understand the logic behind the calculatorVOC platform ROI calculator.xls…. 2. **Input your current customer data** Enter figures related to customer volume, sentiment distribution, renewal rates, and average revenue. 3. **Model improvements in customer sentiment** Adjust the percentage of positive customers to reflect realistic gains from your VoC initiatives. 4. **Review the revenue impact** The calculator shows how these changes affect renewals, expansion, and overall revenue—revealing your VoC ROI. 5. **Use results to guide decisions** Share outputs with leadership to support budget requests, platform selection, or strategic CX investments. By following this process, you can clearly demonstrate how Voice of the Customer programs move beyond feedback collection and become a powerful driver of revenue growth. ## Download your VoC platform ROI calculator ![VoC platform ROI calculator](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/VoC-platform-ROI-calculator.png) [VOC platform ROI calculatorVOC platform ROI calculator.xlsx124 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/12/VOC-platform-ROI-calculator.xlsx "Download") [VOC platform ROI calculator.xlsx![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/spreadsheets_2023q4-18.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLGHKGbIuxt8jGrSarw6pXKQRzmR5w8onlvftzICPBTL3cwoD5SY_Fv3QzPr6fXfcI7ZOcgw5XitWitJin44qJqWEWCfDKx7roj1w-w1200-h630-p)](https://docs.google.com/spreadsheets/d/10HQUFrSrBqzd-ZBBSdKl4pJJ8cS3J-Yy/edit?gid=1492363849#gid=1492363849) _This post is for paying subscribers only._ ### Why data storytelling is your only renewal defense in the AI era URL: https://www.customersuccesscollective.com/data-storytelling-value-ai/ Last updated: 2026-08-14T12:36:27.000Z Are we treating AI like a hammer that makes everything look like a nail? In a world where [generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) is exploding, the possibilities seem infinite. But this abundance creates a paradox: the tasks that used to make us feel like specialists, such as deep data analysis and personalized reporting, are becoming faster to do and, consequently, harder to land. Our clients’ inboxes are noisier than ever. So, how do we cut through that noise? We must transition from being data extractors to strategic enablers. In this article, I’ll share how to build data narratives that influence effectively. You’ll discover how to ruthlessly prioritize your focus, the psychology behind effective data visualization, and how to position yourself as the partner your clients simply cannot afford to lose. ## The shifting landscape of skills I have the privilege of seeing skill trends from 175 million learners across the globe at Coursera. The data is staggering. While technology and data skills remain crucial, we’re seeing a massive explosion in [generative AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) learning: a 195% year-on-year growth. What does this mean for us? It means the administrative burden is lifting, but the bar for strategic value is rising. Data shared in a [recent conference talk](https://www.linkedin.com/posts/ashvinvaidyanathan%5Fcustomersuccess-saastr-ai-activity-7332927135545786368-EacG/) by Ashvin Vaidyanathan, VP Customer Success & Services at LinkedIn, and Solany Kapur, Director of Customer Insights at LinkedIn highlights a significant shift in the c[ustomer success function](https://www.customersuccesscollective.com/how-to-build-a-killer-customer-success-function-in-a-startup/). Between 2020 and 2025, the skills rising most rapidly in importance aren’t technical troubleshooting or data entry. They’re **client satisfaction** and **customer engagement**. Underneath those buckets, the specific keywords driving adoption on our platform are: 1. **Storytelling** 2. **Relationship building** 3. **Influencing** This validates what I see daily. To remain indispensable, we must pivot from simply reporting on metrics to articulating value through storytelling. ## The trap of the word "obviously" I recently had a discussion with my team about filler words. We used a tool to analyze our calls and discovered that 34% of our conversations contained the word "obviously." This was jarring. We use it colloquially to say things like, "Our feature *obviously* leads to X," or "From this platform usage, you can *obviously* deduce Y." Here is the hard truth: **It’s not obvious.** We sit within our terminology all day – logins, clicks, engagement scores. Our customers do not. They’re in a noisy environment filled with competitive chatter and internal pressure. If we assume the value is obvious, we fail to translate our data into a narrative they can take to their board, share with shareholders, or use to defend the partnership when we aren't in the room. Value doesn't live in the data points. It lives in our ability to translate them. ## Ruthless prioritization: Follow the money In this infinite world of AI possibilities, we must ruthlessly focus. When preparing for a Business Review (QBR/EBR), we need to ensure we’re driving more valuable, impactful use of our solutions based on the client's specific outcomes. To do this, we must "follow the money." Every data story we tell should answer one of these three questions: - Did we help the client **make money**? - Did we help the client **save money**? - Did we help them improve **efficiency**? If your narrative doesn't clearly align with one of these pillars, you risk becoming just another noise in their inbox. _This post is for paying subscribers only._ ### Customer Success Metrics Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-success-metrics-certified-masters/ Last updated: 2026-02-03T01:14:22.000Z _No content available._ ### Customer Research Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-research-certified-masters/ Last updated: 2026-02-03T01:13:53.000Z _No content available._ ### Why the best healthcare CS teams use AI to keep customers loyal URL: https://www.customersuccesscollective.com/scaling-customer-outcomes-ai-podcast-video/ Last updated: 2025-12-16T17:47:14.000Z _No content available._ ### Why customer success becomes your competitive advantage during economic downturns URL: https://www.customersuccesscollective.com/competitive-advantage-during-economic-downturns/ Last updated: 2026-01-15T17:05:03.000Z You know when you're on a plane that's landing, and a smattering of your fellow passengers start clapping? I find it oddly misplaced. I don't get it. They're celebrating the pilot for doing their job, but nobody thinks about the mechanic who made sure that plane could fly in the first place. That's exactly what happens with [customer success](https://www.customersuccesscollective.com/customer-success-operations/) (CS) during [economic downturns](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/). We forget about the people preventing disasters until something goes wrong. Then suddenly, everyone's looking at the maintenance logs. I’ve spent years leading [customer-facing teams](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/) through economic cycles, working closely with organizations across industries as they try to innovate, grow, and adapt under pressure. Whether it’s healthcare organizations [improving outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) or financial services firms launching new products, the common thread is the same: customers are the builders, and our role is to enable their success. But something fundamental has changed. The mission used to be about helping customers achieve more. Today, it’s about helping them achieve more with less. And that shift changes everything about how customer success must operate*.* ## The economic reality we're all facing Let me paint you a picture of where we are right now. [Economic slowdowns](https://www.customersuccesscollective.com/how-to-prepare-for-economic-headwinds-and-the-role-of-customer-onboarding/) aren't new; we've weathered them throughout modern history. But this one feels different, doesn't it? You've got [decreased economic activity](https://www.congress.gov/crs-product/R47479) across the board. Production's down, whether that's manufacturing or farming. [Consumer spending](https://home.barclays/news/press-releases/2025/12/card-spending-sees-greatest-fall-since-2021-in-november--as-cons/)? People are getting cautious. Even if they haven't been directly impacted yet, they're thinking twice about every purchase. The [unemployment picture ](https://tradingeconomics.com/united-states/unemployment-rate)gets complicated, too. In the US, our numbers look okay on paper, but coming out of the pandemic, those statistics feel a bit... *disconnected* from reality. And globally? Some countries are really feeling the squeeze. Take Argentina – 20 years ago, one of Latin America's richest nations. [Today, they're struggling to stay afloat](https://www.cfr.org/backgrounder/argentinas-struggle-stability). I’m based in Houston, and I see it firsthand in the [energy sector](https://kpmg.com/dk/en/esg/energy-ceos-are-prepared-for-a-recession.html). Drillers are pulling back, [stopping exploration](https://www.reuters.com/business/energy/us-drillers-cut-oil-gas-rigs-lowest-since-november-2021-baker-hughes-2025-05-30/). They're looking at their budgets and saying, "Maybe we don't need to spend money finding new oil reserves right now." That ripple effect touches everything. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## What businesses do when times get tough When [economic pressure hits](https://www.customersuccesscollective.com/customer-success-ones-to-watch-nominations/), companies react in predictable ways. They spend less. [They invest less. They hire fewer](https://www.businessinsider.com/cant-find-job-labor-market-hiring-great-recession-2025-11). And unfortunately, [they lay off more](https://www.goldmansachs.com/insights/articles/there-are-growing-signs-of-weakness-in-the-us-job-market). Travel budgets? First thing to go. Those customer visits where you'd sit down face-to-face, build real relationships and understand their challenges over coffee – gone. Innovation slows to a crawl. All those features on your product backlog that customers asked for during your last success meeting? They might never see the light of day. This creates a vicious cycle. Without [new features](https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/), customers might not renew. Without [renewals](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/), revenue drops. Without [revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), more cuts happen. Microsoft saw this play out over its 45-year history. Microsoft used to be all about those big enterprise agreements – 30,000 employees, one massive contract. But what happens when that company downsizes to 20,000? Your renewal shrinks by a third. That's partly why Microsoft pivoted toward [subscription](https://www.customersuccesscollective.com/what-is-saas/) and consumption models; you can't renew what people won't use anymore. ## The 3 horsemen of customer success challenges When companies start cutting [customer success teams](https://www.customersuccesscollective.com/building-successful-customer-success-teams/), three things happen almost immediately: 1. **Potential churn skyrockets.** Without someone actively monitoring customer health, small issues become big problems. By the time someone notices, it's often too late. 2. **Revenue constraints tighten.** You can't grow accounts when nobody's having strategic conversations with customers about their evolving needs. That expansion revenue you were counting on? It evaporates. 3. **Market size shrinks.** Your customers might literally go out of business. If you're selling to barbershops and barbershops are closing, you've got a segment problem that has nothing to do with your product quality. These pressures create a paradox. At the exact moment when [customer retention](https://www.customersuccesscollective.com/customer-retention/) becomes critical for survival, companies cut the very teams responsible for keeping customers happy and engaged. ## The hidden cost nobody calculates Here's what drives me crazy about these decisions. We forget to calculate the cost of *not* doing something. There's no line item in the budget for "revenue lost because we fired our CSMs." No dashboard metric for "opportunities missed because nobody was paying attention." [Peter Drucker](https://drucker.institute/about-peter-drucker/) said it decades ago: "The purpose of business is to create and keep a customer." Not just create – *keep*. That second part? That's what customer success does. Look at what happened with Salesforce. In 2022, Salesforce laid off a *huge* chunk of its [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) and handed those responsibilities to account executives. If you follow their financials, you'll see they're struggling now. Why? Because they're a subscription business. You can't just cut people to make your quarterly numbers look good and expect no consequences. The [CFO](https://www.financealliance.io/benefits-of-having-a-cfo/) might celebrate the cost savings on the next investor call, but what about next quarter when renewals tank? [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## Being a champion when nobody wants to listen So how do you [make the case for customer success](https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/) when everyone's in cost-cutting mode? You have to become a champion for the function, and that means changing how you talk about it. First, embed customer success into your [organization's DNA](https://www.customersuccesscollective.com/fundamentals-of-establishing-a-customer-success-organization/). I know a car dealership in Houston that takes their best mechanics – people with ten years under the hood – and turns them into customer success executives. Think about that. Who knows the product better than someone who's fixed it a thousand times? These mechanics-turned-CSMs can talk about cars with genuine expertise. They remove that feeling of being sold to because they actually understand what they're talking about. When a mechanic tells you about potential issues with your car, you listen differently than when a salesperson does. That's the power of authentic expertise in customer success. ## Measuring what actually matters [You need data](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/) to make your case, but not all data is useful. There's a lot of garbage [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) out there – vanity numbers that look good but don't drive decisions. Focus on what matters: - [Customer lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) - [Expansion revenue](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) - [Churn rate](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/) by segment - [Time to value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) - [Product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) rates [You don't need fancy tools for this](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/). I've seen companies run incredibly sophisticated customer success operations out of spreadsheets. Twenty years ago, I worked with a company that hated their SAP CRM so much that they built this massive, formula-filled spreadsheet that did everything they needed. Not pretty, but it worked. The key is connecting these metrics to business outcomes. Show that when an account executive leaves and their accounts go unmanaged, you lose X percent more deals. When customer success coverage drops, renewal rates fall by Y percent. Make it impossible to ignore the correlation. ## The paradigm shift in customer success Years ago, we focused on strategy first in customer success. Create the perfect customer success strategy, then hire people to execute it, then maybe invest in some tools to support them. Now? It's completely reversed. Tools come first – because you need data and insights from day one. Then people, who can be trained on your specific approach. Strategy comes last, built on what you learn from your tools and team. Why this shift? Because in a down economy, you can't afford to guess. You need immediate visibility into customer health. You need to know which accounts are at risk before they tell you they're leaving. The tools give you that insight, the people act on it, and the strategy emerges from what actually works. ## Demonstrating value in concrete terms When you're [pitching customer success investment](https://www.customersuccesscollective.com/c-suite-buy-in/)just to leadership, you need to speak their language. That means: - **Cost savings:** Show how customer success prevents churn. Calculate the cost of replacing a lost customer versus retaining them. In enterprise software, it's often five to ten times more expensive to acquire a new customer than to keep an existing one. - **Competitive advantage:** Highlight how your competitors are winning deals because they have better customer success. Nothing motivates executives like losing to the competition. - **Long-term growth:** Customer success drives expansion revenue. Show examples of customers who started small and grew because someone was actively helping them succeed. - **Brand advocacy:** Your happiest customers become your best salespeople. Dreamforce started as a user group – just passionate Salesforce users getting together to share tips. Now it's one of the tech industry's biggest conferences. That doesn't happen without customer success, nurturing those relationships. ## The startup trap Startups face a particular challenge here. They'll raise [Series A, B, C funding](https://www.investopedia.com/articles/personal-finance/102015/series-b-c-funding-what-it-all-means-and-how-it-works.asp) and put all their money into sales and product development. Customer success? "We'll hire for that later, once we have more customers." Then they lose their first cohort of customers. Revenue flatlines. Investors get nervous. Suddenly, customer success becomes an emergency hire, but by then, the damage is done. [If you're at a startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/), make the case early. Show how customer success *actually* accelerates growth by [reducing churn](https://www.customersuccesscollective.com/guide-to-churn-reduction-framework/) and [driving expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). Use industry benchmarks – successful SaaS companies typically see 100%+ net revenue retention when they invest properly in customer success. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Finding the right people Mike Lee referred to the customer success mindset in his talk at the [Customer Success Summit Las Vegas 2023](https://www.customersuccesscollective.com/customer-success-festival-las-vegas-may-2023/), and he was absolutely right – it's not for everyone. It's not a sales mindset, though you need to understand revenue. It's not a support mindset, though you solve problems. It's not a consulting mindset, though you give strategic advice. So, where do you find these people? User groups are goldmines. Go to your product's users – the ones answering questions, sharing tips, genuinely passionate about making others successful. These people already have the mindset; you just need to give them the title and compensation. Industry expertise matters too. If you're selling to healthcare, hire someone who's worked in healthcare. They'll speak the language, understand the challenges, and build credibility faster than someone learning the industry from scratch. ## Making customer success recession-proof Here's the thing about economic downturns – they always end. But the damage you do by cutting customer success? That can last much longer. Companies that maintain or even increase their customer success investment during downturns often emerge stronger. Why? Because while their competitors are losing customers left and right, they're deepening relationships, solving problems, and positioning themselves as true partners. Your customers are facing the same economic pressures you are. They need vendors who understand that, who help them do more with less, who become part of their solution rather than just another cost center. That's what great customer success does. It transforms you [from a vendor into a strategic partner](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/). And in tough times, companies cut vendors. They keep partners. ## The path forward So what's the action plan? How do you protect and grow customer success when everyone else is cutting? 1. **Start with quick wins.** Find one or two customers where customer success made a measurable difference – saved a renewal, drove an expansion, prevented a competitive loss. Document these stories in detail. Make them impossible to ignore. 2. **Build coalitions.** Get sales on your side by showing how customer success makes their job easier. Partner with product by becoming their best source of customer feedback. Work with finance to show the ROI clearly. 3. **Invest in efficiency.** If you can't hire more people, make your existing team more effective. Better tools, clearer processes, focused priorities. Show that you're being smart with resources while still delivering results. 4. Most importantly, **keep the long-term view.** Economic cycles are just that – *cycles*. The companies that win are those that position themselves for the upturn, while others are still reacting to the downturn. Customer success isn't a luxury for good times. It's a necessity for survival and growth, especially when times get tough. The question isn't whether you can afford to invest in customer success during a downturn. It's whether you can afford not to. The mechanic keeps the plane flying. The pilot just lands it. In your business, customer success is the mechanic. Make sure your leadership understands that before the plane needs emergency maintenance at 30,000 feet. Because by then? It's already too late. --- *This article is based on a presentation given by Ayman at the Customer Success Summit in Las Vegas 2023.* ### Customer Success Ones to Watch in 2026 URL: https://www.customersuccesscollective.com/customer-success-ones-to-watch-nominations/ Last updated: 2026-01-27T08:46:38.000Z Customer success practitioners – unite! We're compiling a shortlist of customer success aficionados that'll shine a light on those in the CS community who are predicted to make big waves in 2026\. Know someone who fits the bill? [Give them the kudos they deserve](https://productmarketingall.typeform.com/csc-otw-26). ****Nominations have now closed.** ## Our criteria We’re looking to identify who you think will be at the forefront of the customer success breakthroughs of 2026\. Whether it’s someone who’s a distinct thought leader on [LinkedIn](https://www.linkedin.com/company/customersuccesscollective/), a churn-crusher in their organization, or simply someone who is always lending a hand in our [CSC Slack community](https://www.customersuccesscollective.com/customer-success-community/), these are the trailblazers who we ought to keep an eye out for. In our humble opinion, this special bunch is the future of customer success in 2025\. But we can’t do it without your help. Who do you want to see on our shortlist? Once the nominations are in, we’re going to carefully consider every application and reveal who we think will be the brightest CS professionals of next year. **Go forth and share our survey with your customer success peers, near and far – the more nominations, the better the results.** [ Cast your nomination ](https://productmarketingall.typeform.com/csc-otw-26) ### Customer Support Summit | London 2025 URL: https://www.customersuccesscollective.com/customer-support-summit-london-2025-2/ Last updated: 2026-08-28T15:42:42.000Z Join our community of support leaders leveraging AI and implementing proactive processes to prove the strategic value of customer support. _This post is for paying subscribers only._ ### What customers really think  about AI Agents URL: https://www.customersuccesscollective.com/ai-end-user-sentiment-report/ Last updated: 2026-05-26T13:06:10.000Z There’s a persistent gap between how people think customers feel about AI – and how customers actually feel. Because so much of the conversation is still shaped by outdated chatbot experiences, leaders often lack clear, current data to guide their decisions. Intercom's latest survey of 1,000+ consumers set out to clarify that picture. Access the whitepaper It uncovered that consumer perspectives and expectations shifted dramatically when they saw the difference between outdated chatbots and today's AI capabilities. Support, CX, and operation leaders need to read this and align to consumer expectations for the year ahead. ## Key takeaways - **+20-point** surge in positivity toward AI Agents after a live demo. - **+18-point** increase in trust that AI can accurately resolve issues. - **+27-point** leap in confidence that AI makes problem resolution easier. Access these insights --- ## What’s inside? - 5 major sentiment shifts that occur before vs. after seeing AI in action - Why customers overestimate AI risks, but quickly revise their beliefs - The accuracy, trust, and speed improvements that matter most - Insights from support leaders deploying AI today - Actionable guidance for implementing AI Agents responsibly - Industry examples of modern AI workflows across SaaS, ecommerce, fintech, and more Get your copy ## Data highlights at a glance | Insight | Before | After gaining AI clarity | Change | | Positive sentiment toward AI | 40% | +20-point increase | +20pts | | ----------------------------------- | ------ | ------------------------ | ------- | | ---------------------------- | --- | ------------------ | ------ | | Trust AI can resolve issues | 39% | +57% | +18% | | | | | | | Ease of resolving issues accurately | 36% | 63% | +27 pts | | | | | | | Expect AI to speed up support | 38% | 63% | +25 pts | | | | | | | Believe AI improves overall CX | 42% | 56% | +14 pts | | | | | | These shifts represent a fundamental re-evaluation of AI’s role in support – and a massive opportunity for organizations adopting AI-first customer service. --- ## FAQs #### Will customers trust AI to resolve real issues? Yes – once they see it in action. Trust jumps from ****39%** to ****57%** after consumers watch a modern AI agent resolve real queries. #### Does AI replace human agents? No. AI handles high-volume, repetitive issues, freeing human experts to focus on complex, emotional, or strategic conversations. #### Can AI deliver accurate answers consistently? Yes. After seeing a demo, 63% of users say AI improves accuracy through consistent, knowledge-backed responses and smart escalation paths. #### Does AI actually speed up resolution times? Absolutely. Expectations for faster resolution increase by 25 points after consumers experience AI resolving issues instantly. --- See why customers are more ready for AI than ever – and how you can deliver AI-powered support experiences they’ll truly love. Download the full whitepaper ### 10 secrets to making your community LOVE your brand URL: https://www.customersuccesscollective.com/connect-community-podcast-video/ Last updated: 2025-12-10T13:55:42.000Z _No content available._ ### Customer Success Summit London | December 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-london-december-2025/ Last updated: 2025-12-09T12:09:33.000Z Catch up on all sessions from our European flagship from the likes of Sage, Mulesoft, Mastercard, Qualtrics, Miro and more. _This post is for paying subscribers only._ ### Chief Customer Officer Summit | London, December 2025 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-london-december-2025/ Last updated: 2025-12-09T11:49:29.000Z Catch up on the senior CS leadership insights from the likes of Trustpilot, Hubspot, Salesforce, Hook and more. _This post is for paying subscribers only._ ### The customer success playbook for driving shareholder value URL: https://www.customersuccesscollective.com/customer-success-playbook-driving-shareholder-value/ Last updated: 2026-08-14T12:36:58.000Z Are you tired of being seen as "super support" instead of a strategic business partner? For too long, [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) have had a brand problem, focusing on “helping” customers without explicitly tying their efforts to the financial and strategic outcomes that truly matter to the board. The truth is, until you can talk about revenue, margins, and asset efficiency, you're not speaking the language of value. In this article, I'm going to pull back the curtain on how money flows within your customer’s organization – from the shareholders down to the day-to-day operations. You'll get three powerful frameworks to reframe your conversations, transforming you from a helpful vendor into an indispensable advisor who guides customers to increased shareholder value. ## The shift from “helper” to business partner A lot of CSMs feel like Tom Cruise in *Jerry Maguire* (1996), screaming at Cuba Gooding Jr.’s character, Rod Tidwell: "I am out here for you! You don't know what it's like to be me out here for you." It's an exhausting, pride-swallowing siege. But here’s the problem: that "help me help you" mentality, while well-intentioned, is part of our brand problem in customer success. We turn up and tell customers we’re here to help, but that makes us sound like Support. ### Framing your value as an outcome Instead of being the help, start positioning yourself as the customer’s business partner. When you're a business partner, you’re now delivering outcomes, not just providing super support. The goal is to move past simply showing customers how your platform works and, instead, showing them how they’re going to meet their board's objectives. That’s where you start delivering real value. We need to be the ones joining the dots, guiding the [customer's journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) directly to shareholder value. Don’t show them the software; [show them the money](https://www.youtube.com/watch?v=IpwSXWq1wwU). If you truly understand the flow of money, you understand the business. ## Understanding the board's long-term strategy Rule number one in business is: follow the money. The factors that affect your customer’s business are what their board thinks about every day. The board's primary task is the long-term viability and survival of the company. They're always looking down the road, asking, "What’s coming for us next?" – a lesson learned by companies like IBM, which had to reinvent itself multiple times, moving from cash registers to typewriters to personal computing. _This post is for paying subscribers only._ ### Customer Success Salary Report 2025 URL: https://www.customersuccesscollective.com/customer-success-salary-report-2025/ Last updated: 2026-07-01T12:37:57.000Z ## Know your worth. Own your next move. If you want to benchmark your role, negotiate your salary with confidence, or understand where the market is heading, the **Customer Success Salary Report 2025** has your back. This report is your definitive guide to how much CS professionals are really earning across roles, regions, industries, and demographics – and how that should shape your next career or hiring decision. Download the 2025 Salary Report ## Why this report matters Customer success creates value. This report measures *how* *much*. Customer success professionals drive [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/), and long-term revenue growth. Yet one question remains stubbornly unresolved: how is that value actually rewarded? The fourth edition of the **Customer Success Salary Report 2025** goes beyond topline salary numbers. It gives you actionable intelligence: 💰 Why the fastest way to boost your CS salary isn’t seniority… it’s this surprising skill investment. 🧬 Which industry quietly shot up **87%** in CS pay – and why it’s now one of the most lucrative fields to move into. 🤖 The unexpected AI usage level that earns **$132,000** – and why “heavy AI users” don’t top the list. 🧭 Why where you live still dictates your paycheck – and how certain regions quietly outperform the U.S. once PPP-adjusted. 📈 The hidden salary accelerator almost no one talks about: why Team Leads and Heads saw some of the biggest YoY jumps. 🏢 How joining the right company size can double your salary – and why **10K+** employee organizations pay **$200K** medians. 💸 Why monetizing customer success doesn’t increase your earnings – and the type of CS role that earns more without charging fees. 🧨 The one revenue responsibility that unlocks the highest salary… and it’s not renewals or full expansion ownership. 👩‍💼 How women dominate CS leadership, but still face a **35%** pay drop at one crucial role level. 🌍 The role and region combo that delivers the highest earning power in the world – and why it’s shifting eastward. 🚪 The counterintuitive reason staying loyal to your company may be costing you **10%+** in earning potential. Access the insights ## Who is the Customer Success Salary Report for? You could be a CSM planning your next promotion, or a VP of Customer Success making headcount decisions, or a People/HR exec building compensation bands. This report gives you the context you need to make confident, data-backed decisions. --- ## Don’t guess. Benchmark. ### Enter your details to get the full 2025 report in your inbox ### The Customer Success Awards 2025 Your winners URL: https://www.customersuccesscollective.com/customer-success-collective-award-winners-2025/ Last updated: 2025-12-01T17:10:43.000Z At Customer Success Collective, nothing excites us more than celebrating exceptional customer success professionals. This passion fuels everything we do! These unsung heroes do far more than onboard customers or maintain satisfaction. They’re not just about driving retention and keeping customers happy. They juggle countless roles, keeping the gears of an organization turning smoothly. Customer success' versatility and hard work are unmatched, you’d be hard-pressed to find a more dedicated department anywhere. Of course, organizational success depends on many factors, but often it’s the tireless efforts of customer success teams working behind the scenes that propel businesses forward. That’s why we’re thrilled to bring you the fourth edition of the Customer Success Awards. ✨ 💡 Quick heads up: if you missed the shortlist announcement, you can check out who we selected as our [2025 shortlisted candidates. ](https://www.customersuccesscollective.com/customer-success-awards-shortlist/) ## Customer Success Leader of the Year Great leaders elevate everyone around them, and this year’s winner has set a shining example of what exceptional leadership in customer success looks like. These trailblazers create innovative strategies, deliver top-notch customer experiences, and inspire their teams to reach new heights. So, who claims the coveted title of Customer Success Leader of the Year for 2025? We’re thrilled to announce that the Customer Success Leader of the Year has been awarded to… [**Kimberly Ayala**](https://www.linkedin.com/in/kimberlyayala/)**,** Director of Customer Success for North & South America at [**Akeneo**](https://www.linkedin.com/company/akeneo/)**.** Kim has redefined what customer success leadership looks like at Akeneo. As Director of Customer Success for North & South America, she's grown GRR from 90% to a projected 97% while her team manages nearly $20M in revenue. But the numbers only tell part of the story – Kim's advocacy-centered approach has sparked customer communities, shaped global programs, and driven over $2M in expansion. She leads with mentorship, curiosity, and empathy, elevating both her team and the broader CS industry. Congrats, Kim! ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/WINNER--7---1-.png) ## **Customer Success Rising Star** While we honor seasoned experts, we’d be remiss not to recognize the up-and-coming talent shaping the future of customer success. These rising stars are already leaving their mark, showcasing the qualities of tomorrow’s leaders. The winner is…[**Dimple Athavia**](https://www.linkedin.com/in/dimple-a-21a37b150/), Customer Success Manager at [**Mimecast**](https://www.linkedin.com/company/mimecast/)**.** Dimple exemplifies the spirit of a true rising star. As a Customer Success Manager at Mimecast, she manages a $10M+ portfolio with 108%+ NRR and under 2% churn—impressive by any measure. Beyond her own book of business, she's boosted product adoption by 35% and developed scalable training programs that have reached over 70 CSMs. Dimple pairs entrepreneurial energy with genuine customer empathy, turning challenges into opportunities and raising the bar for everyone around her. Well done, Dimple! ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/WINNER--9---1-.png) ## Customer Success Team of the Year Teamwork makes the dream work, especially in customer success. It’s no secret that some of the most significant organizational wins come from cohesive, collaborative CS teams ensuring smooth customer journeys from onboarding to renewals. Drumroll, please… the Customer Success Team of the Year award goes to [**Side**](https://www.side.com/)**.** Six people. More than 500 real estate companies across 18 states. An NPS of 70, churn down 30%, and zero attrition in Q3 2025\. Side's customer success team proves that lean doesn't mean limited. Their lifecycle-driven model combines smart segmentation, consultative expertise, and AI-powered systems to deliver personalized success at scale. By treating CS as a core product – *not* a cost center – Side has built something exceptional: a team that partners deeply and performs relentlessly. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/WINNER--10---1-.png) ## Customer Support Leader of the Year Exceptional customer support leaders are the unsung heroes behind every great customer experience. They foster empathy, efficiency, and excellence within their teams, ensuring every interaction leaves a lasting impression. But who has truly set the standard for support leadership this year? We’re thrilled to announce that the Customer Support Leader of the Year has been awarded to… [**Kenji Hayward**](https://www.linkedin.com/in/kenjihayward/), Senior Director of Customer Support at [**Front**](https://www.linkedin.com/company/fronthq/)**.** Kenji brings a rare combination of purpose and precision to customer support. Across roles at Front, Fluxx, and Revel Systems, he's built teams that don’t settle for “just-hitting-our-metrics”... they win multiple Stevie Awards. His approach blends smart scaling, innovative measurement, and a philosophy rooted in *ikigai*, the Japanese concept of purposeful work. The result is pretty special: support organizations that drive loyalty, growth, and meaning. Kenji isn’t in the business of just supporting his teams; he *transforms* them. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/12/WINNER--11---1--1.png) --- ## Thank you to our nominators A heartfelt shoutout to our nominators. Your votes in this year's Customer Success Awards have been invaluable. Celebrating the incredible talent within our industry is vital, and we're ecstatic to spotlight the cream of the crop in CS. Thank you for helping us illuminate their achievements! Want to stay up to date with our winners, and more? First thing’s first, be sure to connect with all our winners and shortlisted candidates on LinkedIn to congratulate them on their awesome work. And if you want to stay up-to-date on all the latest in the CS space, network with these fantastic finalists, and meet even more of your peers, then the [Customer Success Collective Slack community](https://www.customersuccesscollective.com/customer-success-community/) is for you! Join and start connecting with 10,000+ CS pros from across the world, today! ### How to drive product adoption URL: https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/ Last updated: 2025-12-01T16:56:02.000Z Driving product adoption is a crucial goal for any customer success team. [User onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is just the first step – ensuring they fully understand and regularly use your product is the real key to [securing retention and growth](https://www.customersuccesscollective.com/what-it-means-to-have-a-high-customer-retention-rate/). The consequences of failing to drive sufficient product adoption are substantial. If adoption rates are low, and customers are left unengaged, you can be sure that [cancellation and churn](https://www.customersuccesscollective.com/what-is-the-difference-between-cancellation-and-churn/) will naturally follow. But as any [customer success manager (CSM)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) will know, getting customers to move beyond initial usage and make using your product a daily habit requires strategy and persistence. ## Product adoption and value realization Before considering adoption strategies in detail, it's important to first take a look at the interconnected relationship between customer product adoption and [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). Without understanding the value of a product, adoption simply won't materialize – and vice versa. Without adoption, you’re not driving value for the customer, which really is *the* point behind customer success. But don’t just take our word for it, global CS experts champion this key observation too. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Keishla-Caeser-JoneS-1.jpg) ## The difference between product adoption and user adoption? Product adoption refers to the process of active users integrating and actively using a product or service into their workflows and daily routines. It focuses on encouraging adoption and continued usage of the product itself. User adoption is a broader term that encompasses not just getting users to adopt the core product but driving the adoption of additional products, features, upgrades, etc. across the entire customer lifecycle. It's about maximizing the overall value customers derive from your products and services. So while product adoption is a key part of user adoption, user adoption takes a more holistic view of driving adoption across multiple touchpoints beyond just the initial product implementation. The terms are related but have slightly different scopes. ## Why is product adoption important? Understanding the product adoption process and the different stages customers go through, from early adopters to the early majority, is crucial for maximizing conversion rates and improving overall product adoption. Imagine buying a new, high-end cell phone. You’ve blitzed through the introductory tour, but something’s not quite clicking. You might’ve set it up just fine, but after the first day or so your usage is pretty minimal. Sure, you’re using it to take the odd photo, speak with your family, or send your buddies cash over Venmo, but you’re just not *getting the most* out of it. There could be a ton of cool features completely unknown to you. The reason being? You aren’t aware of them because you haven’t been shown the best ways to use the phone. The scenario we described above crops up all the time in the world of SaaS. In fact, the stakes are even higher with a subscription-model business. With a subscription, the customer is able to cancel at any point, putting them firmly in the driver's seat. If your customers aren't adequately using your product and/or service, then you open them up to leaving your customer base and defeating any chance of upsells or renewals. This power shift is [articulated perfectly](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) by **Jason Noble, VP of Global Customer Success at Vinli, Inc**.: > *“Over the last decade or so we’ve seen a real big shift back to the ‘age of the customer’. We’re really seeing the power go back into the hands of customers. Customers are no longer tied to us with long-term contracts or heavy upfront investments.* > *Instead, they're often on subscription-type models when they have the option to upgrade or simplify their package as they see fit. This risk of no engagement has moved from the customer to the supplier.* > *To minimize this risk, we've got to really focus on value and make sure that we're delivering what the customers want. More importantly, what do the customers need? I think across all industries, we’re seeing organizations have to embrace business models where* [*customer retention*](https://www.customersuccesscollective.com/customer-retention/) *suffers because it's easy for a* [*customer to churn*](https://www.customersuccesscollective.com/customer-churn/)*.”* We’re firm believers that product adoption isn’t the responsibility of customer success. Instead, it should be a company-wide initiative to increase [customer lifetime value (CLV)](http://customersuccesscollective.com/customer-success-metrics). Product adoption is a concern throughout the customer base and isn’t specific to new users. You might have customers who’ve been with you for years, but due to a product update, their adoption rate has dwindled. Ultimately, if a customer isn’t getting on with your product, the actual product itself might have to be redesigned. But the only way to know how is through customer interaction and analysis. This is when customer success comes into play. ## How do you measure product adoption? Before you get into strategies, you want to identify the number of customers who’ve adopted your product. To do this, you can calculate the **product adoption rate** with two crucial bits of information. 1. **New engaged users:** The number of users who have signed up and completed various key actions in a set period 2. **New signups:** The number of people who have recently subscribed to a product in a set period. With these two figures, you can **divide the newly engaged users by the total new signups**. Hey presto, you have your product adoption rate and can be integrated into your [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/). Other ways you can track the success of adoption is by looking at the frequency of use, what aspects of your product are being used, and how many sessions are being spent. In addition to monitoring the product adoption rate, tracking conversion rates at various stages of the customer journey can provide valuable insights into areas for improving product adoption. ## How to increase product adoption rates Once you’re able to measure how many people have adopted your product, you can now look for ways to improve your adoption rate. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/5-rules-of-leadership--2-.jpg) ### 1\. Establish milestones for your customers If your customers aren’t properly engaging with your product, you might find there has been something lost in translation. For the sake of clarity and cohesion, the customer should know how they’ll benefit from your product during the onboarding process. For **Michelle Wideman, Chief Customer Officer at Silverfort,** "Having the ability to track and trigger usage metrics by milestones or timelines is a huge way to be more proactive with customers and ensure product adoption." Establishing individual milestones is an important precaution for managing customer expectations and ensuring customers aren't being left in the lurch. Each milestone breaks down the overall product goal into bite-sized portions and makes the overall goal less daunting and more comprehensive. For **Bryant McCombs**, Manager of Customer Success at **MongoDB**, it’s important to [set up actionable next steps](https://www.customersuccesscollective.com/actionable-advice-for-setting-up-customer-success-led-mutual-engagement-plans/), which will give you an opportunity to validate your customer's interest in certain features and functionalities to provide momentum for follow-up discussions. Setting personal milestones for your customers to work towards is much like [having a personal trainer in a gym](https://www.customersuccesscollective.com/a-customer-success-managers-guide-to-onboarding/), says **Shari Srebnick**, **Principle Analyst** at **Forrester**: > "You’re there to remind them that it’s a long game, and they’re not going to reach their goals all at once. You’re there to praise them for each milestone they clear every step of the journey. It’s that sense of accomplishment, as the end goal becomes clearer, that's going to motivate the customer to continue on this journey with you.” A good personal trainer won’t leave you to your own devices from day dot. They ask you what your overall goals are and break them down into manageable steps, all the while supporting you and celebrating each individual success along the way. Ultimately, user confidence is salient for driving adoption. [![Become a CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### 2\. Engage with your customers with in-app messages If a user doesn’t feel all too comfortable using your product, it can be helpful to give them a little nudge in the right direction. [According to Product Marketing Alliance](https://www.productmarketingalliance.com/6-types-of-in-product-engagements-to-drive-adoption-retention-and-growth/), products that use in-app messages see a **three-time boost in engagement** and a **four-time increase in conversions**. Did you know that, in line with [recent research](https://webengage.com/blog/in-app-messaging-best-practices/), in-app messages are eight times more effective at engaging users than push notifications and can boost retention rates by upwards of 300%? We thought that might get your attention. Also known as in-product messaging, in-app messaging is used by companies to communicate directly with their customers via their company website or mobile app. Companies incorporate messaging into their website and app in such a way that it’s difficult for the user to miss, therefore improving user engagement. In-app messages are fundamental for users who may be using the platform for the first time and highlight features they can use to get the most out of their experience. Even beyond the [onboarding](http://customersuccesscollective.com/customer-onboarding/) process, in-app messages can help your customers stay up to date with any important changes and updates in the product. These can be announcements of amazing new features, important bug fixes, improvements, or even announcements of some big upcoming change. ### 3\. Create a community of engaged users In-app messaging is a brilliant method of reaching your customers, but it’s not the only way to make them aware of product features. One of the best things about creating a good product is witnessing its reception amongst your users. Online, digital communities are insightful spaces that not only help your customers learn best practices from each other but offer invaluable feedback based on their interactions. According to [a study conducted by Vanilla](https://blog.vanillaforums.com/5-ways-customer-success-managers-can-improve-product-adoption): - An [online community](https://www.customersuccesscollective.com/customer-success-community/) for your customers can help your organization improve engagement by **up to 21%** - **66%** of branded communities say that the community has had an impact on customer retention - **90%** of communities say that suggestions from the community have been used to improve products or services To draw on the words of Helen Keller: “Alone, we can do so little; together, we can do so much.” An engaged community of users is a powerful thing and taps into the confidence that Shari Srebnick referred to earlier. In our opinion, sharing messages of empowerment and success stories is the ultimate organic case study you could ask for. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ### 4\. Conduct NPS and collect feedback Net Promoter Score (NPS) are types of surveys used to gather user feedback and measure how likely your customers will recommend your products and/or services to others. Implement various types of surveys like Net Promoter Score (NPS), Customer Experience Score (CES) or any other to learn about user feelings and thoughts about the product. Don’t forget to follow up based on responses – it can help you and your customer success team improve many things. If there were some nice responses, why not try and build a relationship, or ask for a recommendation to include in your case studies? Prompting people to ask how they’re finding your product is one of the best ways to get them to reflect and use it. [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-249.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--43--1.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation) ### 5\. Segment your customer base It’s important to remember that not everyone reacts in the same way. Some customers may take to your product like a duck to water, but others may need a little more guidance. Segmenting your customers ensures every bit of information they receive from you is relevant. By finding out individual customer characteristics, you can tailor your company’s in-app messaging, milestones and general needs to each individual. This allows you to tailor your approach to specific groups, such as early adopters or the early majority, ensuring a more effective product adoption process for each segment. The whole purpose of [customer segmentation](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) is to better target and cater to your customers. Let's suppose you notice a significant portion of your users are abandoning a particular workflow or feature due to usability issues. In that case, the solution is to address each customer appropriately and give them the type of experience that they need. Once you start addressing your customers properly, you'll find their interactions with your product will be a lot more authentic. [Customer success: Building cross-functional relationshipsConnection is important – it stems from a desire to understand one another. Learning your colleagues’ goals, how they’re measured, and what’s most important to them is going to be key to getting what you want. And the same applies to you.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-250.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--30--2.jpg)](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales) ### 6\. Work closely with your product team Driving higher product adoption requires close collaboration between customer success teams and product teams. These two groups play pivotal roles in ensuring users embrace and fully utilize the product. Customer success teams are on the front lines, directly interacting with customers and gaining valuable insights into their pain points, needs, and usage patterns. By actively listening to customer feedback and analyzing adoption data, customer success teams can identify areas where customers may be struggling or where features are underutilized. This [customer-centric](https://www.customersuccesscollective.com/customer-led-growth) perspective is invaluable for product teams. By aligning efforts and regularly sharing customer feedback with product teams, product managers and developers can prioritize improvements and enhancements that directly address user friction points and optimize the overall user experience. For example, suppose customer success teams notice that a significant portion of users are abandoning a particular workflow or feature due to usability issues. In that case, they can relay this feedback to product teams. Product teams can then investigate the root cause, whether it's confusing UI design, lack of guidance, or missing functionality, and work on improving that aspect of the product. [Your guide on customer feedbackCustomer feedback is one of the most essential parts of a customer success strategy, letting you understand and improve the customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-251.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_feedback-1.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback) When you incorporate [customer-driven feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) into your roadmaps and development cycles, your colleagues in product can iteratively enhance the product, streamlining user flows, simplifying complex processes, and introducing features that better meet customer needs. As the user experience improves and the product becomes more intuitive and valuable for customers, the product adoption curve naturally becomes smoother. Customers are more likely to progress from initial awareness and interest to active usage and advocacy, as the barriers to adoption are reduced and the value proposition becomes clearer. According to **Kimberly Ayala, Director of Customer Success (North & South America) at Akeneo**: > "Building bridges with your product team doesn’t just help your customers, it transforms their experience and prevents blockages with customer progression. Your customers get to share feedback with the people in charge of making changes happen. They get to take part in beta tests, try new features, and potentially influence product roadmaps." Ultimately, this close collaboration between customer success and product teams creates a virtuous cycle, where customer insights drive product improvements, leading to higher product adoption, customer satisfaction, and loyalty. --- ## Did you enjoy this article? If you’re looking for more resources on customer engagement and product adoption, then check out our [**CSC membership plans**](http://customersuccesscollective.com/signup/)to uncover a wealth of world-class resources – all at the tips of your fingers. ### Customer experience maturity model URL: https://www.customersuccesscollective.com/customer-experience-maturity-model-template-framework/ Last updated: 2025-11-28T14:48:15.000Z ## What is a CX maturity model template? A CX maturity model template is a structured framework that helps organizations assess how advanced and effective their customer experience operations truly are. Rather than guessing where you stand, this model provides a clear, objective way to evaluate your current capabilities, understand what “good” looks like, and identify the steps needed to progress. With this model, CX stops being a vague concept and becomes an organizational discipline with measurable components, benchmarks, and actionable next steps. ## What’s inside the template? The template includes a complete CX maturity matrix, covering five core dimensions of customer experience and outlining four levels of maturity for each. Each section includes detailed descriptions and checkboxes to help you identify your current stage. The five CX dimensions include: 1. **Strategy & leadership** 2. **Voice of the customer (VoC)** 3. **Culture & people** 4. **Journey mapping & design** 5. **Data & technology** ## How to use the template 1. **Review each CX dimension** Go row by row through the matrix and determine which stage (1–4) most accurately reflects your organization’s current state. 2. **Complete the scorecard** Assign scores for all five dimensions, record your totals, and identify your 12-month target state. 3. **Interpret your maturity score** Use the guidance on pages 4–5 to understand where you fall: - **5–8 points:** Ad-hoc – High risk, inconsistent CX - **9–13 points:** Defined – Foundations in place, but still siloed - **14–17 points:** Managed – Strong performer with consistent CX - **18–20 points:** Market leader – Predictive, proactive, and differentiating 4. **Identify areas of focus** Each tier includes recommended priorities, such as improving feedback loops, breaking down silos, or adopting predictive CX technologies. 5. **Align teams and build your roadmap** Share results with leadership and cross-functional partners to define investments, initiatives, and timelines for improving CX maturity. Gain a clear, structured path toward building a world-class customer experience, one that is consistent, predictive, and central to your organization’s identity. ## Download your CX maturity model template ![Customer experience maturity model](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Customer-experience-maturity-model.png) [Customer experience (CX) maturity model Customer experience (CX) maturity model .pdf129 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/Customer-experience--CX--maturity-model-.pdf "Download") [Customer experience (CX) maturity model Customer experience (CX) maturity model .docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/Customer-experience--CX--maturity-model-.docx "Download") [Customer experience (CX) maturity modelCustomer experience (CX) maturity model Customer experience is not a project; it is an organizational discipline. However, many companies struggle to understand exactly where they stand or what “good” looks like. This CX maturity model is designed to help CX and CS leaders: Objectively assess…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-69.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJUYWFt141LJaz37XzZzUGt0bP1BI0B_iyT1_XVBnwoE5HnuU2cgtWFKOTD87vj7jghkcLWys0bjrk52AkFROq4XMszObNvnDvDy-af2BGL5p-k-1Xb-w1200-h630-p)](https://docs.google.com/document/d/1MAqSkOS2kbjjWKcXVm9VHo2b-ESD90Mfcgd74cNVCZM/edit?usp=sharing) _This post is for paying subscribers only._ ### Resolving conflict within your customer success team URL: https://www.customersuccesscollective.com/resolving-conflict-within-your-customer-success-team/ Last updated: 2025-11-27T14:02:56.000Z Every [customer success leader](https://www.customersuccesscollective.com/leadership-in-customer-success-nils-vinje/) eventually faces it, the moment when tension ripples through the team, when collaboration feels forced, and when what used to be a healthy debate turns into a distraction. Conflict, in this line of work, is not the exception... it's part of the job. Customer success teams operate in complex, high-stakes environments. They’re [balancing customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/), internal goals, and [constant change](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/). Each person brings a different background, [communication style](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/), and sense of urgency. When things get tough, friction surfaces. But when handled correctly, conflict can be one of the most powerful catalysts for growth, trust and performance. In my own leadership journey, I’ve learned that the goal is not to eliminate conflict but to refine how the team navigates it. Here are the lessons and approaches that have shaped my view of resolving conflict within customer success organizations. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Understand the real source of conflict The surface story is rarely the real story. When team members clash, it almost never starts because of personality differences or disagreements about process. More often, the conflict is rooted in misalignment, misalignment of expectations, ownership, or values. ### Structure creates conflict, not personality I remember one situation from my time leading a regional team of folks, from engineers to architects and [support](https://www.customersuccesscollective.com/evolving-from-customer-support-to-customer-experience-2/). Two site leads were in constant disagreement over how to support a shared strategic deployment across two key sites in Latin America. One focused on protecting the relationship and ensuring smooth communication, while the other was intent on driving expansion. Both were right in their own way, but their priorities collided because no one had clearly defined success for that stakeholder. Once we aligned around a shared goal, one playbook, one customer plan, one message, the tension eased almost immediately. Neither person had to change their personality; they just needed clarity. The lesson was simple: conflicts rarely start with people, they start with structure. Before assuming it is a relationship issue, check whether your system is forcing people into competition when it should be enabling collaboration. ## Address it early, not after it becomes culture When you sense conflict, act quickly. Silence gives it room to grow. Early in my career, I made the mistake of assuming time would smooth things out. It rarely does. Instead, tension festers and spreads quietly, shaping team norms in ways that are hard to reverse. I once ignored a disagreement between two senior team members because their results were strong. Six months later, the entire team was divided into “sides.” Productivity had dropped, and collaboration was fractured. Fixing it required months of rebuilding trust that could have been saved with one honest conversation early on. Now, when I see early signs of strain, tone in meetings, missed [handoffs](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) and side conversations, I address it directly. I start by listening to both sides separately, then bring the group together once I understand the perspectives. The conversation is never about blame; it is about clarity, empathy, and moving forward. Leaders who address conflict early show their teams that candor and accountability are part of the culture. It is not about policing behavior; it is about protecting momentum. ## Separate intent from impact In customer success, you lead people who care deeply about customers and outcomes. And sometimes, that passion manifests as intensity. The trick is to separate *intent* from *impact*. I once had a [top performer](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/) whose communication style was very direct. Some peers viewed it as aggressive, but her intent was always to protect the customer’s experience. When feedback came her way, she was shocked. “I was just being efficient,” she said. That moment reinforced the importance of coaching both perspectives. To her, I explained how her delivery impacted team dynamics. To the others, I highlighted her intentions. When both sides could see the full picture, they found balance. People rarely wake up intending to cause friction. Our job is to help them see how their actions land, and how to adjust without losing authenticity. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg) ## Use feedback as a bridge, not a weapon Feedback is one of the most powerful tools for resolving conflict, but only when delivered with precision and care. Over time, I have come to rely on a simple three-part model: **context, behavior, and impact.** “During our customer meeting yesterday” **(context)**, “you spoke over a teammate several times” **(behavior)**, “which made it difficult for the customer to follow the flow of the discussion” **(impact)**. This method is factual, neutral, and focused on improvement. It takes emotion out of the delivery but keeps empathy in the message. I have taught this approach to every team I have led, and it fundamentally changes how people give and receive feedback. When you build a shared language around feedback, you reduce defensiveness. People stop waiting for leadership to step in and start resolving issues with one another directly. That kind of maturity is a hallmark of a strong CS culture. ## Encourage healthy debate One of the biggest misconceptions in leadership is that harmony equals health. I disagree. A team that never debates is not a team that is aligned; it is a team that is disengaged. Customer success is inherently cross-functional. You have people with different views – technical specialists, relationship managers, data analysts, and renewal owners – all seeing the customer journey from *their* *own* angle. Productivity should be the mark of disagreement. How can you turn this clash into something positive? At a leadership gathering several years ago, I had two managers in a heated discussion about how to handle enterprise renewals. One wanted tighter governance, the other wanted flexibility. But instead of stepping in to end it – which is the knee-jerk reaction for any kind of conflict – I reframed it; I asked each to argue the opposite position for 10 minutes. The conversation transformed. They found middle ground and later co-designed a model that became our new standard. I’m a firm believer that healthy conflict actually builds better strategy, but the key is to keep the debate focused on ideas, not individuals. [How to give your team constructive feedbackThe ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team. So, “How do you do this,” you ask?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-429.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--3--4.jpg)](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) ## Coach through conflict, do not dictate When leaders handle conflict by simply issuing directives, they might solve the short-term issue but miss the long-term growth opportunity. Coaching through conflict builds resilience. I often start by asking questions that shift the focus from positions to principles: - “What outcome are you both trying to achieve?” - “What would success look like for the customer?” - “Where might assumptions be getting in the way?” You see, these questions guide people back to shared purpose, encouraging accountability rather than dependency. The goal isn't *to win* an argument, but to rediscover alignment. And this is the best part: when your team learns to resolve issues on their own, you’re no longer the referee, but the enabler of a newfound maturity. ## Recognize the emotional layer Despite my earlier point about conflict being about structure, not personality, it's no good pretending conflict is purely operational. It's not some mechanical thing that logic alone can resolve. You’re dealing with real people, with real emotions. Customer success professionals spend their days navigating pressure, demanding customers, changing priorities, and constant visibility. Even small misunderstandings can trigger strong reactions when someone is already stretched thin. I make it a point to understand where my team is emotionally, not just operationally. If someone starts responding sharply or withdrawing from discussions, that’s a signal. It may not be defiance; it may be fatigue or burnout. I had a team member who was usually very collaborative, but suddenly they became defensive in every meeting. It was a real head-scratcher; totally unlike them. Not wanting things to get out of hand, I had a one-on-one conversation with them and learned they were struggling with [a particularly difficult customer](https://www.customersuccesscollective.com/customer-complaints/) and felt they were letting the team down. We reassigned part of their workload, clarified expectations, and gave them space to reset. Within two weeks, their entire attitude shifted. It’s important to pause here and remind ourselves that empathy isn't about being gentle. It's a deliberate approach. Noticing the emotions involved in a conflict helps stop minor issues from growing into major ones. [Here’s why emotional intelligence will make you a better CSMWe’ve all heard about empathy in customer success, right? But EQ? That’s something that needs to be discussed more, and I believe it’s absolutely crucial in our field.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-430.png)Customer Success CollectiveJenelle Friday![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Jenelle-friday--1--2.jpg)](https://www.customersuccesscollective.com/emotional-intelligence/) ## Set the tone: Model the behavior you expect Your team is always watching how you handle tension, taking their cues from you. If you want them to handle conflict with composure and respect, you need to show them what that looks like under pressure. I once had two teams blaming each other after a [customer escalation](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/) that went awry. Sure, it would have been easy enough to assign responsibility to both parties – wash my hands of it, so to speak. Instead, I took a different route; I called a joint meeting and started by taking ownership of the lack of clarity that had led to the breakdown, and – I kid you not – the entire tone of the meeting immediately changed. Both sides immediately followed suit, acknowledging where they could have communicated better, and within an hour, we had a joint recovery plan and a stronger working relationship than before. Don’t forget your role in [shaping team culture](https://www.customersuccesscollective.com/beyond-the-buzzwords-build-a-culture-driven-company/); your example becomes their gold standard. If you lead with transparency and accountability, they will too. ## Turn conflict into a learning loop It's tempting to move on quickly after a difficult moment – to just be glad it's over. But that's a missed opportunity. Conflict can either divide or develop a team. The difference lies in what happens afterward. After any major disagreement or issue, I make time for reflection. What triggered it? What signals did we miss? What can we adjust in our structure, process, or culture to prevent it in the future? This approach turns every conflict into data, a [feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) that strengthens the organization. I know that might sound clinical, like I'm reducing human emotions to spreadsheet rows. But it's the opposite. When you treat conflict as information rather than failure, you take away its power to divide. But over time, it transforms tension from something people fear into something they can navigate confidently. Teams that can debate, resolve, and move forward quickly are the ones that innovate faster and deliver more consistent customer outcomes. [Learning to lead: A guide to authentic leadershipThis article will serve as your personal guide through the sometimes hazardous journey of leadership. Here’s what you’ll walk away with: the five rules that encompass my leadership framework; the five promises you won’t compromise on; and the 10 deliberate actions you can take.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-431.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--14--1.jpg)](https://www.customersuccesscollective.com/authentic-leadership-guide/) ## Final thoughts Conflict within CS teams is not necessarily a sign of dysfunction – so don’t panic and run for the hills if two of your team members start disagreeing. It’s a signal that people care deeply about doing what is right for the customer and the company. The real question isn't whether conflict will happen, it's how you, as a leader, choose to respond. When handled with [empathy](https://www.customersuccesscollective.com/empathy-map-template-framework/), clarity, and fairness, conflict becomes a driver of trust. It sharpens focus, builds [emotional intelligence](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/), and strengthens team identity. The most effective CS teams channel tension to enhance collaboration rather than to undermine colleagues. Leadership in this space requires patience, perspective, and courage. When you [create a culture](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) where conflict leads to understanding, not division, you unlock the kind of [psychological safety](https://www.customersuccesscollective.com/psychological-safety-customer-success/) that turns good teams into great ones. ### Are you making this adoption mistake that costs you customers? URL: https://www.customersuccesscollective.com/adopt-onboarding-podcast-video/ Last updated: 2025-11-26T16:19:14.000Z _No content available._ ### Customer Success Summit Chicago | November 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-chicago-november-2025/ Last updated: 2025-11-25T16:09:41.000Z Catch up on all sessions from our CS Summit Chicago, from the likes of Microsoft, Qualtrics, Eightfold, Global Relay and more. _This post is for paying subscribers only._ ### Why AI falls short in customer success without human insight URL: https://www.customersuccesscollective.com/why-ai-falls-short-in-customer-success-without-human-insight/ Last updated: 2026-08-14T12:37:16.000Z When I think of AI, things that come to mind are often from movies like *Minority Report* (2002), where predictive data puts people in jail, or *I, Robot* (2004), where humanoids serve us. It might sound scary, but this isn't the first time technology has triggered fear of change. Back in the 1980s, when the IT boom happened, many feared a massive loss of jobs. That wasn't true then, and it isn't true now. In this article, you'll discover how to shift your focus from IT problems to business challenges, see real-world use cases where generative AI is driving massive savings, and understand why the human element remains vital in the age of automation. ## Understanding the generative leap The preceding generation of AI was focused on learning from data points. Today, the Large Language Models (LLMs) used across social media platforms are learning on their own and generating content, which is why they push certain types of content to you. This is a massive leap in data amalgamation. Data is the new gold. Every time you use your phone or an Alexa, data points are being captured. ### From tech problem to business solution Today's [AI](https://www.customersuccesscollective.com/work-smarter-not-harder-with-ai/) can execute almost anything complicated. For instance, Continuous Integration/Continuous Delivery (CICD) pipelines can now be linked with LLMs – and this is happening for major manufacturers, airlines, and retailers I work with. However, the key isn't just the tech itself; it's about thinking of the business challenge first, rather than just the tech problem. - In the primitive world, a techie would ask a CIO, "What are your IT problems?" - Today, we ask, **"What are your business problems?"** For a retailer like Tesco (a UK supermarket chain), that might mean figuring out how to get a delivery truck out of the depot earlier to avoid losing money on rebates for delayed shipments. For an airline, it's ensuring a plane is off the tarmac within five minutes to save fuel. We understand the business problem, convert it into a tech solution, and execute it through [generative AI](https://www.customersuccesscollective.com/generative-ai-customer-support/). ### The power of cognitive and customized search Generative AI has also become far more interactive and customized to the user’s needs. While some primitive chatbots still frustrate users with limited responses, better platforms like Walmart's offer drop-down selections, using cognitive search to rapidly find and present solutions. This personalized interaction is already happening in retail. For example, when I walked into a Prada store in Paris, the system detected my credentials and immediately showed me the new set of bags that matched the kind I’d bought on my last visit. That kind of customized interaction is only possible because we are keying in those data points. _This post is for paying subscribers only._ ### The difference between Customer Success Managers and Account Managers URL: https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/ Last updated: 2026-03-06T08:21:43.000Z **Customer Success Managers** (CSMs) and **Account Managers** (AMs). They're both two job titles that float around a lot of businesses. You might be more familiar with Account Managers thanks to Mad Men and long lunches, but CSMs are cropping up more and more. Are they the same; what's the difference? They both *seem* related, right? But it’s not just a case of rebranding; [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) are not Account Managers re-packaged for tech industries that offer [Software as a Service](https://www.customersuccesscollective.com/what-is-saas/) (SaaS). Upon a closer look at their respective skill sets, goals, approaches, and interactions with customers, Customer Success Managers and Account Managers couldn’t be more distinguished. They both operate on entirely different scales and have different objectives when it comes to the customer. We aim to demystify any confusion surrounding these two distinct professions by examining the similarities and differences between these two complex roles. ## TL;DR: Customer success vs. account management In case you're in a rush, here's the topline info, the main differences between a Customer Success Manager and an Account Manager. Customer Success Manager Account Manager Focuses on the entire customer base Focuses on select high-value clients Driven by customer lifetime value Driven by account revenue Proactively delivers value Reactively responds to client requests Scales across many customers High-touch, personalized service Seeks customer retention Seeks contract renewals and upsells ### What does a Customer Success Manager do? A Customer Success Manager is a person who looks after the employer-customer relationship after the sales process. Their role is to ensure loyalty and a lengthy relationship, with the overarching aim for the customer to receive the most out of the product and/or service. **Roles and responsibilities** In an organization, the Customer Success Manager is responsible for developing and nurturing the customer’s value, using [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) like [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS), to monitor the state of their customer base and to lengthen the **customer lifetime** value (CLV). The CSM's overall ambition is to demonstrate value to the customer and vastly elevate their experience with the product, ultimately driving long-term sustained revenue by retaining the customer and avoiding unnecessary churn. [What is the average salary of a Customer Success Manager in 2025?Interested in a career in customer success? You should be. Customer success is quickly becoming one of the top career paths around the world. In 2024, before you consider tax and without including bonuses and stock, the global median baseline salary for a CSM is $75,000.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-422.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--18--3.jpg)](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/) ### What is an Account Manager? An Account Manager is a role within an organization dedicated to managing strong relationships with clients. After a customer’s onboarding with sales, the Account Manager will take over customer liaison until the end of the client’s professional partnership with the organization. **Roles and responsibilities** An Account Manager generates revenue and builds a lasting, fruitful relationship with company clients. Normally, an Account Manager will only have a few accounts, perhaps just two or three, and works with a small pool of customers. In a nutshell, an Account Manager is the personified link between the employer and the customer. But don’t let an episode of the TV show, *Mad Men,* fool you – it’s not all long lunches filled with boozing and schmoozing in smoke-filled Manhattan hotel bars! There’s a genuine, cultivated strategy for liaising and listening to a client’s needs. Just like customer success, you need to have phenomenal people skills to be an Account Manager. In fact, it's the beating heart of account management. It’s a profession that demands an ability to problem solve and to work with a variety of different people, so being able to clearly communicate is critical to success in this role; you need to be able to relay information elegantly between both employer and client. ## The similarities between Customer Success Managers and Account Managers While Customer Success Managers and Account Managers have distinct differences in their day-to-day responsibilities (more on that shortly), there are noteworthy parallels in the core talents and objectives they share. At their foundation, both roles center around developing positive, productive relationships with customers. They leverage a robust set of "people skills" –exceptional communication, service-focused mindsets and analytical abilities – to drive retention and revenue growth. Though their approaches differ, CSMs and AMs are united by their passion for customers and desire to be trusted partners that enable mutual success. The following bullet points expand on the key similarities that unite these two, customer-centric functions. - **Build strong relationships with customers**: You'll find both CSMs and AMs are relationship builders at heart. They're focused on earning trust and creating real rapport with customers through honest communication and rock-solid partnerships you can count on. - **Require excellent communication and interpersonal skills**: Here's the thing - both roles demand top-notch people skills. CSMs and AMs need to connect with every type of customer personality while showing genuine empathy, patience, and the flexibility to adapt on the fly. - **Provide a positive customer experience**: Your CSMs and AMs are all about delivering those consistently awesome interactions that wow customers. They're laser-focused on creating a smooth, valuable journey that keeps you coming back for more. - **Be the main point of contact**: Think of CSMs and AMs as your go-to people. They're often your primary contact, making sure you get seamless support while managing your relationship day in and day out. - **Track and analyze customer metrics and data**: Data's their secret weapon! Both CSMs and AMs dive deep into insights to understand your account health. They're constantly analyzing usage patterns to shape winning strategies. - **Involve some elements of upselling or expanding accounts**: While it's not their main gig, CSMs and AMs have a knack for spotting growth opportunities. They'll strategically match your evolving needs with solutions that actually make sense. - **Focus on retaining and growing revenue**: Bottom line? They're invested in keeping you happy and helping you grow. CSMs and AMs drive retention and revenue through smart account optimization and building genuine loyalty. - **Collaborate cross-functionally within their company**: These folks don't work in silos. CSMs and AMs team up with sales, marketing, and product teams to connect all the dots throughout your entire customer experience. - **Contribute insights to improve products/services**: Your feedback matters, and CSMs and AMs make sure it's heard. They're constantly feeding customer insights back to drive improvements that actually solve your problems. - **Align customers' goals with company objectives**: It's all about creating that perfect sync between what you want to achieve and where the company's headed. CSMs and AMs are masters at finding that sweet spot. [How your CSMs and account managers can collaborate betterIf you’re struggling to get customer success (CS) and account management (AM) on the same page, you’re not alone. Misaligned goals, unclear responsibilities, and inconsistent handoffs can lead to frustrated teams and confused customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-423.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Kimberly-Ayala--1-.jpg)](https://www.customersuccesscollective.com/customer-success-account-management-collaboration/) ## What are the key *differences* between customer success and account management? It boils down to both teams' different overarching goals. Customer success is concerned with cultivating customer loyalty via demonstrating value. While making money is part of every department's long game, customer success teams go about it in a more subtle and less mercenary way. Account management is not only preoccupied with consolidating revenue and keeping the client happy but often is in charge of [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), cross-selling and [renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/). Every organization operates under varying business models with different demands to answer and objectives to reach. Acknowledging this fact plays a massive part in the function of customer relationship management between Customer Success Managers and Account Managers. Let's go into this in slightly more detail. 👇 ### 1\. Scale of customers The way a multinational enterprise corporation operates will not be the same as a small, independent business. Factoring size into the equation is imperative, as the size of the client base varies dramatically between a Customer Success Manager and an Account Manager. An Account Manager will focus their attention on very few clients – maybe two or three, depending on the value of each account. For example, larger companies might have one single client who brings in $1m in revenue, or more. The prestige of this account (client) demands a close relationship with a specific contact person to ensure their needs are met. For complex, high-value clients like this, account management takes a high-touch engagement approach with them. CSMs, on the other hand, can deal with hundreds, if not thousands, of customers at any given time. The size of your employee-to-customer ratio will drastically affect the level of personalization afforded. Customer success teams use tools like Intercom to imitate a close, personal relationship with the customer, but it’s quite literally *en-masse*. In no way does that observation aim to discredit the ethos behind customer success, far from it. CSMs operate on a significantly larger scale than account management does. ### 2\. Customization A lot of why these two fields operate so differently is how they operate under vastly different business models. As customer success originated within the SaaS industry, their customers can be loosely described as “buy-off-the-shelf.” Take the subscription model as an example: customers might pay to watch their favorite cable TV channels, or to read articles in the [New York Times](https://www.nytimes.com/) behind its online paywall. They all pay a fixed small sum per month or annum, and while there may be different plans or subscriptions to choose from, there is actually little room for radical customization or changes to the product. The underwritten golden rule for customer success is to allow every customer to reach their goals with your product and/or service – we certainly aren’t negating that. Large or small, SaaS organizations will operate under very similar models – and this model doesn’t necessarily bend over backward to accommodate each individual customer. Frankly, it’s impossible to do so for everyone. At surface level, one difference between an Account Manager and a Customer Success Manager is their ability to say “no” to customers. (Don’t worry, we promise you it’s not just an excuse to be rude, far from it!) Saying “no” to a customer can be a positive move and one that will help CSMs and the company in the long run. The weight of customers’ investment in account management can cause a great deal of compromising and changing goalposts between different departments. If you’re on commission or billing a client by the hour, of course, they will want to ensure their ambition comes to fruition. But what we’re really talking about is learning the skill to handle a customer’s expectations. ### 3\. Managing (great) expectations Dickens wrote about them; CSMs *live* them. If you really think about it, all it boils down to is common sense. When making promises to everyone, you’re not going to be able to fulfill these commitments to all of them. (You’d have to be super-human to pull that level of customer attention off.) With this customer model, you’re inevitably going to have to let some people down. And the result? You could negatively impact your customer relationships and you don’t want to get on their nerves! Without a doubt, Customer Success Managers are constantly working towards an overarching objective: for customers to meet their goals. Consequently, CSMs can find themselves overstretching their prescribed job role. It’s important to draw lines and politely redirect querying customers to the relevant department, such as sales. During our [Customer Success Festival in June 2021](https://www.customersuccesscollective.com/customer-success-festival-june-2021/), **Corinne Goldberg,** former **Head of Customer Success** at **Slack**, explained that one of the defining characteristics of a CSM is their commitment to ensuring realistic expectations between customer and business. The last thing CSMs want to do is disappoint their customers. After all, when customers are disengaged and neglected, you’ll become susceptible to increased churn rates, and while it *is* possible, [re-engaging a churned customer](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) isn’t easy. Of course, everyone wants to be able to have their customers leave fully satisfied. But realistically, in a SaaS business model that isn’t feasible. In turn, by letting people down you compromise the quality of your service. If customers feel neglected this can spark a high churn rate — something you definitely want to avoid like the plague. Essentially, providing genuinely helpful feedback works both ways. Due to account management's focus on revenue, there are certain stereotypes of Account Managers being “yes” people. The line goes, if you’re paid by the hour by a high-value client, there can be an obligation to agree to every request made. This can often not only be disappointing for the client but incredibly time-consuming. ## Looking to tie customer success closer to revenue? [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## The different approaches of Customer Success Managers vs. Account Managers A key difference between Account Managers and CSMs can be measured by their skill sets, and the way both industries feed into each other is highly contested. Account management is very much a subset of a strategic CSM’s skills. Both fields function in similar ways, but this overlap in skill set comprising both roles isn’t equally shared. In fact, the reverse situation isn’t applicable; customer success management isn’t a mirror of account management. A Customer Success Manager is consistently trying to add value to their product and to the customer’s experience; a CSM might ask the customer how they can make improvements. Depending on the type of product or service, a Customer Success Manager may be able to monitor the customer’s user engagement and reach out to understand why something might not be working out. On the other hand, an Account Manager is driven by an expansive regime, focused on renewals and sales. This lens of revenue is a major difference between a CSM and an Account Manager’s prerogatives. We interviewed **Jyo Shukla, Senior Customer Success Manager at BitSight**, who gave her insight into the DNA behind a CSM: "CSMs have a proactive, trust-based, outcome-focused approach that fosters customer advocacy and leads to more meaningful expansions for the customer in the long run." Jyo’s insight lends itself to a much bigger point: Customer Success Managers have a nurturing mentality. Jyo says CSMs are able to derive the best outcomes for their customers and help them have a more holistic experience. In contrast, account management aims to secure revenue commitment from clients. The main differences are in their scope, approaches, and primary objectives related to customer lifetime value vs. account revenue. But the client-facing relationship-building and analytical skills needed are common across both roles. ## The day-to-day responsibilities of a Customer Success Manager vs. an Account Manager The day-to-day responsibilities of an AM and CSM depend on the type of AM role you're working in. The day-to-day responsibilities of an Account Manager (AM) and Customer Success Manager (CSM) depend on the type of AM role and organization. **Jess Crow**, a **Customer Success Manager** at **Titus Learning**, leads a team of recently transitioned CSMs from AMs, offering an interesting perspective. For Jess, a CSM's daily responsibilities tend to involve: - Strategic review meetings (discussing success plans) - Supporting blockers/challenges with service desk tickets - Helping clients meet their outcomes/ROI - Providing product recommendations and advising on the roadmap On the other hand, an AM's responsibilities at Titus Learning include: - Securing renewals with the CSM providing insight (proposals, negotiations, etc. – classed as transactions) - Leading sales opportunities (upselling/growth) passed as customer-qualified leads (CQLs) by the CSM to provide value and solve problems - Leading gathering of requirements/scope, generating proposals and commercials A key overlap stems from the need to understand client requirements and commercial aspects. For Jess, this happens because insight and relationships sit with the CSM team. CSMs end up doing much of the work to secure upsells with existing clients, given their trusted advisor status, not sales focus. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Client Success Account Managers Not all account management roles are the same. Client Success Account Managers (CSAMs) have way more in common with CSMs than your traditional, sales-focused Account Managers who are laser-focused on renewals and upsells. **Natasha Beresford, Client Success Account Manager at Product Marketing Alliance**, breaks it down: both roles are all about proactively helping clients see value. The difference? How they get there. ### The CSAM approach CSAMs build deep relationships with a smaller book of accounts. They're the primary point of contact after sales hands things over, running frequent check-ins tailored to each client. These aren't just courtesy calls—they're opportunities to share updates, track shifting goals, and spot cross-sell or upsell opportunities along the way. ### How CSMs differ CSMs typically juggle a higher volume of customers. Their focus is on nailing the onboarding experience and making sure clients have what they need to get maximum value from the product. With that kind of scale, they lean on persona-based communications and respond to queries as they come in, rather than maintaining that high-touch approach CSAMs can offer. As Natasha puts it: *"A CSAM has a slightly narrower scope of tasks, but they're usually more in-depth. The recommendations made by the CSAM are often tailored to the client specifically."* Both roles advocate for customers internally and champion the organization externally – gathering testimonials, collecting feedback, and pushing for improvements. But here's the reality: CSAM work is time-intensive. Client reporting, engagement monitoring, issue resolution, regular calls—it all requires hands-on, account-specific effort. Even with templates to streamline things, there's always going to be manual work involved. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## The flexibility between Customer Success Manager roles and Account Managers How much freedom do you actually have in each role? It's a key question when you're weighing up the two paths. **Natasha Beresford, Client Success Account Manager at Product Marketing Alliance**, says it varies by organization—but there are some clear patterns. ### Both CS and AM roles need flexibility Account Managers often work across time zones, so schedule flexibility matters. CSAMs might take calls outside normal hours to accommodate clients, because those conversations are essential for building strong relationships. And when client needs shift – or there's been a miscommunication during the sales handover – CSAMs need the flexibility to navigate tricky situations, adjust deliverables, and reset expectations on the fly. ### CSMs typically have less autonomy Here's the thing: a lot of what CSMs work on – emails, banners, group posts – goes out to a wider audience. That means more processes, more review stages, and tighter alignment with company standards and launch timelines. It's about maintaining consistency and maximizing impact across a large customer base. ### CSAMs have more room to make calls CSAMs operate with more discretion. While there are guidelines (tone of voice, check-in processes), the day-to-day management of each account is largely up to the individual CSAM and their client. For example, a CSAM might have authority to offer refunds or product exchanges up to a certain value – no need to loop in sales or management. They'll also make judgment calls on service levels. If an account has strong growth potential, or if the lead booker is willing to provide a testimonial or client interview, a CSAM might decide to go above and beyond. It's a more tailored, relationship-driven approach, and that requires trust and autonomy. [How to utilize criticial customer success metricsYou can only improve what you measure. I’ve been thinking about this a lot lately, and it’s especially relevant in light of all the industry trends we’ve seen over the last few years.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-418.png)Customer Success CollectiveAshvin Vaidyanathan![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1578353022439-8cbcd4439e6a.jpeg)](https://www.customersuccesscollective.com/understanding-how-to-best-utilize-critical-customer-success-metrics-for-your-organization/) ## Primary KPIs for Customer Success Manager vs. Account Manager Understanding the key performance indicators (KPIs) for CSMs and Account Managers is crucial for setting clear expectations and measuring impact. While both roles aim to drive customer value and revenue, their KPIs reflect distinct priorities and workflows. CSMs are typically measured on: - **Customer retention rate:** The percentage of customers who renew or stay active over a set period. - **Net promoter score (NPS):** Gauges customer satisfaction and loyalty. - **Churn rate:** Tracks the percentage of customers lost. - **Customer lifetime value (CLV):** The projected revenue from a customer over their relationship. - **Product adoption/usage metrics:** Measures how deeply customers are using the product. AMs, on the other hand, are evaluated by: - **Renewal rate:** The percentage of contracts/accounts renewed. - **Upsell/cross-sell revenue:** Additional revenue generated from existing accounts. - **Account revenue growth:** Increases in the value of managed accounts. - **Gross margin/profitability:** Financial performance of managed accounts. - **Pipeline coverage:** Value of opportunities in the account pipeline. Here’s a quick reference table: ![KPI CSM AM Retention rate "A$88,830" NPS "$76,050" Churn rate CLV Product adoption Renewal rate Upsell / Cross-sell Account revenue growth Gross margin Pipeline coverage ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/CSM-purchasing--1-.jpg) According to **Emily Fetherston, Enterprise Customer Success Manager at Veeam Software,** at Customer Success Summit Boston 2023: > “I personally, as a CSM, have very different success metrics than my sales counterparts. This distinction ensures each role is laser-focused on the outcomes that matter most for both the customer and the business." [Find a customer success mentorBy nature, customer success is diverse and constantly evolving, and with so many skills to master and facets to understand, comes the need for guidance. Enter our mentor program.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-419.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Mentor_Meta_-1.png)](https://www.customersuccesscollective.com/find-a-customer-success-mentor/) ## How Account Managers can make a career transfer into a customer success role Transitioning into a different professional field is a keen way to utilize the power of transferrable skills. In fact, since customer success is a relatively non-traditional role, many people find themselves segueing into this booming function. We asked members of the Customer Success Collective [Slack community](https://www.customersuccesscollective.com/customer-success-community/) for advice for any Account Manager or Account Executive looking to move into customer success. **Josh Horsman, Head of Customer Success (UK)** at **Askable**, said: > *"As an Account Manager, you'll already be well-equipped for the role, but there are some important distinctions to consider between the roles.* > > *"Learn to think in terms of how you can deliver maximum value for the customer. Seek to gain a deep understanding of their goals and how your product can help them to achieve those ends.* > > *"Then, make it your mission to help the customer realize that value and hit their goals through building a great relationship, awesome onboarding, first-class customer support, being proactive about seeking their feedback, and finding new ways to help them reach those goals as both your product and their goals evolve."* ### Typical career path and next steps for a CSM vs an AM When you look at career progression for Customer Success Managers and Account Managers, you’ll notice both roles offer clear, but distinct, advancement tracks—and there’s meaningful crossover for those who want to pivot. Let’s break it down side by side for clarity. CSMs typically start as Associate or Junior CSMs, moving into mid-level CSM roles and then advancing to Senior CSM, Team Lead, or Customer Success Lead. From there, many step into management as Customer Success Managers (of teams), Directors of Customer Success, or even VP/Head of Customer Success. Some CSMs branch into specialized roles like Customer Success Operations or Customer Experience Strategy, especially in larger organizations. AMs often begin as Account Coordinators or Junior Account Managers, progressing to Account Manager, then Senior Account Manager. The next steps include roles like Account Director, Head of Account Management, or even VP of Accounts. In some organizations, AMs transition into broader commercial leadership, such as Sales Director or Revenue Operations. Here’s a quick comparison table for reference: ![Level CSM Path AM Path Entry Associate/Junior CSM Account Coordinator Mid CSM Account Manager Account Executive Senior Senior CSM / Team Lead Senior AM Leadership Director/VP CS Director/VP Accounts Specialized CS Ops / CX Strategy Revenue Ops / Sales Director](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/CSM-vs.-AM-comparison-table.jpg) For startups and scale-ups building customer success functions from scratch, finding candidates with direct CS experience isn't always realistic, or even necessary. Speaking on a panel at Customer Success Summit London 2023, **Melissa Foster, Chief Experience Officer at WorkBuzz**, shared her pragmatic approach to building a CS team from the ground up: > "When we started our journey, we had to recruit from outside of customer success – that was the reality of what we had. So a couple of my CSMs who have developed with us came from account manager backgrounds, people with strong sales incentives or experience in sales roles." What mattered more than a traditional CS pedigree? "Finding the right people because of their behaviours, their value set – things that you can't teach." But hiring for potential comes with a responsibility: radical transparency about what the role actually involves. In resource-constrained environments where CSMs inevitably wear many hats, Foster emphasises the importance of setting expectations from day one. > "Complete honesty. I think this is really, really important when you're hiring a new team. If it is a CSM role where they are wearing many hats, tell them that upfront." It's a reminder that building a successful CS team isn't just about finding the right skills; rather, it's about finding the right people and being honest about the journey ahead. [How CSMs can drive revenue without feeling like salesCSMs are under more pressure than ever to drive revenue, and that pressure isn’t going away. But a lot of CSMs never signed up for that. In fact, some chose CS precisely because it wasn’t sales. So, how do you balance the revenue expectation without becoming another version of sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-420.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--2-.png)](https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/) ## Evolving CSMs beyond relationship-building With the impact of an unpredictable economy, budgets often tighten. Customer success teams are likely to be tasked with directly generating revenue through account expansion. This signals an evolution beyond the traditional relationship-building focus of customer success. According to **Santosh Sahoo**, **Regional VP of Customer Success** at **MuleSoft**, to drive this evolution, customer engagements need to become more purposeful: > *"Every engagement should intentionally progress the customer to the next step in their journey. If an engagement doesn't strategically move the customer forward, it runs the risk of being non-valuable, amounting to mere relationship-building, which, while significant, is already being covered by an account team.* > > *"It's not solely the purview of the CSM to maintain relationships. Instead, CSMs need to focus on* [*driving outcomes*](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/)*."* This intentional, outcome-based approach is the future of customer success. CSMs have a prime opportunity to expand their impact beyond just maintaining customer relationships. With the right vision and strategy, they can transform into drivers of adoption, expansion, and retention. Traditionally, account management is commercially driven rather than outcomes driven. Many AMs prioritize sales due to targets, which can, unfortunately, lead to mis-selling if they do not fully understand client requirements and pain points. These insights usually sit with the Customer Success Manager. ### The future is digital The future of account management is headed towards a digital transformation, but that doesn't mean losing the personal touch. As [McKinsey research](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/how-digital-is-powering-the-next-wave-of-growth-in-key-account-management) shows, key Account Managers will need to adopt a hybrid model that blends high-tech capabilities with high-touch service. On the one hand, data and digital tools will drive unprecedented efficiency and insights. According to the study, Account Managers can leverage automation, AI-enabled analytics, and account planning software to get an integrated view of customer needs and strategy. This allows them to scale personalization in a way not possible before. But even as Account Managers embrace these digital capabilities, the human element remains critical. Key accounts still value a trusted advisor who understands their business and goals at a deep level. Someone who can be their advocate across the organization. This is where Account Managers will continue providing white-glove service and strategic guidance. The most successful Account Managers will integrate the two approaches seamlessly. They'll tap data to inform where high-touch services are most valuable and personalize digital touchpoints. Blending automation with human interactions will allow Account Managers to drive growth for their most strategic customers like never before. The future is not digital *or* personal. It's digital *and* personal. Account management will thrive by leveraging both. [Pioneering digital-first customer successIn a realm where customer relationships and strategic engagements are paramount, the evolution of CS has been both a challenge and an adventure, shaping and reshaping the way we interact with and deliver value to our customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-421.png)Customer Success CollectiveCarlos Quezada![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--33--1.jpg)](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/) ## All in all... > **CSMs are concerned with demonstrating value by enhancing the customer experience for sustained loyalty and long-term revenue generation.** > **Account Managers are revenue-led, with the end goal of keeping high-value clients happy and dealing with renewals, up-selling and cross-selling.** Where CSMs are preoccupied with dealing with bigger scale, Account Managers ultimately deal with bigger clients. Account management can be categorized as reactive in supporting its client-business relationship with a focus on contract renewals and upselling. Customer success, on the other hand, is preoccupied with making sure the customer’s goals are *their* own goals. While both can happily co-exist, a CSM wouldn’t try and do an Account Manager’s job and up-sell; it would ruin the foundation of their relationship with the customer: trust. A CSM takes a more proactive approach with day-to-day mutual engagement plans, with the aim of adding value to the customer. Customer success teams can operate on a variety of [high-touch or low-touch relationships](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/), depending on the customer base. On the other hand, account management will ordinarily have a high-touch strategy due to their smaller clientele. Both branches of customer relationship management (CRM) are very similar, but the glaring difference between them is intent and scale. While CSMs are more common in SaaS, and Account Managers are more traditional fixtures in business, the success of both of these roles is dependent on the style of your business and the individual demands of your customers. --- ## Ready to become a customer success maestro? If you want to master the essential competencies for customer success and accelerate your career, [**Customer Success Certified: Core**](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/) is the most comprehensive training out there. Get ready for a deep dive into every crucial aspect of the CS role. You’ll uncover cutting-edge strategies for customer onboarding, activation, advocacy, and beyond. Learn how to: ✅ Tackle churn ✅ Optimize expansion ✅ Ace CS metrics. This is your chance to equip yourself with the confidence, practical skills, and competitive edge you need to excel. The actionable tools and unparalleled expertise will take your strategies to the next level so you can deliver results. What are you waiting for? Enroll in **Customer Success Certified: Core** today and start your journey to CS mastery! [Accelerate your career](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/) ### 6 reasons why clients don’t want to speak to their CSM URL: https://www.customersuccesscollective.com/6-reasons-why-clients-dont-want-to-speak-with-csms/ Last updated: 2025-11-21T07:49:33.000Z Working with a client on a call is the main way for [customer success managers (CSMs)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) to uncover value from their product or service and, as a result, maintain a high level of gross and net retention. On-site meetings also happen now and then, but the COVID-19 pandemic has made online interaction even more common than it used to be. CSMs are not magicians and cannot always guarantee that the customer’s expectations for the product are met or exceeded (for example, when the product is simply a bad fit). However, the result of the interaction with the CSM is usually a more satisfied client whose business challenges have been addressed. For that to happen, a call with a CSM needs to take place. Unfortunately, getting clients on a call is one of the key challenges CSMs face regularly. Today we will discuss six common reasons why customers do not want to speak with their CSMs and what to do about it. 👇 ## 1\. The essence of the role of a CSM is unclear As more and more companies make the transition from a proprietary business model to a [subscription-based one](https://www.customersuccesscollective.com/what-is-saas/), the role of customer success manager is becoming more common. It’s still new compared to more ‘classic’ and well-known client-facing roles like sales representatives, [account managers (AMs)](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), or support agents. So when CSMs reach out to customers, they often get confused since they don’t understand what the role implies. You often hear phrases such as, “I thought I already had a dedicated sales rep” or, “Is this about the marketing survey I got from you earlier?” The client thinks these calls are a waste of time and ignores the emails or declines the offer to have a meeting. To avoid this confusion, it’s critical that CSMs and AMs plan client communication together. It’s good practice for the account manager to introduce a customer success manager and elaborate on the role and the support the client can expect from a CSM. Positioning the role in the CSM’s intro email also helps. It might also be a good idea to send an email titled ‘Introducing your account team’, where all the customer-facing employees are positioned and their respective scopes of work are presented. For example, you can highlight that for all commercial questions, the client is welcome to reach out to the account manager. The customer success manager provides strategic guidance on achieving the goals the client has set for the product and ensures ROI on it. Meanwhile, the support team addresses the technical issues. Given that the team may change over time, it wouldn’t hurt to re-send these emails once a year or even more frequently. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 2\. The client is concerned that CSM will start selling upgrades The lack of understanding of the role of customer success managers may lead to a false assumption that they will sell something during the call. To address this concern, the role of the CSM has to be positioned properly. Sometimes this means communicating to the client directly that selling isn’t something that falls into the CSM’s area of responsibility. Should the customer want to [upgrade their subscription](https://www.customersuccesscollective.com/upsell-templates/), the CSM would connect them to their Account Manager. When handling customers’ objections on this matter, it would be a good idea to highlight (either in writing or when calling the customer directly) that the first step is always making the most of their current subscription type to [increase the value without increasing spending](https://www.customersuccesscollective.com/the-vital-role-of-innovation-led-growth-in-customer-success/). It’s critical that CSMs demonstrate consistency in that commitment. They need to be prepared to demonstrate the product’s basic solutions and suggest workarounds wherever applicable. For example, some of Wrike’s customers purchase our product as a CRM. While we have many successful CRM use cases, Wrike does not have the whole set of CRM features and solutions that Salesforce has to offer. To set the right expectations, we communicate to customers that while we would be happy to assist in building a CRM in Wrike, it would involve workarounds in several areas where our product isn’t tailored to these needs. If CSMs are incentivized to push through subscription upgrades, they need to start with solutions already available on the client’s subscription to win their trust. Once these solutions have been provided, it would then be fine to communicate (wherever applicable) that higher subscription tiers or add-ons offer a better way to address their challenges. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## 3\. Excessive communication from the company It’s often the case that many departments in the organization are sending emails to the customers to try to engage them in other ways. While everyone has their agenda and goals to achieve, this can lead to customers being overwhelmed by communication. When communication efforts by different teams aren’t coordinated and consolidated, it can become a true nightmare for the customer. Remember, your solution may not be the only product the client is using. Try to imagine the total amount of messages they receive. As a result, many customers may choose to unsubscribe from all communication. According to laws such as GDPR, this means that it would not be legal to continue engaging the client. As a first step, I strongly recommend reviewing all communication sent to the customer by various teams and departments to create a unified and consolidated strategy. Secondly, ask team members who are already in touch with the client to introduce members of other teams on calls or via email instead of reaching out to the client themselves. For example, if a UX research team needs to conduct a product interview with the client, it’s a better idea to leverage an AM or a CSM who has built a relationship with a client than to send a regular intro email. Thirdly, create an opportunity for customers to choose which type of communication they would like to receive. For example, give them the option to unsubscribe from marketing emails and only receive communication from the account team. Finally, after a successful call with an AM or CSM where value was clearly delivered for the customer, ask them to re-subscribe to communication so the account team can reach out. Demonstrate flexibility on this front if the client asks for communication once per quarter or twice a year instead of bi-monthly emails. ## 4\. The client had a negative previous experience with a CSM Another scenario that may leave a customer reluctant to have a call with a CSM is a previous negative experience with a customer success manager, either from your company or another vendor. This could have happened due to the CSM’s lack of training, a lack of empathy, false expectations on the client’s side, or many other reasons. Sometimes, it can be as simple as misalignment on a personal level. Regardless of the reason, such an experience may linger in the customer’s mind and, as a result, the call offer is declined repeatedly. Being pushy about getting the client to attend a meeting would *not* be a good approach here. Instead, customer success managers need to be ready to jump in whenever any help is required from the client’s side. Again, it’s a good idea to collaborate with other teams already having an open conversation with the customer – sales, support, renewals, billing, or any other customer-facing team. They can loop the CSM into the discussion, and as long as they do a good job addressing the client’s needs, trust will be earned over time. [Turning customer complaints into product gold dustEvery business encounters customer complaints: they’re an inevitable part of any operation. However, the way these complaints are managed can significantly affect the success of an organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-416.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3.jpg)](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/) ## 5\. No proper champion on the clients’ side to drive the rollout or adoption Organizational commitment to adopting a new solution involves having a person drive the change in the organization, help team members learn how to use the solution, adapt the processes, and remind the employees to follow them. Sometimes, the executive decision is made to purchase a specific solution, but there’s no buy-in from anyone from senior management and no one to be the solution evangelist. Everyone says they’re busy and don’t have the time to study the tool themselves and facilitate the team’s onboarding and adoption. As a result, CSMs are unsuccessfully reaching out to various stakeholders and getting the same answer: “I’m not responsible for that.” The same thing can happen when there was once a great champion in the organization, but they’ve left and no one else has stepped into their shoes. The only solution here is to arrange a meeting with the decision-maker – usually a C-level or VP-level executive. Clearly and honestly present the situation by saying: “Your company has already spent X amount on our solution. My goal is to maximize the ROI on your spending. For that to happen, we need a senior manager from your side to drive the change. Could you please tell me who would be the best person I could reach out to on this?” This approach is usually pretty effective since senior management is committed to ensuring company money is well spent. They have the authority to start the wheel turning. [5 easy ways CSMs can drive product adoptionEvery customer success professional will be acutely aware of how important it is to get customers to use their product. A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/04/photo-1493612276216-ee3925520721.jpeg)](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) ## 6\. The customer considers themselves a product expert Occasionally, customers [self-onboard](https://www.customersuccesscollective.com/customer-onboarding/) without the help of a CSM. This could happen for different reasons – from unresponsiveness to the initial outreach to not meeting the criteria to get a dedicated customer success manager. In any case, clients develop their own practices for using the product. Sometimes, these practices are very effective and similar to what the CSM would recommend. In other scenarios, there may be fundamental flaws in product usage that significantly diminish the value received from it. However, the client may not be aware of those flaws and could be 100% confident that they’re doing things right and don’t need any help. In other words, they don’t know what they don’t know. Getting such customers on a call is usually less challenging than getting them to change their ways of doing things. The reason for their resistance is completely different from the five described above. In our experience, the word ‘new’ is one of the most attractive ways to get them into a meeting. New releases, new best practices, new success stories – all new. When CSMs manage to attract customers with compelling messaging, their job has only just begun. They often need to spend quite some time driving changes in product usage. Getting customers on a call is only the first step in the long and challenging process of helping them to get the most out of their investment in the product. But without it, everything else – the CSM’s expertise, market and industry knowledge, the product use case – doesn’t matter. --- *If you liked this article and fancy learning more about the do's and don'ts of customer success, you should have a snoop at our* [*templates and frameworks*](https://www.customersuccesscollective.com/templates-and-frameworks/)*, which are included in our membership plans.* ### What if customer education was your BEST retention strategy EVER? URL: https://www.customersuccesscollective.com/learn-customer-education-podcast-video/ Last updated: 2025-11-25T16:20:02.000Z _No content available._ ### The AI-enabled customer org: Metrics, models, and mindset shifts URL: https://www.customersuccesscollective.com/the-ai-enabled-customer-org/ Last updated: 2025-12-05T14:05:18.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** December 4 **Time:** 4:00pm GMT **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/chief-customer-officer-summit-san-francisco-september-2025-ondemand/?wchannelid=pe7hnvf8ij&wmediaid=maqisohafm) AI has redefined the way CS, support, account management, and professional services operate in just a few short years - this panel is here to share their learnings so far and pave the way for future success. Join senior leaders as they share real-world approaches to adopting AI, evolving success metrics, and driving the cultural mindset shifts required to build a high-performing, AI-enabled customer organization. --- ### **Key Takeaways:** - **Practical AI Adoption Strategies**: Hear how leading CS, Support, AM, and PS teams are implementing AI today - what’s working, what’s not, and the actionable steps you can take to modernize your own customer operations. - **Evolving Success Metrics for an AI-Driven Era**: Discover how AI is reshaping traditional performance indicators, and learn which new metrics matter most when building a scalable, insight-driven customer organization. - **Building a Culture That Embraces AI**: Understand the mindset shifts, team enablement, and change-management approaches required to foster a truly AI-ready organization that delivers higher impact and stronger customer outcomes. --- ### Meet the speaker: - [**Oliver Nono Regional**](https://www.linkedin.com/in/olivernono/), Vice President of Customer Success at **Zendesk** - [**Christina Hall**](https://www.linkedin.com/in/cristina-hall/), Chief Customer Officer at **Bringg** - [**Harshita Banka**](https://www.linkedin.com/in/harshita-banka-3839672b/), Vice President of **Customer Expereince Infor** - [**Guy Gadnir**](https://www.linkedin.com/in/guygadnir/), Chief Executive Officer & Co-founder at **Journeyz** ### Customer Success Summit Sydney | October 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-sydney-october-2025/ Last updated: 2025-11-19T22:21:00.000Z Whether you're looking to reduce churn, improve adoption metrics, or create more effective customer health scores, head back to your desk with a personalized action plan. _This post is for paying subscribers only._ ### Feature satisfaction survey template URL: https://www.customersuccesscollective.com/feature-satisfaction-survey-template-framework/ Last updated: 2025-11-18T15:25:33.000Z ## What is a feature satisfaction survey template? A feature satisfaction survey template is a ready-made questionnaire designed to help you understand users’ first impressions of a new product feature. When you launch something new, early feedback is critical. This template gives you a structured way to capture user sentiment, identify issues, and gather suggestions for improvement. ## What’s inside the template? The template includes a complete set of questions covering satisfaction, usability, engagement, and future intent. - **Survey introduction script** – A friendly opening message explaining why you're requesting feedback. - **Satisfaction rating** – A 1–10 scale to measure how satisfied users are with the feature. - **Usability checks** – “Yes/No” questions asking whether users encountered any problems. - **Intent to continue using the feature** – A quick way to understand long-term adoption potential. - **Open text prompts** – Space for users to share feedback, missing functionality, or unexpected issues. - **“Disappointment test” question** – Users indicate how disappointed they’d be if the feature were removed (very / somewhat / not disappointed). - **NPS-style rating** – A 1–10 likelihood to recommend the feature to others. - **Final thoughts** – A place for any additional comments or suggestions. - **Guidance for interpreting results** – Best practices for following up, sharing insights, and iterating on improvements. Everything is designed to be simple and user-friendly while capturing meaningful insights you can act on immediately. ## How to use the template 1. **Customize your introduction** Insert the feature name and briefly explain why you’re collecting feedback. 2. **Send the survey soon after feature use** Early impressions are the most honest and the most actionable. 3. **Monitor quantitative results** Track trends in satisfaction, usability issues, intent to continue using the feature, and likelihood to recommend. 4. **Analyze qualitative responses** Look for recurring themes around missing functionality, unexpected behaviors, or usability challenges. 5. **Follow up with respondents** Let them know their feedback is valued and communicate what improvements you’re making. 6. **Share insights with your team** Ensure everyone is aligned on next steps. 7. **Iterate and repeat** Run another survey after updates to measure whether improvements have had the desired effect. Using this template helps you create a clear feedback loop that drives continuous improvement and strengthens customer satisfaction with every new release. ## Download your feature satisfaction survey template ![Feature satisfaction survey template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Feature-satisfaction-survey-template.png) [Feature satisfaction survey templateFeature satisfaction survey template.pdf95 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/Feature-satisfaction-survey-template.pdf "Download") [Feature satisfaction survey templateFeature satisfaction survey template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/Feature-satisfaction-survey-template.docx "Download") [Feature satisfaction survey templateFeature satisfaction survey template Getting first impressions right is a key part of any successful new product feature. And you can use this feature satisfaction survey to understand how your new build is sitting with your users. It’ll help you to understand their experience so far and learn…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-68.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyIYtbFKoaGnQQhWbpT6E4heF91A03qE-aAWHRPrnyKNV3JDbgLGuIL1CreMnQIWf9XG0lQ5GFMLXJFPoJGyz-GMiMJNxiq6RaPeI4C09xJtVrjcE8DM-w1200-h630-p)](https://docs.google.com/document/d/1wEU-B%5Fm2MqAQBfJ2Q5--8vbX0rbDoqaqP6K-whnxdPU/edit?tab=t.0) _This post is for paying subscribers only._ ### The Customer Success Manager interview playbook URL: https://www.customersuccesscollective.com/customer-success-manager-interview-playbook/ Last updated: 2025-11-14T16:06:24.000Z Landing your next [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) role, or [climbing the ladder](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/) in your current company, requires more than just showing up and hoping for the best. After leading CS teams as a two-time [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) and interviewing hundreds of [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs), I've seen what separates candidates who get offers from those who don't. And spoiler alert: it's not just about your experience. In this article, I'm sharing the exact frameworks and strategies I use (and teach) for [mastering CS interviews](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/), finding the right mentors and sponsors, and taking control of your career trajectory. These are battle-tested approaches that have helped countless CS professionals land their dream roles and accelerate their growth. ## What hiring managers really want to know Let's start with a truth bomb: when I [interview CSMs](https://www.customersuccesscollective.com/5-ways-to-nail-your-customer-success-manager-interview/), I'm assessing three things above all else: risk, [return on investment](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) (ROI), and team fit. Every question I ask ladders up to one of these areas; understanding this changes how you should approach every interview. ![Hiring managers silently score you on...](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Hiring-managers-silently-score-you-on.jpg) ### Think like an interviewer When you're sitting across from a hiring manager (or on a tile on a Zoom call, as it so often is these days), they're running calculations in their head. Will this person help me hit my [retention](https://www.customersuccesscollective.com/customer-retention/) targets? Can they [reduce churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/) in our enterprise segment? Will they mesh with our existing team dynamics? Your job is to make those calculations easy. You need to [translate your CS work into business impact](https://www.customersuccesscollective.com/get-your-ceos-attention/) that directly connects to their [challenges](https://www.customersuccesscollective.com/challenges-facing-customer-success/). This means moving beyond "I managed 50 accounts" to "I improved gross retention by 8% through strategic account segmentation and proactive health monitoring." I interview between four and five CSMs every single week. The candidates who stand out are those who've clearly done their homework, and not just on our company, but on our specific CS challenges. They [speak our language](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/), understand our metrics, and can articulate how their experience maps to our needs. ## The SOAR+ framework for answering interview questions You might have heard of [STAR (Situation, Task, Action, Result)](https://capd.mit.edu/resources/the-star-method-for-behavioral-interviews/), a very common technique for answering behavioral interview questions. Personally, I prefer “**SOAR+**,” which stands for **S**ituation**, O**bstacle**, A**ction**, R**esult, plus the business impact or lesson learned (**+**). I find this framework helps you create modular stories that showcase your strategic thinking and execution abilities. Here's how it breaks down: - **Situation**: Set the context in one or two sentences. What was the business challenge or opportunity? - **Obstacle**: What made this particularly challenging? This shows you understand complexity and can navigate difficulties. - **Action**: What specific steps did you take? Be precise about your role versus the team's contribution. - **Result**: What happened? Use concrete metrics whenever possible. - **Plus (Business impact/lesson)**: What was the broader implication? What did you learn that you've applied since? The key is keeping each story to 20–40 seconds. I can't stress this enough – practice these stories until they're crisp and natural. In my experience, when candidates ramble through their examples, it tells me they might [struggle to communicate effectively with customers](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/). [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### Building your proof stack Before any interview, prepare examples that demonstrate: - **Gross and net retention improvements**: Have specific percentages and dollar amounts ready - **Net ARR expansion**: Show you understand the growth side of CS - **Cross-functional collaboration**: Make it clear that you know CS doesn't happen in a vacuum - **Strategic thinking**: Try to give examples of playbooks you've created, experiments you've run, or processes you've improved ### SOAR+ in practice Say you're asked about a challenging renewal. You can use SOAR+ to steer your answer. Here's an example: - **Situation**: "I inherited an enterprise account worth $1.2M that was flagged as high churn risk." - **Obstacle**: "The customer had experienced a fragmented onboarding that led to 120-day time-to-value instead of our target 45 days." - **Action**: "I developed a re-implementation pilot combining scaled success plays with executive sponsor engagement, meeting weekly with their VP of Operations." - **Result**: "We retained the full contract value and secured a 15% expansion." - **Plus**: "This experience taught me the critical importance of multi-threading to executive sponsors early. I now build executive engagement into all my enterprise account plans from day one." [5 ways to nail your Customer Success Manager interviewWhen preparing for a Customer Success Manager (CSM) interview, knowing what to expect and being ready to demonstrate your skills and experience effectively is vital. You might have the perfect experience under your belt, but if you don’t present this correctly, it could cost you the job!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-407.png)Customer Success CollectiveGözde Görce![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1517842645767-c639042777db-1.jpeg)](https://www.customersuccesscollective.com/5-ways-to-nail-your-customer-success-manager-interview/) In the [Customer Labs workshop](https://www.customersuccesscollective.com/customer-labs-workshops/) I ran for Customer Success Collective, one CS leader from the education space shared a perfect SOAR+ example: **Situation:** > *“We were running a training for an enterprise client where two senior stakeholders wanted completely different outcomes — one wanted us to focus on sales methodologies and coaching, the other wanted marketing tactics and how to use market research.”* **Obstacle:** > *“We effectively had two ‘masters’. If we tried to please both without thinking it through, we risked delivering a session that didn’t resonate with the actual team in the room.”* **Action:** > *“We blended both requests into the core agenda, but on the day we stayed highly adaptive – tuning the depth, examples, and emphasis based on the team’s ability, interest areas, and live feedback.”* **Result:** > *“We finished with an NPS of 8.4 and are now in discussions with the same enterprise client about additional trainings.”* **Plus:** > The lesson? Early stakeholder alignment matters, but so does real-time adaptability. In CS, you’re often balancing competing priorities; showing you can do that in a structured way is interview gold. [Top Customer Success Manager interview questions (with example answers)If you’re preparing for a Customer Success Manager (CSM) interview – whether you’re an applicant or a hiring manager – this comprehensive guide will provide valuable insights into the key questions you might encounter or should ask.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-406.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSM-interview-Qs-1.jpg)](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/) ## Questions that make you memorable When it's your turn to ask questions, this is your chance to stand out. Skip the generic, *"What does success look like in this role?"* Instead, tailor your questions to your interviewer: ### For the hiring manager or CCO - *"What are the primary levers you're focused on for improving net retention this year?"* - *"How do you measure customer health, and what early warning signals have proven most predictive?"* - *"What's the biggest gap in your current CS motion that this role will help address?"* ### For product team members - *"Can you share a recent roadmap change that came directly from customer feedback?"* - *"How do you balance feature requests from CS versus other sources?"* - *"What usage patterns differentiate your most successful customers?"* ### For sales partners - *"How do you currently handle renewal and expansion ownership?"* - *"Where do you see the most friction in the sales-to-CS handoff?"* - *"What information from CS would make your renewal conversations more effective?"* These questions show you understand the interconnected nature of CS and that you're already thinking about how to add value. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## My favorite interview questions I ask CSM candidates Since I'm sharing secrets today, here are the questions I ask most often and what I'm really looking for: ### *1\. "Walk me through the experiences that best prepared you for this role."* I'm not asking for your life story. I want to see if you can connect the dots between what you've done and what we need. The best candidates pick 2-3 specific experiences and clearly articulate the connection. ### 2\. *"If we're sitting here a year from now, what are we celebrating?"* This is my absolute favorite question. It tells me so much about what you value, how goal-oriented you are, and whether you've truly envisioned yourself in this role. The best answers are specific, measurable, and aligned with business outcomes. ### 3\. *"Tell me about a time when something went wrong with a customer. What happened?"* Everyone will ask some version of this. Have your example ready, but focus on what you learned and changed as a result. Perhaps you missed a renewal signal and now track leading indicators differently. Or, maybe you learned the importance of executive alignment. The lesson matters more than the mistake. [Find a customer success mentorBy nature, customer success is diverse and constantly evolving, and with so many skills to master and facets to understand, comes the need for guidance. Enter our mentor program.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-408.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Mentor_Meta_.png)](https://www.customersuccesscollective.com/find-a-customer-success-mentor/) ## Finding mentors and sponsors who actually move the needle This is one of my favorite quotes: > *“Some of the most important decisions about your career will be made when you’re not in the room.”* It’s a powerful thing to sit with. It raises the question: how can you influence what’s being said, or the decisions being made about your career, when you’re not there? That’s where mentors and sponsors come in. ### Understanding the mentor-sponsor distinction There's a clear difference between mentors and sponsors, which matters to your quest to find one. Mentors guide your skill development. They help you navigate challenges, develop capabilities, and make better decisions. They invest their time and expertise. Sponsors advocate for your advancement. They spend their social capital to get your name in rooms you can't access. They champion you for opportunities and make introductions that change your trajectory. You need both, but you approach them differently. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ### The 6 signals of a great CS mentor Not all mentors are created equal. Look for these characteristics: 1. **They've operationalized what you're trying to build**: If you want to scale CS operations, find someone who's actually done it at your target company size 2. **They're candid with care**: Sugar-coating doesn't help you grow. The best mentors give direct, actionable feedback 3. **They teach mechanisms, not heroics**: Anyone can tell war stories. Great mentors share repeatable frameworks and processes 4. **They're access-minded**: They make introductions, invite you to shadow calls, and expand your network 5. **They commit to a reliable cadence**: Even if it's just monthly, consistency matters more than frequency 6. **They share your values**: Growth mindset, customer-centricity, and authentic leadership should align --- ### Making mentorship actually work Here's where most people drop the ball: they treat mentorship like it's the mentor's job to drive. Wrong. As the mentee, you own this process entirely. When I mentor people, I’m very explicit: *you* do the heavy lifting. You book the time, send the agenda, follow up on action items, and come back with progress. My job is to bring experience, patterns, and honest feedback – not to chase you. The mentees who treat it this way grow noticeably faster. Make it ridiculously easy for someone to mentor you. Come prepared with specific questions, challenges, or decisions you're facing. Share context efficiently. And always, always follow through on their advice and report back on results. ### My personal mentorship story Early in my career at MCI (later Verizon), I had something I didn't realize was special – female leaders all the way up my reporting chain. My manager, Senior Manager, Director, VP – even our division president. This wasn't just representation; it was accessible mentorship at every level. But the moment that changed my trajectory came from a male sponsor. At an awards dinner where I knew nobody, he took me around the room, introducing me to executives and sharing specific examples of my work. "This is Elizabeth – she handled that complex escalation with our largest enterprise account last quarter." Those introductions opened doors I didn't even know existed. Projects, visibility, opportunities – all because someone with influence decided to spend their social capital on me. Another pivotal moment: A manager asked if I'd considered applying for a supervisor position. It had literally never crossed my mind. But I applied, got it, and discovered my lifelong passion for leadership. Sometimes, mentors and sponsors see potential in us before we see it ourselves. [Leadership tactics to move you up the career ladderClimbing the career ladder from CSM to CCO is more competitive than ever. In this article, discover tactics to rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-409.png)Customer Success CollectiveBJ Shannon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Leadership-tactics-to-move-you-up-the-career-ladder-2.png)](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) ## Taking ownership Now for the part you've been waiting for – how to actually take control of your CS career instead of hoping someone else does it for you. In the workshop this article is based on, one attendee put it perfectly. They said: *“Honestly, I've just been poached into every role I've had. Great leaders have moved me into great positions, but I’ve never really* owned *my career.”* A lot of heads were nodding. Being in demand is wonderful, but it can mask the fact that you’re not actually steering. Ownership is deciding what you want next and designing your environment to move you there on purpose. Here's the harsh truth: No one will ever care more about your career than you do. If you're waiting for your manager to bring up career development, you're already behind. Own it. ### Making yourself indispensable The best career opportunities come to those who make themselves useful – dare I say, indispensable. But there's a right and wrong way to do this. **The right way:** You identify a real business problem that affects your work. You align with your manager on its priority. You collaborate cross-functionally to solve it. You measure and communicate the impact. For example, a CSM in this workshop shared how they were hired specifically to evaluate their company’s [onboarding](https://www.customersuccesscollective.com/customer-onboarding-framework/). Seven different departments were onboarding customers in silos, with no shared view of timelines, ownership, or risk. Instead of quietly complaining about the chaos, they: - Mapped the existing process across all seven departments - Identified bottlenecks and duplicated effort - Worked with each team to agree on a new shared framework and accountability model - Built in contingency plans for when milestones slipped The result was seriously impressive: a **13%** increase in product adoption and an uplift in NPS. The bigger win, though, was the credibility they built as someone who could align teams around a shared outcome. That’s exactly the kind of story that derisks you in the eyes of a hiring manager. **The wrong way:** You notice something broken and charge ahead fixing it solo, only to discover someone else was already on it, or it wasn't actually a priority, or you missed crucial context about why things were that way. I've seen eager CSMs jump into "fixing" processes before they've even learned their core role. Take note of improvement opportunities, absolutely. But master your job first, then expand your impact. ## The 6-part recipe for career experiments Think of these as small bets that compound over time. Each experiment should be: 1. **Quick to execute**: Two weeks or less to see initial results 2. **Clearly measurable**: Define success metrics upfront 3. **Aligned to business outcomes**: Connect to retention, expansion, or efficiency 4. **Collaborative**: Involve at least one other team or stakeholder 5. **Documented**: Track what you did, what happened, and what you learned 6. **Repeatable or scalable**: The impact should extend beyond the initial experiment Here's an example experiment one of my CSMs ran: ****Outcome targeted**: Reduce churn in the SMB segment ****Hypothesis**: Customers who complete our advanced features training within 60 days have 20% higher retention ****Action**: Create an automated email campaign for customers at day 45 who haven't completed training ****Timeline**: Two-week setup, four-week measurement period ****Success threshold**: 15% increase in training completion rate The real beauty of experiments is that even failures teach you something valuable. So, let loose and document everything! ### Building your assets library This is your secret weapon for interviews, performance reviews, and sponsorship conversations. Update it monthly (set a calendar reminder) with: - Specific wins with metrics attached - Experiments run and lessons learned - Customer quotes and success stories - Process improvements implemented - Cross-functional projects led - Skills developed or certifications earned Keep it somewhere accessible – whether that’s a Google Doc, Notion, it doesn’t matter, so long as you keep it updated. When interview time comes, you'll thank yourself for having concrete examples ready. The format doesn't matter as much as the discipline. Some CS professionals I know maintain full portfolios with dashboards and presentation decks. Others keep simple bullet-point lists. Find what works for you, but do it consistently. --- [![Customer Labs: Join a live workshop](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/CSC_In-Article_Ads_Customer_Labs_Template--12-.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) *This article is based on a live workshop Elizabeth gave called "*Elevate your CSM career*" at* [***Customer Labs***](https://www.customersuccesscollective.com/customer-labs-workshops/) *in October 2025.* ## Upcoming Customer Labs workshops Ready to level up your customer success skills? Our workshops run twice a quarter on Wednesdays, bringing you expert-led, hands-on learning experiences designed to solve real CS challenges. - **Build high-performing customer success teams** with [Dominique Duquennoy](https://www.linkedin.com/in/dominiqueduquennoy/) (November 19) Each workshop offers exclusive frameworks, actionable strategies, and collaborative learning opportunities to help you drive retention, enhance satisfaction, and align customer success with your business goals. ### Don't get FOMO Register now to join industry leaders from companies like Microsoft, Akeneo, and Blackline in these transformative sessions. Take what you learn back to your team and create bespoke programs that drive measurable success together. [ Save your spot ](https://www.customersuccesscollective.com/customer-labs-workshops/) ### How customer success leaders can drive boardroom decisions URL: https://www.customersuccesscollective.com/driving-boardroom-decisions/ Last updated: 2025-11-14T08:33:31.000Z Did you hear that? That’s the sound of a quiet shift happening in boardrooms everywhere. Once, the loudest voices came from sales, finance, or product teams. Today, [customer success ](https://www.customersuccesscollective.com/what-is-customer-success/)(CS) is earning its place not because it demands attention, but because it brings something every board and C-suite now craves: foresight. I’ve spent nearly three decades across cloud, [customer experience](https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/) (CX), and enterprise leadership, and I've watched customer success evolve from a support function to a strategic growth driver. But the reality is that many organizations hit the same wall: they don't know how to translate that potential into boardroom influence. [If we, as CS leaders, want to shape decisions](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) at the top, we need to move beyond retention and satisfaction metrics. [We must speak the language of business](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/), anticipate outcomes, and connect our insights to the company’s core strategy. Here’s what I've learned and what I recommend to every CS leader who wants to earn influence where it matters most. ## Translate customer success into C-suite language Early in my career, I presented a quarterly update filled with the typical CS metrics: [NPS](https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/), [adoption rates](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/), and support resolution times. I was proud of the results. But our executive leadership? Not so much. Don’t get me wrong, it wasn’t because our numbers were poor; they just couldn’t connect these metrics to the company’s financial narrative. But that was a turning point for me because I realised that my then-company’s board did not speak in [customer success metrics](https://www.customersuccesscollective.com/customer-success-metrics/). NPS meant nothing to them. Of course, they understood the principles of what a net promoter score was, but it didn’t matter to them. Now, outcomes? Outcomes they understood. Revenue, margin, risk, and growth velocity. This is a language they couldget behind. So, the moral of the story is this: if you want to drive decisions at that level, **start translating**. Here are a few ways to start translating in your own day-to-day: ### Translating customer retention [Customer retention](https://www.customersuccesscollective.com/customer-retention/) becomes predictable annual recurring revenue. Tie your renewal rate directly to revenue forecasting. When you can show that a three-point lift in retention equates to millions in recurring revenue, you aren't just managing churn anymore. You're influencing investor confidence. ### Translating adoption When talking about adoption, re-frame it around time-to-value. Don't talk about adoption rates, but rewrite the narrative – every day shaved off deployment accelerates payback, increases product stickiness, and shortens the expansion cycle. ### Translating sentiment [Customer sentiment](https://www.customersuccesscollective.com/designing-a-customer-success-strategy-built-on-sentiment-and-relationships/) becomes brand equity. Use satisfaction data to quantify the market reputation and advocacy value your company earns through [customer loyalty](https://www.customersuccesscollective.com/turning-loyal-customers-into-raving-champions/). Executive leadership don’t want to know what you measure. They want to know why it matters to enterprise value. ![Translating metrics into boardroom language ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Translating-metrics-into-boardrom-language.jpg) ## Predict, don’t just report Customer success leaders should be the ones walking into those meetings with forward-looking intelligence. Churn analysis won’t quite cut it – you need to be armed with future risk and opportunity forecasts. If you have access to engagement data, product usage, or behavioral telemetry, use it to build early-warning and opportunity models, and *then* present those insights like a portfolio strategist would. Here are a few examples: - *“Based on engagement patterns, these five accounts represent 60 percent of next quarter’s expansion potential.”* - *“Our early-warning model shows a retention risk trend among customers with declining feature utilization over thirty days.”* - *“Cross-analysis indicates that increased digital adoption correlates with a twenty percent reduction in service cost-to-serve.”* Those at executive-level will never forget the leader who can see around corners. Predictive success modeling is how CS earns that credibility. ## Tie success directly to strategic objectives Every board operates with a defined [north star](https://www.customersuccesscollective.com/what-is-a-north-star-metric/). Maybe it’s market share, profitability, or ecosystem expansion. Whatever it is, your influence depends on your ability to align CS to that north star. If your CFO is focused on margin, highlight how automation in customer engagement reduces cost-to-serve and improves operational leverage. If your CRO is focused on expansion, position CS as the engine for identifying Success Qualified Leads (SQLs) that feed the [sales funnel](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/). If your CEO is focused on brand leadership, show how your customer advocacy programs translate into measurable share of voice and trust metrics. [![Align customer success to the company North Star ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/align-CS-to-the-company-North-Star.jpg)](Align CS to the company North Star) Trust me when I say alignment is an influence. When the board can clearly see that customer success accelerates the company’s primary objectives, your insights stop being optional and become indispensable. ## Bring the customer’s voice into the room authentically One of the most powerful things a CS leader can do is act as the customer’s advocate when the customer isn't present. And I'm not talking about a half-baked anecdote you've recalled on the spot, but actual evidence-based storytelling. When I presented to senior executives, I used a simple but powerful approach: pair one real customer story with one measurable business outcome. For example, *“A healthcare provider reduced patient onboarding time by 30% through adoption of our platform, which translated to $4M in additional throughput per quarter.”* This approach makes the data human and the story undeniable. It is not just empathy; it is proof of impact. When the board sees customers as living examples of strategic value rather than abstract users, customer success becomes the connection between vision and execution. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Build cross-functional influence before you need it A CS leader’s power in the boardroom depends on the strength of their relationships across the organization. Anyone who's been around long enough will tell you that influence isn't something granted, but accumulated. ### Which stakeholders should you target? Start with your CFO. They care about predictability and efficiency, so show how customer data forecasts revenue risk and improves margin. Your next play is to partner with product to quantify the downstream value of new feature adoption. Then, you're to collaborate with sales to align expansion opportunities with success planning. After following these steps, by the time you present it to the board, your insights should already be woven into the narrative of every major function. In my own experience, some of the most impactful board conversations happened actually well before the meeting, in quiet one-on-one discussions where data and empathy converged. That is where trust is built, and trust is what gives your insights weight when it is time to decide. ## How to lead with insight *and* humanity ### Don’t underestimate the human element of influence Customer success leaders sit on a mountain of insight, but influence often depends on *how* that insight is delivered. Dashboards inform; narratives inspire. When you tell a story such as, *“Over the past six months, customers adopting our new analytics module realized ROI twice as fast as those who didn’t,”* you’re not showing data; rather, you’re showing direction. Numbers earn attention, but narrative is what earns conviction. The most effective leaders balance precision with empathy. They know that every metric represents a person, a business, or a transformation*. “Here’s what the numbers show”* should always be followed by *“Here’s what it means for the people we serve.”* ### Use data to tell stories, not just summaries When you walk into an executive or boardroom, whatever you do, just don’t lead with slides. Instead, lead with a story that illustrates what the data cannot. Trust me when I say another run-of-the-mill slide deck will force the most patient CEO to start thinking about their next meeting. It’s this carefully tailored blend of truth, evidence, and empathy that cuts through noise. Ultimately, decisions aren’t made on data alone; they’re made on conviction. And conviction is built by leaders who connect business outcomes with human impact. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Connect customer success to capital allocation Few CS leaders realize just how much of their data influences investment strategy. Or perhaps I should say *could,* if it’s framed correctly. Imagine presenting a board analysis that says: > “*Our top quartile customers generate eighty percent of expansion revenue and share three common characteristics. They are digitally mature, co-innovating, and have executive sponsorship. Investing in similar customer profiles could yield a twenty-five percent higher lifetime value.”* That isn’t a retention report. What you’ve actually got is far more valuable – an investment thesis. When customer success teams start shaping how capital is deployed into products, markets, or customer segments, they stop being a downstream function and become a compass for corporate growth. ## Don’t wait for the board, bring *them* to the customer One of the best recommendations I give to CS leaders is to invite the board into the [customer journey](https://www.customersuccesscollective.com/current-state-customer-journey-map-framework/). Host executive roundtables. Arrange customer innovation briefings. Curate sessions where key clients share how your company’s solutions have changed their trajectory. In my experience, these interactions do far more than any presentation could. When a executive leadership hears directly from a customer about a transformation made possible by your team’s work, it reframes the conversation from customer satisfaction to strategic partnership. You’re no longer talking about outcomes... you’re showing them. ## Elevate customer success to a strategic imperative This is where we are headed. [The future of CS](https://www.customersuccesscollective.com/top-10-trends-shaping-the-future-of-customer-success/) is not about renewals or satisfaction scores. It is about governance and growth strategy. Boards are already recognizing this. You can see it in how NRR is becoming a top performance metric alongside profitability and market share. Investors and analysts now scrutinize customer retention curves with the same intensity once reserved for sales growth. This means the CS leader of tomorrow must provide predictive models that feed revenue forecasting, identify growth clusters across the customer base, quantify the business impact of adoption and advocacy programs, and embed customer insights into ESG, innovation, and risk frameworks. Customer success should no longer be relegated to “post-sales.” It’s the operating system for sustainable growth. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## My closing thoughts My challenge to every CS leader reading this is simple. Don't wait for the board to invite you in. Walk in ready to teach them something about their own business that they did not already know. When you do that, when you bring clarity, foresight, and truth from the customer frontlines into the executive suite, you aren't just representing CS anymore, but you're helping lead the company forward. ### How customer success can get a seat at the table in 8 steps URL: https://www.customersuccesscollective.com/how-customer-success-can-get-a-seat-at-the-table/ Last updated: 2026-03-06T07:57:25.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is one of the hottest departments to work in right now, but despite this, we're seeing a serious lack of [C-suite representation](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/). Too often, customer success struggles to be part of the conversations that propel businesses forward. I can’t definitively say why that is, but here’s what I’d guess: we’re helpful people — so focused on what we need to do for customers that we sometimes forget to advocate for ourselves. Having a *seat at the table* means being part of the discussions that drive the business forward. In this article, I’ll explore why that’s not yet happening — and how we can change it by repositioning CS from a cost center to a strategic growth driver. ## The lack of customer success representation in the C-suite A quick LinkedIn search reveals more than 100,000 open [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) roles in the U.S. – an impressive figure. Yet there are fewer than 2,000 VP of Customer Success positions, and only 21 [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO) titles, many misclassified as sales roles ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/CSC_In-Article_Images_--2-.jpg) This proves we're a growing industry, but we don’t yet hold the same level of influence as other departments. It just doesn't really add up. Here's one of the reasons why it doesn't add up. ### Customer success is still relatively new It sounds obvious, but we can’t forget how young this discipline is. Think about the shift from buying CDs to streaming on Spotify – in historical terms, it’s brand new. Best Buy only stopped selling CDs in 2018. Around the same time, Adobe and Microsoft transitioned from traditional software models to [subscriptions](https://www.customersuccesscollective.com/what-is-saas/), introducing customer success as a core function. In a subscription world, customers can switch easily, so value delivery and retention became essential. Because we’re still new, there are some truths we need to acknowledge — and some actions we need to take — to earn that strategic seat. ## 8 tips on how to advocate for customer success It's unlikely that, as a child, you said, "I want to be in customer success," and dedicated your education and initial experience to doing so. That's okay, that's totally normal, as, like I said, customer success didn't exist more than 15 years ago If you're part of a customer success team at the moment and you don't have a growth plan in front of you, work with whoever's leading the team to build that plan, to understand what the skills and competencies are to progress in the profession. Here are some tips I've found incredibly useful in making sure customer success has a voice that's listened to. ### 1\. Report to the CEO and set priorities and make them happen If you can, find an organization where customer success reports directly to the CEO – although I'll admit, this is easier said than done. According to the [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/), only **4.9%** of CS professionals report directly to a Chief Customer Officer, and just **19.5%** report to the CEO — figures that reflect the function’s ongoing struggle for true executive visibility. But even if you're not reporting directly to the #1, you can set priorities, make them happen, and share them back with the CEO. That's really our job as the closest people to the customer: to share knowledge with the highest executive in the business. #### Example priority: Customer onboarding An example of a priority you can set and focus on would be customer onboarding. How long is it taking you to onboard customers? As CCO at Chili Piper, we decided to double down on the number of days it takes to onboard customers and we have made that priority happen. We focus all our resources on improving that. That's been extremely well received by the board and the executive team. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### 2\. Get experience out of the customer success function or find ways to collaborate You should try to get experience outside of the CS function or find ways to collaborate with other teams. Why? Because customer success doesn't happen in isolation; it's a way of doing business. Understanding how other parts of the business work is incredibly valuable. If you can't afford to have a stint in product, marketing, sales, or engineering, perhaps you can find different projects to collaborate on with those teams. The reality is, people don't fully understand customer success yet. I've already talked about it being quite a new thing and acknowledging that truth, but it's new and therefore it's not fully understood. ### 3\. Set a mission to avoid becoming “the everything department” CS teams are often pulled in a million directions and, regrettably, can often become "the everything" department. We're absolutely pulled in a million different directions by our customers and by the different demands we have from the rest of the business. Setting a mission is powerful because when the going gets tough, you can always come back to that mission and use it to prioritize the things you're really going to focus on. Once you have that mission, getting the rest of the company to understand it is equally important. When I was CCO at Chili Piper, we set a very clear mission for the customer success and support team, which was to grow and retain happy, active users. It clearly defines what we're here to do, and everything that we do supports that mission. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### 4\. Continuously educate others, internally and externally, on the role and importance of customer success Internally, it's essential to ensure that all departments understand the role and value of CS. This may involve conducting workshops or informal knowledge-sharing sessions where the CS team could illustrate the work they do, their targets, and their overall contribution to the business. It could also involve demonstrating how the CS team uses client feedback to influence product improvements or how they contribute to client retention and upselling. Continual internal education ensures that everyone in the organization understands and supports the CS function, recognizing its strategic importance. *Externally*, educating other stakeholders about customer success is also critical. This includes current and potential clients, as well as colleagues in the industry. Clients need to understand the role of the CS team so they can best utilize their services for their benefit. A transparent and open line of communication can help build trust and further cement the client-CS relationship, which in turn drives client retention and growth. Reaching out to colleagues in the industry is crucial, particularly because customer success is a relatively new field. This can be done through various channels such as collaborative blog posts, podcasts, webinars, or participating in industry-specific events such as CSC's [Customer Success Summits](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/). At such events, best practices and new insights can be shared, and a dialogue about the evolving role and importance of CS in different industries can be fostered. Further, participating in such industry discussions helps to establish your company as a thought leader in the space, demonstrating your commitment to not only providing excellent customer service but also advancing the industry as a whole. Continuous [education](https://www.customersuccesscollective.com/the-power-of-customer-education/) isn’t just good PR; it’s how CS earns recognition as a strategic function. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ### 5\. Make time for strategic thinking Look at the entire business and focus customer success on solving the most important problems preventing growth. Making time for strategic thinking sounds like something pretty obvious, but it's extremely important. If you're working in customer success and a customer demand comes in, you're going to prioritize working on that no matter what. But you have to find a way to create time to stop, pause, reflect, and understand how you're achieving the expected outcomes you wanted to achieve since the last time you took a pause for strategic thinking. This part is really important – identify the most critical problems for the business, not just your customer. Here's an example: There's this nuance in the product that's really frustrating some customers, but you have to be able to prioritize working on bigger problems if they exist outside of that nuance. For instance, if your sales team is not selling to a particular industry or a particular market, maybe you're going to have to pause and go help sales with that go-to-market plan. I always like to think the biggest customer you can have in your portfolio is your sales team. Strategic thinking is more than just about you and your function. It's about what the business needs to grow and how you can help the business. ### 6\. Customer success ROI is hard to prove: work closely with sales leaders to design revenue Another truth that comes up often in conversations about why customer success doesn't have a seat at the table is that customer success ROI is actually quite difficult to prove. This "money please" concept stems from the fact that many customer success teams have spun out of traditional customer support or client services teams. Those teams have traditionally been viewed as cost centers rather than revenue-generating departments. The perception is shifting, though: **78.7%** of CS professionals now see their function as a key revenue driver, and **49%** fully own expansion revenue (upsell, cross-sell, and renewals), according to the [State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/). This evolution in ownership marks a major step toward proving the tangible ROI of customer success. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/parks-and-rec-monalisa.gif) To work around that ROI hurdle, work really closely with sales. If you can work with sales closely, you can find a way to design revenue that is going to be better for the growth of the business. An example would be taking all of the knowledge you have about your customers – the wins, the anecdotes, the things that aren't working for them – and continuously feeding that back to sales leadership. Most salespeople don't want to sell the wrong things to the wrong people. They care about their reputation, and they want to do what's best for the customer. Our job is to allow them to do that. ### 7\. Measure the impact of customer advocacy This next tip is an easy, quick win that's often overlooked. Measuring the impact of customer advocacy can really go a long way in getting a seat at the table. Customer advocacy can mean many different things but it's basically all of the good stuff you do with your customers. We spend a lot of time talking about the bad stuff – what are the churn reasons? What can we do to avoid them? But we need to spend just as much time talking about the good stuff. That could come from case studies, references, testimonials, reviews on G2\. It could come from creating a user conference and getting a certain number of customers to speak at that conference, or to speak at other conferences for you. Measure the amount of things your team is doing, and set some targets, set some incentives behind it. Because you can tie back these things to revenue, particularly where there's a direct correlation between a new customer being won based on a case study or reference. But you can also tie it back to the metric of lifetime value, which is a very important lagging outcome that all boards care about. Measuring the impact of customer advocacy is extremely powerful. [![Customer Success Salary Report 2024](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/CSC_Salary_Survey_Article_2024--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-report-2024/) ### 8\. Share revenue-based targets for gross and net retention Finally, sharing revenue-based targets is going to allow you to enter that conversation that helps drive the business forward. This can be difficult for many, particularly if you're not responsible for what I like to call the paperwork side of things. If you're not the customer success team who is selling the renewal, who is creating the upsell or cross-sell paperwork, or doing any kind of account management function, then how do you say you're willing to share this net retention target? The answer is: you still need to own it. Ultimately, customers don't renew and don't buy more if they're not achieving the outcome. So you have to have a great relationship with whoever's responsible for the paperwork if you're not, and you have to work with them to design revenue, but also have some skin in the game. Be behind that net retention number. If you're in customer success and you can't speak to the gross retention or net retention numbers of your business, then you definitely will have a problem getting a seat at the table. --- ## Want to level up as a customer success leader? If you enjoyed reading what one of the world’s brightest CS leaders had to say, you might want to enroll in our [Customer Success Leadership Accelerator](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) program and become one of tomorrow's champions of customer success. ### What to expect in this nail-biter of a course 🧠 Non-stop, actionable insights 🔧 Practical applications every week 🤫 Total privacy with your closed CS leadership group 👥 Tons of networking opportunities 📚 Hands-on coursework activities 💡 Endless ideas from your peers and presenters 🔥 Fuel to shape your gold-standard CS strategy [Get certified](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) --- *This article is based on a presentation given by Gemma at the *virtual Customer Success Festival*, in *June 2021*. All job titles and credentials were up to date at the time of recording.* *Catch up on* [*Gemma's presentation*](https://fast.wistia.net/embed/channel/fnrhreeq38?wchannelid=fnrhreeq38&wvideoid=jyse23aio9)*, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more exclusive content, visit the Customer Success Collective* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### How to maximize customer value when your customers have tight budgets URL: https://www.customersuccesscollective.com/maximize-customer-value-customers-have-tight-budgets/ Last updated: 2026-08-14T12:37:42.000Z Are your customers approaching renewals with requests for deep budget cuts, making you wonder if you can survive the next quarter? Financial constraints significantly impact customer decision-making and purchasing priorities. It's no longer enough to offer a great product; you must clearly and consistently demonstrate exceptional value. ## How budget pressure changes customer behavior It’s crucial to recognize how financial impacts – whether they’re political, geographical, or simply budgetary – influence your customers. These budget constraints don't just change their purchasing priorities; they shift their entire mindset towards demanding tangible value. ### Identify the real challenges behind budget cuts When a customer comes to you with a demand for a 30% budget cut, your first reaction shouldn't be to panic and immediately offer a discount. Your goal should be to start digging deeper. What are the [core challenges](https://www.customersuccesscollective.com/challenges-facing-customer-success/) driving that directive? What specific problems are they trying to solve? By listening actively and understanding their pain points, you can tailor your services, products, and most importantly, your messaging. It’s not just about reducing cost; it’s about aligning your solution with their critical needs. ### When you build trust first, everything else follows Remember this crucial principle: all things being equal, people will do business with and refer business to those people they know, like, and trust. This truth applies just as much to vendor-customer relationships as it does to team-building. Your customer wants to trust their vendor. You need to be on their speed dial. This trust is what separates you from the competition, particularly when the competitor inevitably claims they're cheaper. If your customer trusts you and the value you provide, they are much less likely to leave. ## 3 ways to effectively communicate value in the language of ROI When a customer is budget-conscious, articulating your value proposition has to go far beyond basic marketing. You need a tailored message that directly speaks to their financial concerns. ### 1\. Clarify benefits for the budget-conscious buyer Above all, your customer needs to see the concrete cost savings your product delivers. That’s it. That’s their number one priority here: money So, you’ve got to be able to articulate the value in terms of efficiency gains, reduced overhead, improved outcomes, or mitigated risk, not just features. And don’t forget *who* to target your message to. On this occasion, you’ll need to code-switch. The end user isn’t your target here. You’ve got to resonate with the person in charge, the individual making the buying decision and speak their language. ### 2\. Offer flexible pricing without undermining value During financial strain, you need to be flexible and creative with your pricing. This can take several forms: - **Discounts and promotions:** Short-term discounts or promotions can help secure a short-term sale or renewal. - **Long-term lock-ins:** Offer to lock a customer into a multi-year contract, promising to forgo the standard yearly price increase in exchange. - **Tiered pricing models:** Ensure your model allows customers to pay for what they use, or to scale down during difficult times. This shows flexibility and fairness. _This post is for paying subscribers only._ ### Customer Success Summit | Toronto 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-toronto-2025-2/ Last updated: 2026-08-28T15:43:00.000Z Catch up on all the sessions from our first Toronto summit with speakers from 1Password, Microsoft, Bell, Indeed, and more. _This post is for paying subscribers only._ ### Your shortlist for the 2025 Customer Success Awards URL: https://www.customersuccesscollective.com/customer-success-awards-shortlist/ Last updated: 2025-11-06T08:57:21.000Z After receiving nominations from customer success professionals across the globe, we've narrowed down the field to the elite shortlist candidates in each category. Now it's time to spotlight these standout individuals and teams who are raising the bar for customer-centric service. Stay tuned for the big reveal at the virtual [Customer Success Awards 2025 ceremony](https://www.linkedin.com/events/7376162930783985665/) on **December 1st at 5pm GMT.** Mark your calendars, dust off your glad rags and get ready to celebrate the crème de la crème in customer success. ## Customer Success Leader of the Year The top customer success leaders cultivate passion, inspiration, and unity among their peers, motivating them to surpass expectations. But which individual has risen to the pinnacle of leadership this year? Our shortlist candidates have built the customer success powerhouses of tomorrow, riding the wave of innovation and helping transform the way we interact with clients. Have they delivered a mind-blowing keynote that sparked your "eureka!" moment? Or perhaps their advocacy has driven impressive MRR growth for their company. Whatever the case, these leaders are the heroes of customer satisfaction. The 2025 shortlist candidates are: - [Raymond Otero](https://www.linkedin.com/in/rayotero), Director, Global Customer Experience at Microsoft - [Kylie James](https://www.linkedin.com/in/kyliehawk/), Director of Customer Success at Side - [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala), Director of Customer Success (the Americas) at Akeneo - [Jeremy Donaldson](https://www.linkedin.com/in/donaldsonjeremy/), Senior Director, Customer Success at LifeLoop - [Frank Auger](https://www.linkedin.com/in/frankauger/), VP of Customer Success at OnRamp ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Shortlist-Leader-of-the-year--1-.png) --- ## Customer Success Rising Star Customer success is all about staying ahead of the curve and zeroing in on results. That's why we're excited to recognize the fresh faces already making waves in the field. Think of those CS newbies whose potential is shining bright. These exceptional talents are touted to become bona fide legends pretty soon. The 2025 shortlist candidates are: - [Bianca Schwartz](https://www.linkedin.com/in/bianca-schwartz/), Head of Customer Success at Stampede - [Dimple Athavia](https://www.linkedin.com/in/dimple-a-21a37b150/), Customer Success Manager at Mimecast - [Shani Maritz](https://www.linkedin.com/in/shani-maritz-199006sm), Digital Customer Success Manager at Fuse Universal - [Joe Di Grande](https://www.linkedin.com/in/josephdigrande/), Director, Digital Customer Success at Gong.io ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Shortlist-Rising-Star--1-.png) --- ## Customer Success Team of the Year Behind every great company is an amazing customer success team working cohesively to create remarkable customer experiences. This award is all about the top-notch customer success crews. We all know no one's a solo act, and collaboration is the secret sauce. Client wins thrive on the collective hustle and loyalty of the crew, that sense of being in it together. The 2025 shortlisted teams are: - Intuit - Culture Amp - Side - Observe.AI ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Shortlist-Team-of-the-year--1-.png) --- ## Customer Support Leader of the Year Exceptional customer support leaders are the unsung heroes behind every great customer experience. They foster empathy, efficiency, and excellence within their teams, ensuring every interaction leaves a lasting impression. But who has truly set the standard for support leadership this year? Our shortlists have redefined what it means to deliver world-class support. From building high-performing teams that turn challenges into opportunities, to championing innovation that elevates the customer journey, these leaders inspire confidence and trust with every ticket closed. Have they led a transformation that slashed response times and boosted satisfaction scores? Or perhaps they’ve built a culture where customers and agents alike feel genuinely supported? Whatever their superpower, these leaders are the heartbeat of customer happiness. The 2025 shortlist candidates are: - [George Dilthey](https://www.linkedin.com/in/george-dilthey/), Head of Support at Clay - [Kenji Hayward](https://www.linkedin.com/in/kenjihayward/), Senior Director of Customer Support at Front - [Shubha Rao](https://www.linkedin.com/in/shubha-rao-strategyleader/), Director, Support Strategy, Ops & Planning at LinkedIn - [Stephane Gonthier](https://www.linkedin.com/in/stephanegonthier/), Head of Global Support at Builer.io - [Ekaterina Vaulina](https://www.linkedin.com/in/ekaterina-vaulina-483890175/), Associate Director of Customer Support at Semrush ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/Shortlist-Leader-of-the-year--2---1-.png) --- ## The stage is set for a celebration of customer success excellence. We applaud all the deserving shortlist candidates and can’t wait to reveal the winners! So, stay tuned for the awards ceremony that honors these customer-centric champions during our virtual Customer Success Awards ceremony online on December 1st, 2025\. [Don’t miss the results ](https://www.linkedin.com/events/7376162930783985665/) ### The HEART framework URL: https://www.customersuccesscollective.com/the-heart-template-framework/ Last updated: 2025-11-05T15:34:02.000Z ## What is the HEART framework? The HEART framework is a user experience (UX) measurement model originally developed by Kerry Rodden, Google’s lead UX researcher. It helps teams evaluate the quality of their product experience by focusing on key user-centered metrics. Rather than tracking vanity numbers, the HEART framework enables you to measure what really matters to users — their happiness, engagement, adoption, retention, and task success. This framework is especially useful for product, UX, and design teams seeking a structured way to evaluate and improve digital experiences. ## What’s inside the template? The template breaks down each of the five HEART categories with clear definitions, examples, and measurable metrics: - **Happiness** – Attitudinal measures like satisfaction, ease of use, and Net Promoter Score (NPS). - **Engagement** – Behavioral measures such as session frequency, activity levels, and average time spent. - **Adoption** – Tracks how successfully new users onboard and start using key features. - **Retention** – Measures churn and customer loyalty over time, helping identify where users drop off. - **Task Success** – Evaluates whether users can efficiently and accurately complete their goals. It also includes a practical **Goals–Signals–Metrics (GSM)** table showing how to translate objectives into measurable outcomes. For example, adoption can be tracked through sign-up rates and feature usage, while happiness can be measured using survey responses and review scores ## How to use the template 1. **Set clear goals** – Identify which aspect of UX matters most for your project (e.g., improving adoption or reducing churn). 2. **Define your signals** – Map goals to observable user actions or attitudes that indicate success or failure. 3. **Choose your metrics** – Convert those signals into quantifiable data points (e.g., completion rates, session lengths). 4. **Monitor and refine** – Track results over time using dashboards, surveys, and analytics tools to identify trends. 5. **Prioritize effectively** – Use insights from HEART to guide design and development decisions, focusing on what drives the most user value. The HEART Framework empowers teams to combine empathy with data — making UX improvements measurable, actionable, and aligned with business goals. ## Download your HEART framework ![The HEART Framework](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/11/The-HEART-Frameworkss.png) [The HEART FrameworkThe HEART Framework.pdf105 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/The-HEART-Framework.pdf "Download") [The HEART FrameworkThe HEART Framework.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/11/The-HEART-Framework.docx "Download") [The HEART FrameworkThe HEART Framework Wondering how to choose the right user experience (UX) metrics for your product? The HEART methodology is a great place to start. Designed to help improve the UX of software, this framework was originally developed by Google’s then Lead UX Researcher, Kerry Rodden. Its purpo…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-67.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyL_KVghpgDiKpxtz7ydbdbHY80KiDsqG7a_YCRUR7v4q2E9wN0Aqr60lHIa4ykg_DQUpGZROyS_Gkj1RGTXKY9mFz_SrTR7vqTA1b2uFyJGBjAG7lIZ-w1200-h630-p)](https://docs.google.com/document/d/1RWl60qx6H3XOdlmLxvcqRXQecYWs-ce7l4d0TCY%5FVjo/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### AI for Customer Support Summit | Boston 2025 URL: https://www.customersuccesscollective.com/ai-for-customer-support-summit-boston-2025-2/ Last updated: 2026-08-28T15:43:34.000Z Step out of your day-to-day to master the current AI tools and methods you need to fortify your customer support strategy. _This post is for paying subscribers only._ ### Customer Success Summit | Boston 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-boston-2025-2/ Last updated: 2026-08-28T15:43:46.000Z Catch up on all sessions from the likes of Cisco, Vanta, Slack, Microsoft and more. _This post is for paying subscribers only._ ### How to build a customer success toolkit when you have a limited budget URL: https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/ Last updated: 2025-11-14T15:21:29.000Z Small startups don't have the budget for big [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) platforms. It's just that simple. More often than not, when you start at a [startup](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/), your reality is a spreadsheet containing all of your customer information, rather than an established tech stack. After more than a decade building customer success teams from scratch, I’ve faced this same problem repeatedly: how do you deliver enterprise-level operations when your tool budget barely covers a few CRM seats? The truth is that as your company grows, you *will* need a dedicated CS platform. Tools like Gainsight, Totango, Planhat, and ChurnZero exist for good reason — they power scalable, proactive success programs. But there’s a frustrating gap between when you need those capabilities and when you can truthfully afford them. This article outlines how to bridge that gap. The framework I’ve used over the years builds effective, insight-driven [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/) at early-stage startups with little or no tooling budget. [How to scale startup customer success processes efficientlyHow can you onboard customers effectively at scale without throwing more people at the problem? The answer lies in a lean, data-driven approach.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-403.png)Customer Success CollectiveEmina Hodzic![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-scale-startup-customer-success--processes-efficiently-1.png)](https://www.customersuccesscollective.com/efficiently-scale-startup-customer-success/) ## Why you can't get budget... yet Before jumping into solutions, it’s worth understanding why securing CS tooling budget is so difficult in smaller companies. ### 1\. The budget crunch Even relatively affordable platforms can cost $40–50K per year once you factor in implementation and licensing. For a 30-person startup, that might equal a full-time hire or the annual AWS bill. Most of that money is already tied up in CRM or sales tooling, and customer success rarely wins the first round of spend. ### 2\. The understanding gap Many founders and CFOs have never worked with a mature CS operation. They see Salesforce or HubSpot and ask, *“Can’t you just use that?”* The problem isn’t resistance — it’s lack of exposure. Without seeing how CS tools manage [health scoring](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/), journeys, and renewal forecasting, they can’t connect the dots on why you need something new. ### 3\. Vendor and legal hurdles If you’re in [B2B SaaS](https://www.customersuccesscollective.com/end-user-adoption/), adding a CS platform often triggers contract updates and vendor reviews. Many customer agreements restrict which third parties can handle data. Adding a new tool means reworking contracts, paying legal fees, and enduring customer-side security reviews. And you best believe those costs and delays add up. ### 4\. Engineering and data limitations Even if leadership says yes to your new platform, your Dev team probably can’t support the integrations. They’re building features and fixing bugs, not connecting APIs. You may also lack the foundational data infrastructure – event tracking, analytics layers like segmentation – that CS tools rely on. Without that, even the best software won’t deliver results. So yes, the barriers are real. But that doesn’t mean you’re powerless. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Turning your CRM into a CS platform When leadership asks, “Can’t you just use Salesforce or HubSpot?” – the surprising answer is yes, albeit temporarily. It won’t match Gainsight but with some structure and creativity, you can emulate much of what it does: centralized data, automated workflows, health tracking, and renewal predictability – all inside your existing CRM. Bear in mind, **the goal isn't perfection; you're after progress**. You're building an operational foundation that gives you visibility, consistency, and credibility. ### Step 1: Centralize customer data Start by making your CRM the single source of truth. This means every meaningful piece of customer data should feed into it – automatically where possible, manually if not. At a minimum, every account record should include: - Annual recurring revenue (ARR) - Contract start and end dates - Key stakeholders and champions - Customer lifecycle stage - Assigned CSM - Renewal and upsell opportunities If your data currently lives in spreadsheets, migrate what you can and maintain a clear update cadence. Your goal is to replace static sheets with living data. [Why startups are turning CSMs into product expertsStartups are turning their CSMs into product experts—why? Startups need CSMs to be product experts to drive adoption & retention. Learn why this shift matters & how to avoid burnout in your CS team.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-405.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Stock--6---1-.jpg)](https://www.customersuccesscollective.com/why-startups-are-turning-customer-success-managers-into-product-experts/) ### Step 2: Automate the customer journey Modern CRMs already include workflow automation. Use it. Build automations that create touchpoints, reminders, and alerts across the customer lifecycle. For example: - When a [deal closes](https://www.customersuccesscollective.com/the-advantages-of-embedding-training-and-services-in-software-deals/), automatically assign a CSM and generate onboarding tasks. - After a kickoff call is completed, wait 10–14 days. If the next milestone hasn’t moved, trigger a reminder to the CSM and a gentle nudge email to the customer. - Schedule [quarterly business review](https://www.customersuccesscollective.com/qbrs-in-customer-success/) (QBR) reminders. - Create automated alerts when renewal dates approach or usage drops below a defined threshold. These workflows build consistency and reduce human error. In previous roles, I've used HubSpot’s workflow engine for exactly this, as it handles customer transitions, onboarding steps, and proactive engagement sequences. ### Step 3: Implement a basic health scoring system Without a CS platform, you won’t have real-time data flows, but you *can* still build a reliable health model. Start with a simple Google Sheet that tracks key indicators per customer: - Seat utilization - Login frequency - Product-specific engagement metrics (e.g., content created, active users, feature adoption) - CSM sentiment - Support ticket volume Update it weekly or biweekly. It’s a bit manual, but surprisingly manageable once templated. Then, use automation to sync these health scores into your CRM. - **For Salesforce:** The free "Data Connector for Google Sheets" links directly to your instance and can push updated scores automatically. - **For HubSpot:** Zapier or Make (formerly Integromat) can watch for updates in your sheet and sync values into your customer records. Once in the CRM, those health scores unlock powerful visibility – we're talking dashboards, filters for “at-risk” accounts, even weighted renewal forecasting. ### Step 4: Unify communication channels Most CRMs offer email integration plugins. In HubSpot, for example, you can: - Send emails directly from the CRM - Automatically log all email conversations to the appropriate account - Track email opens and link clicks - See a complete communication history without leaving the platform You can also connect your Slack channels to HubSpot. When our team discusses a customer issue in a dedicated Slack channel, those conversations appear in the customer's CRM record. This creates incredible visibility across the organization. ### Step 5: Connect support and product data If you use tools like Zendesk, Intercom, or Freshdesk, integrate them with your CRM. Most modern systems have native connectors or Zapier-compatible APIs. In my previous role at Seenit, our Service Hub setup allowed every support ticket to automatically attach to the relevant customer record. That meant when I opened an account, I didn't only see ARR and health score, but also open issues, ticket volume trends, and resolution speed — all without leaving the CRM. For product usage data, start simple: export weekly summaries from your analytics database or BI dashboard (e.g., Google Data Studio) and push those into your CRM. Even a few engagement metrics can add real context to renewals. ### Step 6: Build insightful reporting Once your CRM holds customer, health, and engagement data, you can build reports that rival those from purpose-built CS tools: - **Renewal forecasting:** Create renewal opportunities tied to contract dates, weighted by health and engagement. - **Health trend dashboards:** Visualize account health over time to spot declines early. - **Segment analysis:** Compare average health and retention by customer tier, use case, or ARR band. - **Lifecycle analytics:** Track how long customers spend in each stage and identify bottlenecks in onboarding or expansion. These reports not only guide daily prioritization — they also strengthen your case for future investment. ### Step 7: Use lightweight integrations to glue it together Your tech stack doesn’t need to be complex. With the right integrations, you can create cohesion for minimal cost. - **Zapier:** The backbone for connecting systems without code. It can handle 80% of your automation needs. - **Google Sheets:** A flexible, no-frills hub for structured manual data. - **Native CRM plugins:** Most CRMs have built-in connectors for email, Slack, and support tools — use them fully before adding new apps. With this approach, you’ve effectively built a working CS ecosystem. Sure, it might not be elegant, but you can bet it's efficient and sustainable for a 6–18 month window. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## When to graduate to a dedicated customer success platform By the time you've read this, I hope you realize I'm not saying "don't bother to buy a CS tool," and instead, you can just use this framework. I want to be really clear about this. It is categorically not possible to work in a SaaS business with 100+ accounts without having a customer success technology tool in place. If you don't do that further down the line, it's just not sustainable; you'll have huge amounts of churn, and a poor customer success operation. As you mature as a CS department, as you mature as a SaaS business, you will absolutely need to invest in software like Gainsight, Vitally, ChurnZero or Totango. You’ll know it’s time when: - You manage 100+ customer accounts or multiple CSMs, - Manual data updates exceed a few hours per week, - You need predictive analytics, automated playbooks, or in-product engagement, - Leadership expects real-time retention forecasting. At that point, your groundwork pays off. You’ll have proven value, quantified impact, and a clear requirements list for your next investment. However, what this covers is a stopgap between having absolutely nothing and having that tool. What is the best thing to get in place in that stopgap to enable you to perform to enable you to deliver a fantastic experience for your customers, and more importantly, build predictability around how you hit the bottom line of the business? ## The bottom line Building customer success operations without a budget forces you to think differently. You focus on structure, not software. You learn how to centralize data, automate workflows, and build insight from simple systems. This setup isn’t permanent, nor should it be. But it creates predictability, visibility, and momentum. It’s the bridge between “we’re flying blind” and “we’re ready to scale.” When the time comes to invest in a real CS platform, you’ll be miles ahead because you’ve already built the foundation manually, and you’ll know exactly what you need next. --- *This article is based on a talk Dan gave at Customer Success Summit 2021.* ### Revenue at a discount with Donnovan Simon URL: https://www.customersuccesscollective.com/revenue-at-a-discount-video/ Last updated: 2025-10-28T09:24:46.000Z _No content available._ ### The art of customer relationship management URL: https://www.customersuccesscollective.com/the-art-of-customer-relationship-management/ Last updated: 2026-08-14T12:41:40.000Z Our industry is transforming. We’re in the midst of a huge shift in enterprise software, moving from a hunting to a farming model. It’s increasingly common to see multi-million dollar deals on large, multi-year contracts, yet the sales pipeline for new business might be small. This is a big change from 15 years ago, when every sales rep I knew had a Porsche 911 because quarterly deals were that easy to close. Today, sales reps are often transient: they succeed in closing one large deal, but then the account is "sold out," and they leave. Or, they fail to close a deal and they leave anyway. This means Customer Success Managers (CSMs) must provide long-term continuity. The business is looking to us to fill the gaps created by sales compensation plans that reward short-term thinking. Our job is to protect that annual recurring revenue (ARR) and think about what’s best for the client over the long term. Relationships are the most valuable part of any business, and the more you can be seen to own those relationships, the more value your company will assign to you, both now and in your career. In this article, I’ll share my proven framework, the 30-60-90-day plan, for building unshakeable client relationships, plus tactical advice on strategic outreach, event planning, and the essential mindset shifts you need to succeed. ## Why relationships are the most valuable skill I ran a survey asking peers and industry leaders what skills are most valuable for executives managing multi-million dollar accounts, and [relationship building](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/) blew the rest away. Strategic thinking followed, and technical expertise and business acumen were a distant third and fourth. This surprised some, but relationship building has been a core tenet of account management for over a hundred years. It’s what makes us valuable and unique. You need to double down on relationship building in the years ahead. ### The new reality of account ownership I currently carry about $50 million of ARR in my portfolio, managing my company’s largest clients. As a veteran, I can tell you that when a customer leans back in their chair and sees someone who looks like they've seen some stuff, they're more willing to take advice. That experience and gravitas matter. Going forward, CSMs are seen as the owners of the long-term client relationships. It's your job to protect that ARR, and strategic relationship management is the only way to do it. [![CTA Image](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/05001f0a-0ec7-421f-b4bc-9bef398cc134.png)](https://www.customersuccesscollective.com/signup/) Ready for the full story? Join Customer Success Collective as a Pro member for the full article, plus on-demand summit sessions, plug-and-play templates, and practical frameworks. [Sign up today ](https://www.customersuccesscollective.com/signup/) ## Your 30-60-90-day plan for relationship success Every good relationship expert needs a plan. You might have a plan, but remember the Mike Tyson quote: "Everybody has a plan until they get punched in the mouth." Things will go sideways. You have to stay nimble and agile. The 30-60-90-day framework is a great starting point for medium-sized accounts. Larger, Fortune 10 accounts might require a six, 12, or 18-month plan. _This post is for paying subscribers only._ ### Customer value unlocked: Proving, delivering, and accelerating impact URL: https://www.customersuccesscollective.com/customer-value/ Last updated: 2025-11-14T10:42:13.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** November 13, 2025 **Time:** 4:00pm GMT **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-success-summit-san-francisco-september-2025-ondemand-2/?wchannelid=520lq4i22v&wmediaid=9u2t19blnd) Delivering customer value isn’t enough - you need to prove it, amplify it, and align it with business goals. This session explores practical strategies to quantify impact, communicate success effectively, and embed value delivery into every stage of the customer journey. Learn how the leading CS team at Dynatrace is shifting from reactive support to proactive success, value-centric engagement, and walk away with actionable frameworks to accelerate your impact and solidify CS as a growth engine. --- ### **Key Takeaways:** - **Prove and amplify customer value** \- Learn how to quantify and communicate the impact your team delivers to customers. - **Shift from reactive to proactive success** \- Discover how Dynatrace’s CS team drives value through proactive, value-centric engagement. - **Position CS as a growth engine** \- Gain actionable frameworks to align customer value with business outcomes and elevate CS’s strategic impact. --- ### Meet the speaker: [**Shawn White**](https://www.linkedin.com/in/shawnwhite/)**, Vice President of Customer Success at Dynatrace** Shawn White is a seasoned technology executive with over 25 years of extensive experience in IT and cloud services. Currently serving as the Sr. Vice President of Global Customer Experience & Renewals at Dynatrace, Shawn leads a dynamic global team dedicated to delivering exceptional customer experiences and driving technological innovation. At Dynatrace, Shawn is passionate about unified observability, AIOps, and application security, but it is more than just meeting business objectives. He believes in cultivating a culture of excellence, collaboration, and innovation. His approach goes beyond traditional management—he sees his role as inspiring and being inspired by his team, the customers they serve, and the ever-evolving tech ecosystem. Shawn's professional philosophy centers on aligning technology with organizational culture. His commitment extends beyond operational excellence to creating meaningful connections that unlock new possibilities for businesses. With a proven track record of leadership across global cloud infrastructure, customer service, and technical operations. His strategic vision has been instrumental in driving technological adoption and ensuring customer success. Beyond his professional achievements, Shawn is dedicated to continuous learning and staying ahead of emerging technologies. He views each challenge as an opportunity to innovate and transform the way organizations leverage digital solutions. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/1637770702067.jpeg) ### The brand curiosity theory URL: https://www.customersuccesscollective.com/the-brand-curiosity-theory-video/ Last updated: 2025-10-22T15:38:57.000Z _No content available._ ### Customer Success Certified: Leadership URL: https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/ Last updated: 2025-10-23T10:25:17.000Z _No content available._ ### Customer Success Leadership Accelerator Program URL: https://www.customersuccesscollective.com/learning/live-virtual/customer-success-leadership-accelerator-program/ Last updated: 2026-02-01T23:55:44.000Z _No content available._ ### Customer Success Certified: Core Live Virtual URL: https://www.customersuccesscollective.com/learning/live-virtual/customer-success-certified-core-live-virtual/ Last updated: 2026-02-04T02:18:24.000Z _No content available._ ### Customer Success Certified: Core URL: https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-core/ Last updated: 2026-03-06T07:52:06.000Z _No content available._ ### Customer Referrals Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-referrals-certified-masters/ Last updated: 2026-02-03T01:03:36.000Z _No content available._ ### Customer Advocacy Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-advocacy-certified-masters/ Last updated: 2026-02-03T01:03:15.000Z _No content available._ ### Customer Onboarding Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-onboarding-certified-masters/ Last updated: 2026-02-01T23:54:49.000Z _No content available._ ### Customer Advocacy Strategic Frameworks: Micro Course URL: https://www.customersuccesscollective.com/learning/on-demand/customer-advocacy-strategic-frameworks-micro-course/ Last updated: 2026-02-01T23:54:04.000Z _No content available._ ### Building a Customer Success Team Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/building-a-customer-success-team-certified-masters/ Last updated: 2026-02-03T02:16:45.000Z _No content available._ ### Customer Retention Certified: Masters URL: https://www.customersuccesscollective.com/learning/on-demand/customer-retention-certified-masters/ Last updated: 2026-02-01T23:53:10.000Z _No content available._ ### The Middle East's unique approach to customer success URL: https://www.customersuccesscollective.com/customer-success-in-the-middle-east/ Last updated: 2026-08-03T12:49:49.000Z Nearly two years ago, I moved from London to Dubai to continue my career as a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM). Having worked with companies and clients across the UK, US, and Europe, I thought I had a solid grasp of the profession. But I quickly discovered that the [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) landscape in the Middle East is an entirely different world. My journey has been a fascinating lesson in [adaptability](https://www.customersuccesscollective.com/adapting-your-customer-success-strategy-through-times-of-change/), [cultural nuance](https://www.customersuccesscollective.com/global-marketplace-navigating-cultural-diversity/), and the universal importance of [human connection](https://www.customersuccesscollective.com/human-first-approach-at-work/). If you’re a CS leader or a CSM working with clients in this region, you have to be ready to throw out your existing playbooks and learn to navigate a market that is as diverse as it is dynamic. ## The Middle East is not a monolith It’s a common mistake to think of a region like the Middle East or Europe as a single entity. Just as you wouldn’t use the same approach in France as you would in Eastern Europe, you can't apply a one-size-fits-all strategy across the [Gulf Cooperation Council (GCC)](https://www.gcc-sg.org/en/AboutUs/MemberStates/Pages/default.aspx) countries. The UAE, Saudi Arabia, Oman, Qatar, Kuwait and Bahrain each have distinct cultures and business practices. Understanding these differences is the first step to building effective customer relationships. ### Adapting your communication style [Communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) preferences vary dramatically from one country to the next. In the UAE, which is a major tech hub like Dubai, clients are often comfortable with a [tech-touch approach](https://www.customersuccesscollective.com/the-balance-between-tech-and-human-touch-during-onboarding/). They prefer resolving matters over email or a quick phone call. However, if you move your focus to a country like Qatar or Bahrain, the dynamic shifts completely. There, a face-to-face meeting or even just a phone call holds far more weight than an email. I’ve learned that if I don’t pick up the phone to connect with my clients in Bahrain, I’ll never get through to them. That personal touch is non-negotiable. ![Communication spectrum across the Gulf: In the UAE, clients are comfortable with tech touch communication. In Qatar, Oman, Kuwait and Bahrain, the personal touch carries much more weight. Interestingly, Saudi Arabia appreciates a mixed approach](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Communication-spectrum-across-the-Gulf--1-.jpg) ### The power of in-person connection This emphasis on personal interaction has a direct impact on how you manage your time and budget. In other regions, companies might invest heavily in software to track [data and trends](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/). Here, a significant portion of the budget needs to be allocated for travel and events. For high-stakes conversations like a [renewal](https://www.customersuccesscollective.com/customer-renewals-email-template-framework/) or a major [expansion](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/) opportunity, I need to be ready to get on a plane and go see my clients in person. A renewal in some countries simply won’t happen without that face-to-face commitment. It’s a powerful reminder that while technology is a great enabler, it can't replace the trust built through direct human connection. [How to balance data with personal knowledge for customer successHi there! My name is Dominic Constandi, and I’m Vice President of Customer Experience at Zoominfo. I’m excited to share a look at how to balance stats with personal knowledge across various levels of scale.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-396.png)Customer Success CollectiveDominic Constandi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/pexels-photo-312839.jpeg)](https://www.customersuccesscollective.com/how-to-balance-data-with-personal-knowledge-for-customer-success/) ## Redefining the role of a Customer Success Manager Because CS is still a relatively new concept in the Middle East compared to other regions, [the role of a CSM](https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/) often looks very different. The function is still evolving, and as a result, CSMs here tend to wear many more hats. ### Wearing multiple hats: From support to marketing In a single day, I might move between traditional CS tasks, [technical support](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/), [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), and even [implementation](https://www.customersuccesscollective.com/customer-implementation/), which are often separate functions in more mature markets. You might also find yourself involved in marketing efforts, helping to plan and execute events to build brand presence. You have to be the person the client needs you to be in that moment. That might mean acting as a [support agent](https://www.customersuccesscollective.com/customer-support-manager/) to fix an immediate issue before you can pivot the conversation toward long-term engagement and [return on investment](https://www.customersuccesscollective.com/roi-framework-to-prove-value/). It requires a great deal of mental agility and a willingness to step outside the typical CS job description. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### A greater focus on growth and retention Another key difference is the primary focus of the CS function. In the West, there’s a strong emphasis on driving [customer outcomes](https://www.customersuccesscollective.com/how-to-deliver-customer-outcomes-and-hit-your-dates-every-single-time/). Here, especially in the [startup](https://www.customersuccesscollective.com/how-startups-develop-a-customer-success-strategy/) scene, the focus is heavily weighted toward growth and [retention](https://www.customersuccesscollective.com/customer-retention/). This is partly because the market is newer and companies are focused on hitting revenue targets for funding and expansion. This often means the CS role leans more toward a [sales-based, account management approach](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), where you are responsible for [renewals and upsells](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). The core question is often, "How can we retain our customers and continue growing?" rather than, "How do we ensure customers achieve their desired outcomes?" ### The challenge of educating your customers Because CS is often conflated with support or sales, a big part of the job is educating clients on [what customer success actually is](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/). You have to be very clear about your function from the first introduction. I make it a point to give clients specific examples: "If you have this type of incident, you can come to me. If you have that type of issue, you should contact this team." It’s about guiding them through that relationship and slowly demonstrating the strategic value you bring beyond just fixing problems or merely *processing* renewals. ## The art of relationship-building in the Middle East If there’s one thing that defines customer success in this region, it’s the importance of personal relationships. But building those relationships requires an approach that is often more informal and personal than what many of us are used to. ### Why informal connections matter Here, major commercial discussions don't always happen in a boardroom. More often, they happen over dinner, coffee, or during a casual catch-up. Your clients want to know who you are as a person, not just as a professional. They need to see you as trustworthy and well-connected. ![Where relationships are buil: Coffee shops, dinners, weddings and events, the boardroom.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Where-relationships-are-built.jpg) This was beautifully illustrated for me when I was invited to one of my clients’ weddings. In Dubai, many people are expatriates who have moved here without their extended families, so the connections you make – both professional and personal – tend to be much stronger. Your clients can become your friends, and that informal bond goes a long way in building lasting business partnerships. ### Navigating different work schedules A practical but crucial aspect of communication is understanding the different work weeks. In the UAE, we work Monday to Friday. But in other countries like Saudi Arabia and Qatar, the work week is typically Sunday to Thursday. This simple difference has a huge impact on planning and communication. If you email a client in Saudi Arabia on a Friday afternoon expecting a reply on Monday, you’re already behind; their week starts on Sunday. You have to be mindful of these schedules, including shorter workdays on Fridays in some places, to ensure your communication is timely and effective. ## Startup agility vs. enterprise structure The approach to customer success also varies significantly depending on whether you're in a startup or a large, global enterprise. ![Start ups vs. Enterprises Agile Local-first strategies Flexible, experimental Quick pivots Structured, slower changes Global playbooks Policy-driven Approval cycles](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Start-ups-vs.-enterprises.jpg) ### The startup advantage: flexibility and tailored solutions [Startups in the Middle East](https://widgets.weforum.org/arabstartups/index.html) have a distinct advantage: flexibility. They understand the competitive landscape and are often willing to invest in what makes them unique, whether it’s training CSMs on unique [value propositions](https://www.customersuccesscollective.com/value-proposition-research-questions-framework/) or tailoring their product to local needs. They can be more agile and project-based in their CS approach, focusing on what a specific client wants to achieve. With a flatter hierarchy, decisions can be made quickly, allowing them to adapt their strategy on the fly to meet market demands. ### The enterprise challenge: Navigating global playbooks Working for a large, global organization in a newer market like the Middle East means you often operate like a startup within a massive corporation. You have the budget and resources, but you may lack the structure and flexibility needed for the local market. Processes and playbooks designed in the US or UK don't always work here. If you need to tailor your approach – for example, agreeing to visit a client four times a year instead of the standard two – you often have to jump through corporate hoops to get approval from a head office in another region. While leaders are often receptive to feedback, the time it takes to implement changes can be a significant challenge. ## My advice for CSMs new to the region Looking back on my own journey, my best advice for any customer success manager considering a move to the Middle East is simple. ### Come in with an empty cup I arrived without ever having visited before, and I can tell you that the most important thing is to approach it as if you know nothing. Everything you learned about CS in another market is a great foundation, but it won't always translate. Be a sponge. Listen to people who have worked here. Understand their challenges, their pain points, and what has made them successful. Their experience is the most valuable resource you have. ### View challenges as redirection You will face challenges. A strategy that was successful with one client will fall flat with another. Instead of viewing these moments as failures, see them as redirection. Each one is a learning opportunity that teaches you more about the customs, culture, and unique ways of working in this incredible market. ![Come in with an empty cup. Listen before you lead. Treat challenges as redirection. Build genuine human connections. Embrace the region’s unique rhythm.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Jomilsa-Sousa-quote.jpg) ## The future of customer success in the Middle East Despite the [manual processes](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) and [human-led approach](https://www.customersuccesscollective.com/how-to-ingrain-a-human-first-approach-in-your-workplace-podcast/), the region is on the cusp of a technological shift. The trend I’m most excited about is the growing adoption of customer success software and [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/). Currently, much of our work is manual, from gathering data to [mapping the customer journey](https://www.customersuccesscollective.com/customer-journey-template-framework/). The introduction of dedicated CS platforms will be a game-changer. It will allow us to [automate time-consuming tasks](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) and access the data we need to make better decisions. This [won't replace the human connection](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) that is so vital here. Instead, it will free us up to focus more on what truly matters: building those strong relationships and delivering real, measurable return on investment for our clients. Navigating customer success in the Middle East is a constant exercise in adaptation. It requires you to be a strategist, a relationship-builder, and a cultural translator all at once. But for those willing to listen, learn, and embrace its unique rhythm, it’s an incredibly rewarding experience. --- *This article is based on* [*Jomilsa’s appearance*](https://media.thealliance.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=c7brztbqzc) *on the* [*CS School podcast*](https://media.thealliance.io/podcast/csc-cs-school/)*.* ### Sales to customer success hand-off template URL: https://www.customersuccesscollective.com/sales-to-customer-success-hand-off-template-framework/ Last updated: 2025-10-21T09:33:23.000Z ## What is a sales to customer success hand-off template? The sales to customer success hand-off template is a structured framework designed to ensure a smooth transition between the sales and customer success teams once a deal is closed. It helps maintain the customer’s momentum and ensures that their post-purchase experience matches the promise made during the sales process. A well-executed hand-off eliminates confusion, reduces onboarding delays, and sets the tone for a strong, ongoing relationship. By clearly outlining the steps and information required during the transition, this template helps both internal teams stay aligned and the customer feel confident in their choice. ## What’s inside the template? This template provides a clear checklist and set of prompts to guide every stage of the sales-to-success transition: - **CRM updates** – Move the account from opportunity to customer, upload the signed contract, and document essential background details. - **Customer background** – Capture key insights such as why the customer purchased, what success looks like for them, and who their key stakeholders are (buyers, users, champions, and detractors). - **Contract details** – Record the customer’s chosen plan, key features, and any unique terms or configurations. - **Implementation information** – Document integration requirements, expected demo timelines, and preferred communication styles. - **Internal hand-off actions** – Share all relevant materials with the customer success team through email, Slack, or your project management platform. - **Optional hand-off meeting** – Schedule a call between sales, account executives, and customer success to align on goals and next stepsSales to customer success hand-…. This structured approach ensures that no key information is lost between departments and that the customer experience remains seamless. ## How to use the template 1. **Complete the CRM update** – Transition the customer from prospect to client and attach all relevant documentation. 2. **Gather background information** – Fill out the key questions in the template about motivations, success metrics, and stakeholders. 3. **Detail contract and implementation notes** – Include plan specifics, integration needs, and preferred working styles. 4. **Notify customer success** – Share all documentation through your chosen communication platform. 5. **Hold a hand-off meeting (if needed)** – Ensure both teams align on the customer’s goals, timelines, and expectations. ## Download your sales to customer success hand-off template ![Sales to customer success hand-off template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Sales-to-customer-success-hand-off-template.png) [Sales to customer success hand-off templateSales to customer success hand-off template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/10/Sales-to-customer-success-hand-off-template.docx "Download") [Sales to customer success hand-off templateSales to customer success hand-off template.pdf79 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/10/Sales-to-customer-success-hand-off-template.pdf "Download") [Sales to customer success hand-off templateSales to customer success hand-off template You need internal processes to run your organization smoothly. Every team (and individual) needs clearly-defined roles and accountabilities to effectively. But your new customer doesn’t care about that. They just want - and expect - to continue the s…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-66.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyIrsweksmfzpE8W5U0gagzgk6UeBguL1Gi0IYr87ehnMW1auVIuepJv3lcLYDQ_d2AZD6SF_JIq0_s_UfX6pKKxtyy0IjkuNIeS53TQ2yFETTL-rpQi-w1200-h630-p)](https://docs.google.com/document/d/1wQYY4zAB7F45C7gv6FTtXbvkkQ3AMhW7ywu3rzSRyJM/edit?tab=t.0) _This post is for paying subscribers only._ ### How CSMs can work smarter (not harder) with AI URL: https://www.customersuccesscollective.com/work-smarter-not-harder-with-ai/ Last updated: 2025-10-17T10:52:11.000Z [Artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI) is everywhere – you don’t need me to tell you that; it’s reshaping how we think, write, and work. Yet in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS), AI’s adoption seems slower than you might expect. There's a paradox where this transformative technology is all around us, but many [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) aren't sure where to start, or they feel overwhelmed by the constant developments. My own journey into AI started out of pure curiosity. Soon after [ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) became mainstream in 2022, I began exploring what it could do. It quickly became clear that this was a major development that would impact every modern job, including my own as a Client Success Director at Degreed. I realized that if I could figure out [how to use AI](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) and embed it into my work, I could future-proof my career. This isn't about preservation in a negative sense, holding onto a role that’s dying. It’s about understanding how AI will change the nature of CS. It *will* shift the role from being task-based to one that is insight-based, relationship-based, and human-skills-based. It frees up your time to focus on the more interesting parts of the job. ## Why are CSMs hesitant to adopt AI? Recent data suggests that less than half of CSMs are actively using AI tools ([State of Customer Success 2025 Report](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/)). While some may be using AI without realizing it through their email clients or CRMs, that number should be closer to 100%. This isn't about using AI for the sake of it, but because it genuinely delivers value to every CSM. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/52---of-companies-don---t-use-generative-AI.jpg) Source: Customer Success Collective So, what's holding people back? ### Acknowledging AI overwhelm One of the biggest hurdles is AI overwhelm. I subscribe to daily [AI newsletters](https://www.aiacceleratorinstitute.com/subscribe-to-the-aiai-newsletter/), and every single day brings seven or eight major news stories. It’s a lot to keep track of, and if you’re not directly responsible for [AI solutions](https://www.customersuccesscollective.com/best-ai-tools-for-customer-success-video/), it’s easy to feel like you’re falling behind after just a week. This feeling can lead to paralysis, making you think, "I can't start anything because I don't know enough," or "I'll just carry on doing things the way I've always done them." You don’t need to stay across *every* new development. One of the easiest ways to stay relevant is to use AI to track AI. You can literally paste your job description into ChatGPT and ask it to create a daily digest of AI updates that matter for your role. That way, you stay current without drowning in noise. ![Break the cycle - too many AI updates, fear of falling behind, don't start, miss out](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Break-the-cycle.jpg) ### Addressing fears about job replacement There's also a genuine concern about job security. People don’t want to think their job can be replaced by a machine, and that’s a perfectly valid fear. This raises ethical questions about whether organizations should be [pursuing the replacement of staff with AI](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/). For those of us in customer success, the focus should be on future-proofing ourselves. Instead of worrying that your job will be replaced, ask yourself: *How can I continue to add value, and what will "value" even mean in a future where AI is everywhere?* The answer lies in shifting your focus and skills. [10 practical ways to use AI in customer successIn this guide, we break down 10 practical, real-world ways CSMs can use AI right now to deepen customer understanding, scale proactive support, boost productivity, and level up their strategic value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-392.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--41--1.jpg)](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) ## How to leverage AI for immediate efficiency gains today You don’t need to revolutionize your entire workflow overnight. The key is to start small by picking one problem you want to solve. What do you find annoying in your role? What task takes longer than it should? That’s your starting point. ### Move beyond basic content generation The simplest use case for AI is [content generation](https://www.aiacceleratorinstitute.com/top-5-pros-and-cons-of-ai-generated-content/). Almost all email clients now have an AI element to speed up writing emails. However, you should never just click "generate email" and hit “send.” We can all spot AI-generated content a mile off, and it completely undermines the [authentic, human nature](https://www.customersuccesscollective.com/using-ai-human-first-video/) of the CSM role. There are use cases for it, of course. But if you're writing to a client you know well, AI won't help because it doesn't know your relationship. Just write the email yourself; it will be quicker and more authentic. ### Amplify your client research with the right tools A more powerful application of AI for customer success is research. If you’re a CSM dealing with more than 10–15 clients, you can’t possibly retain all the knowledge about what’s happening in their businesses day to day. Tools like Perplexity or [Google's NotebookLM](https://www.customersuccesscollective.com/notebooklm-for-customer-success/) can collate information from across the web so you don't have to spend hours on research. ![Amplify your client research with the right tools: Identify client; Run research with Perplexity; Summarize insights; Tailor client conversation with the right tools; Amplify your client research](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Amplify-your-client-research-with-the-right-tools.jpg) Before a call with a new stakeholder, you can run a deep research project to get a landscape review of their industry. In 10 minutes, you can have a report detailing: - Key trends in your client's industry. - How these trends might impact the service or software you provide. - Potential talking points for your call. This preparation allows you to add value from day one. You can walk into a meeting and say, "I know this new regulation is going to impact your supply chain, which means your teams need upskilling." You immediately position yourself as a valuable, [proactive partner](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/). Many CSM portfolios are organized by industry, which means one well-executed research project can benefit multiple clients in your book. AI tools make that scalable. ### Use AI for deep analysis of company documents I deal with large, publicly listed companies that produce annual reports, ESG statements, and earnings reports that are hundreds of pages long. I download these PDFs and stick them into NotebookLM. From there, I can use the voice mode to have a conversation with the tool. I can ask questions like, "How can I connect this point in the ESG report to a conversation about workforce transformation?" It’s a back-and-forth conversation, not just typing queries, which I find particularly useful for uncovering relevant insights. The tool can also pull in open web sources, like a company's Forbes page, to enrich its analysis. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Building a culture of AI enablement in your organization While individual adoption is powerful, things move to another level when companies build AI into the fabric of their organization. At Degreed, we're fortunate to have developed internal tools that showcase this potential. ### The power of custom internal tools Our team built an internal tool on ChatGPT that has access to all our knowledge center documentation and understands our product and services. I can use it to prepare for meetings by asking, "I'm meeting with Client X, and this is their business objective. Can you give me a feature map of everything in our product that supports this?" It generates a handy table that I can use as a talk track for the meeting. This process, which would have manually taken me a full day, now takes five minutes. It saves me four or five hours a week, and when you scale that across the entire CS team, the **financial impact is significant**. !["Before our AI tool, preparing a client deck took a full day. Now, with our internal knowledge chatbot, it takes just five minutes — saving 4–5 hours a week and driving significant productivity and cost gains." - Adam Parsons, Client Success Director at Degreed](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Before-our-AI-tool--preparing-a-client-deck-took-a-full-day.jpg) ### You don’t need a dedicated Ops team to start Interestingly, this tool wasn't built by a [CS Ops](https://www.customersuccesscollective.com/customer-success-operations/) person. It was built by someone in sales who saw an opportunity and had the curiosity to pursue it in their spare time. It took a couple of weeks to get the framework together, and now it’s rolled out to the team. This shows that if you [don’t have a dedicated CS Ops role yet](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/), it doesn’t mean you can’t look at these tools. It’s about spotting an opportunity to automate a process or save time and having the initiative to find a way to do it. [How customer success leaders can be partners not vendorsFor subscription businesses these days, it’s not enough to merely provide a product or service – that’s pretty one-sided. To cut through the competition, you must strive to cultivate a partnership that drives mutual success. Both you and the customer need to benefit from customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-393.png)Customer Success CollectiveRenee Rooney![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Renee-Rooney-1.jpg)](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/) ## The future of the CSM role: From task-based to strategic partner In the short term, AI will replace tasks with quicker, automated alternatives. This is the first step in [customer success automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/). But the end [state of AI within CS](https://www.customersuccesscollective.com/beyond-the-bot-ai-in-customer-success-ebook/) is not just about getting more stuff done. It’s about fundamentally changing the role. ### Automating the administrative burden We will get to a point where you can create a [QBR](https://www.customersuccesscollective.com/qbrs-in-customer-success/) deck by clicking "generate deck." The system will pull all the data from your [CRM](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/) and analytics software. Standard lifecycle emails, like renewal reminders, can already be fully automated. No one needs to be doing that manually. ### Becoming a strategic, consultative partner With administrative tasks handled, the CS role will become more consultative and strategic. It will focus on demonstrating to a client how they can meet their business objectives using your solution. The core questions become: - Why did you buy from us? - What are you trying to achieve? - How will we demonstrate in a year’s time that you are closer to that goal? This is how you secure [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and [reduce churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). It’s about fully understanding the gap between where your client is now and where they want to be, and then identifying the data that proves that gap is closing. ### Demonstrating tangible business value For example, a client might want to upskill their employees for the future. By digging deeper, you might find their ultimate goal is to reduce external hiring and increase internal career mobility. This, in turn, reduces hiring costs. If you can help them link your solution to a 10% reduction in external hiring, you can put a dollar amount on that saving. Now, you can go to stakeholders and say, "By implementing this solution, we are saving X million euros per year." That is where [the CS role starts to deliver incredible value](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/). ## Your first steps into customer success AI So, how do you get started without feeling overwhelmed? It comes down to a simple, intentional approach. ![Your first steps to using AI for customer success: Pick one problem to solve; Treat AI like a colleague, not a tool; Be intentional and run small experiments; Fail fast, learn faster](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Your-first-steps-to-using-AI-for-customer-success.jpg) ### Pick one problem to solve Don't try to overhaul everything. Just find one friction point in your day and see if AI can help. Is writing a weekly progress report annoying? Start there. ### Treat AI as a colleague Don't use tools like ChatGPT as just a search engine. AI currently has an IQ of around 150 in every single topic known to mankind. Treat it like an expert-level colleague you can have a conversation with. If you don’t understand something, ask it to clarify or explain what it means for your role. ### Be intentional and fail fast Run small experiments. If they don't work, stop doing them and try something else. Curiosity and intentionality have to go hand-in-hand. --- The goal is to use AI to remove the process-based tasks so you can focus on what truly matters: adding strategic value to your clients. The future of customer success is human, and AI is the tool that will help us get there. --- *This article is based on Adam's appearance on the* [*CS School podcast*](https://media.thealliance.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=9xb3a7igvq)*.* ### Customer Support Summit | Virtual, October 2025 URL: https://www.customersuccesscollective.com/customer-support-summit-virtual-october-2025/ Last updated: 2026-08-28T15:43:58.000Z Catch up on all sessions from the likes of Cloudflare, DocuSign, Workday, Microsoft and NetApp. _This post is for paying subscribers only._ ### Cultural intelligence in CS with Jomilsa Sousa URL: https://www.customersuccesscollective.com/cultural-intelligence-in-customer-success-video/ Last updated: 2025-10-14T09:00:37.000Z _No content available._ ### How generative AI is revolutionizing customer support URL: https://www.customersuccesscollective.com/generative-ai-customer-support/ Last updated: 2026-02-05T12:05:54.000Z Have you ever called a company’s [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) phone number and felt like you were talking to someone who just… didn't get it? Or maybe you've actually *been* that support agent, drowning in product manuals, trying to help a [frustrated customer](https://www.customersuccesscollective.com/customer-complaints/) at 3 AM? Well, I've been there, and I'm here to tell you that [generative AI](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) is changing everything about how we think about customer support. Over the past few years, I've watched AI transform our support operations in ways I never imagined possible. And no, I'm not talking about those annoying chatbots that make you want to launch your phone across the room. I'm talking about something *actually* revolutionary. ## The evolution of support, from Star Trek to reality Remember [Captain Kirk's communicator](https://en.wikipedia.org/wiki/Communicator%5F%28Star%5FTrek%29) in Star Trek? That little device seemed like pure science fiction back then. Now, we're all carrying smartphones that make Kirk's gadget look primitive. The same thing is happening with [AI in customer support](https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents/) right now – what seemed impossible just a few years ago is becoming our everyday reality. Think about how customer support has evolved. ![The evolution of customer support](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/The-evolution-of-support-1.jpg) We went from switchboard operators manually connecting calls to massive call centers underpinned by IVR. Then came email support (remember how revolutionary *that* felt?), followed by knowledge databases where customers could search for answers themselves. Social media support brought instant, public interactions. Each step in this evolution made support more accessible and efficient. But here's the thing: even with all these advances, we were still hitting walls. At Crestron, we have over 3,000 different products. Each one has instruction manuals, specification sheets, how-to guides – you name it. Expecting any human support agent to know everything about every product? That's like asking someone to memorize an entire library. It's simply not possible.. ## Why raising an AI is more like parenting than programming When we started implementing AI, I realized something fascinating: bringing AI into your organization is surprisingly similar to raising a child. Stay with me here. At birth, a child has basic capabilities – breathing, crying, sleeping. Similarly, when you first "turn on" an AI system, it starts with fundamental functions like pattern recognition and basic data analysis. Just as a baby learns to crawl, then walk, then run, [AI systems develop over time](https://www.splunk.com/en%5Fus/blog/learn/continual-learning.html). And just like parenting, it's our responsibility to guide this development properly. We can't just let AI run wild any more than we'd let a toddler climb all over the furniture unsupervised. We need to set boundaries, provide proper training, and constantly monitor its growth. The potential is enormous, but only if we nurture it correctly. ### The journey from chatbots to intelligent agents Remember those early chatbots? The ones that would respond to "My system is on fire!" with "I'm sorry, I don't understand your question. Would you like to see our FAQ?" Yeah, *those* were the dark days. They were logic-based, limited, and about as helpful as a chocolate teapot when dealing with complex issues! But then came natural language processing, and in what felt like the space of over night, everything changed. Suddenly, our AI could understand context, grasp subtle meanings, and – this was huge for us as a global company – translate between languages seamlessly. No more copying and pasting customer messages into Google Translate and hoping for the best. Now we're in the [era of GPT models](https://www.edlitera.com/blog/posts/gpt-models-history), bidirectional encoders, and Lambda. These aren't just fancy tech terms – they represent AI that can actually hold complex conversations. We're talking about AI phone agents that can troubleshoot issues without making customers want to scream "REPRESENTATIVE!" into their phones over the painfully tinny tones of an IVR. ## AI as a necessity, not a luxury [Marc Benioff](https://www.linkedin.com/in/marcbenioff/), Salesforce's CEO, called AI "the new electricity," and he's absolutely right. Just like we can't imagine going a day without email now, AI in customer support is becoming essential, not optional. !["AI is the new electricity" - Marc Benioff, CEO of Salesforce](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/AI-is-the-new--electricity.jpg) Here's what this looks like in practice: ### 24/7 availability Picture this – it's 3 AM, and the lights go out in a major hotel using our automation systems. In the old days, they'd have to wait for our offices to open. Now? Our AI agents can help them troubleshoot immediately, getting basic systems back online until human experts can dive deeper if needed. ### Multilingual support without borders We used to need native speakers for every language we supported. That created bottlenecks and coverage gaps. Now, customers can communicate in their preferred language, and our agents see everything in theirs. It's like having a universal translator from Star Trek (see, I told you sci-fi becomes reality). ### Emotional intelligence This one blew my mind. This is something we launched at Crestron, with our AI now including sentiment analysis. Just to give you an idea of what I’m talking about, we have a phone system that constantly transcribes all of the phone calls we receive. In the backend, we have included a [sentiment analysis](https://www.ibm.com/think/topics/sentiment-analysis) engine, which tells us [if a customer is getting upset](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/). If they are, it sends a trigger, which then flags a manager down to help assist that conversation. Essentially, giving our support supervisors superhuman hearing, so they can sense trouble before it explodes. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## The human-AI partnership Let me address the elephant in the room. "[Will AI take my job](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/)?" Here's my honest answer: No, AI won't take your job. But someone who knows how to use AI will. Think of it this way: AI handles the repetitive stuff – order status checks, password resets, basic troubleshooting. This frees up human agents to tackle the complex, creative problems that require real human insight and empathy. Our agents are now solving interesting challenges instead of answering "Where's my order?" for the thousandth time. On the agent side, we also run a co-pilot that live-scans the case (transcripts, prior chats, similar fixes) and drafts the next best steps the agent can ship in mere seconds. ### Real results, not just hype Let me share some actual numbers, because I know you're probably thinking, "This all sounds great, Matt, but does it actually work?" - [Customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) improved by 25-30% - First-call resolution times dropped by 40% - We haven't had to increase headcount despite launching 150-200 new products annually But here's the kicker – our employee satisfaction scores went up, too. Why? Because they're doing more meaningful work. They're solving real problems, not just reading from scripts. Data showed most contacts were technical or billing. We built richer training for the former and a single-pane customer dashboard for the latter. Fewer tickets. Faster answers. [How agentic AI is transforming customer experiencesFind out how goal-driven Agentic AI is redefining customer experiences and operational excellence.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-389.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--37--4.jpg)](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) ## The ethics of AI We can't talk about AI without addressing the ethical considerations (“With great power…” and all that). Here's our approach: - **Transparency first:** Customers always know when they're talking to AI. No deception, no pretending. Trust is everything in support. - **No bias allowed:** We killed an idea early on about giving better AI support to high-revenue customers. Good support shouldn't depend on how much money you spend. - **Privacy and security:** With regulations changing daily (GDPR, HIPAA, state-level requirements), staying compliant is like playing whack-a-mole. But it's non-negotiable. Customer data must be protected, period. 💡 ****NB:** For advanced use cases, we make it opt-in, not opt-out. And we assign owners; a team accountable for corrections when things go sideways. ## Looking ahead: The next five years Here's what's coming, and it's going to blow your mind: ### Predictive support Imagine your garage door alerting you that it's been left open as you leave for vacation, not when you return to an empty garage. We're building systems that identify and solve problems before customers even know they exist. When patterns emerge (hardware, firmware, or usage), we don’t just alert the customer. We loop findings back to engineering so fixes, docs, and design decisions reflect real field data. And it’s global: if an issue hits Singapore overnight, US agents see it at login, already primed with what worked. ### Hyper-personalization When you contact support, the AI will know your skill level, your training history, and your communication preferences. It's like having a support agent who's worked with you for years, even on your first call. ### The adaptation At Crestron, we don’t treat every user the same. If someone finished training recently, or perhaps they just earned a certification, we adapt the flow. Maybe they’re a certified pro, in which case we skip the basics. [New hire](https://www.customersuccesscollective.com/onboarding-a-new-hire-customer-success-manager-podcast/)? We slow it way down and add a lot more context. We use recent training and certification data to get to a resolution faster, knowing the fundamentals are covered. [![Beyond the Bot: AI in Customer Success ebook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/AI-in-CS-Ebook-banner-ad.jpg)](https://www.customersuccesscollective.com/ai-in-customer-success-ebook/) ### Platform-aware guidance Don’t be fooled into thinking context is only about people – it’s actually about stack, too. The same wall keypad can live in multiple ecosystems. In a sandbox app, we’ll say something along the lines of: “*Press this, then this, then you’re done.”* In a full code environment, we surface the right snippets and steps. Under the hood, an algorithm picks the right model and flow so guidance stays fresh as products evolve. ### Autonomous agents These aren't just chatbots. Chatbots react; [autonomous agents](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) plan, adapt, and act – all the while drawing on multiple data sources and past solutions to resolve problems end to end. ## How to make it work If you're thinking about implementing AI in your support organization, here's my hard-earned advice: ### Start small Don't flip a switch and go company-wide. We started with 40 people, found every pothole, and *then* gradually expanded. Rome wasn't built in a day, and neither is a good AI implementation. ### Clean up your data Garbage in, garbage out. We did a complete overhaul of our knowledge base before implementing AI. Twenty years of accumulated documentation with different standards and [outdated information](https://www.customersuccesscollective.com/bad-customer-data-hygiene/)? That's a recipe for [AI hallucinations](https://cloud.google.com/discover/what-are-ai-hallucinations). ### Invest in training Your team needs to understand they're getting a powerful assistant, not a replacement. Show them how AI makes their jobs easier and more interesting. ### Stay informed The AI landscape changes daily. Just recently, one LLM provider released a feature that violated our security policies. We had to act fast to block it. You can't set it and forget it. [What is customer success enablement?Good teams have processes in place to make them better at their jobs. Great teams have enablement strategies to support and empower them. CS enablement focuses on providing customer success teams with the tools, resources, and knowledge they need to excel in their jobs.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-390.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--9-.jpg)](https://www.customersuccesscollective.com/customer-success-enablement/) ## The bottom line **The best way to predict the future is to create it.** That's what we're doing at Crestron, and that's what the entire support industry needs to embrace. AI isn't just another tool in vogue, but a fundamental shift in how we think about customer service. We're moving from reactive to proactive, from one-size-fits-all to hyper-personalized, from language barriers to universal communication. And most importantly, we're freeing human agents to do what they do best – solve complex problems with creativity, [empathy](https://www.customersuccesscollective.com/empathy-map-template-framework/), and genuine human connection. The future of customer support isn't about choosing between humans or AI. This is what the scare tactics want you to believe. In fact, it's about combining the best of both to create experiences that would have seemed like pure science fiction just a few years ago. And unlike Star Trek, we don't have to wait centuries for this future – it's happening right now. So, are you ready to join the revolution? Because whether you're ready or not, it's already here. The only question is whether you'll lead the charge or get left behind. --- *This article is based on a session Matthew presented at our AI for Customer Support Summit in February 2025.* ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/02/London-Customer-Support-Summit--1-.jpg) ## Future-proof your support org in a single day Join us in New York for the [**Customer Support Summit**](https://virtual.customersuccesscollective.com/location/customersupport)on **March 10 & 11, 2026**. See what’s working, what’s next, and how to upskill your team for AI-first operations. [ Register today ](https://events.customersuccesscollective.com/location/supportnyc) ### Customer Success awards 2026 Nominate today URL: https://www.customersuccesscollective.com/the-alliance-awards-csc-nominate-today/ Last updated: 2026-10-21T12:31:02.000Z Get ready for the event of the year! As summer heats up, so does the excitement for the **Customer Success awards 2026**. This year marks the 5th anniversary of our prestigious celebration, recognizing the pinnacle of marketing innovation and talent. Customer Success Collective is gearing up for our most spectacular ceremony yet, and we need your help to make it unforgettable. It's time to shine a spotlight on the brilliant minds shaping our industry. Who are the trailblazers, the game-changers, the visionaries that deserve recognition? We want to hear from you! Nominations are now open, and we're eagerly awaiting your submissions. Whether you want to nominate your terrific team, an incredible individual or your superb self we have a category to celebrate every achievement. 🥇 ## Key dates for your diary 💌 **Submission deadline:** October 5, 2026 (midnight GMT) **🌟 Shortlists announced:** October 19, 2026 **📣 Polling round:** October 26-30, 2026 **🏆 Winners announced:** December 1, 2026 ## 2026 awards categories Let's take a look at each of the awards up for grabs... ### **Customer Success Leader of the Year** The Customer Success Leader of the Year might be that advocacy ace to whom your company owes its MRR to. Or perhaps they’ve delivered a mind-blowing keynote or crafted an article that sparked your "eureka!" moment... Whatever the case, they're a full-on hero of customer satisfaction. Got someone in mind who checks these boxes? Now's your chance to throw their hat in the ring and put them up for Customer Success Leader of the Year. 🏆 ### **Customer Success Rising Star** Customer success is all about staying ahead of the curve and zeroing in on results. No wonder we're all about giving props to the fresh faces shaking things up in CS. Know a newbie who's already making a splash in the field? Expecting them to become a bonafide CS legend pretty soon? Toss their name in the hat and give them a well-deserved high five. 🖐️ ### **Customer Success Team of the Year** This award is all about the top-notch customer success squad. Got one in your sights? We all know no one's a solo act, and collaboration is the secret sauce. Client wins thrive on the collective hustle and loyalty of the crew, that sense of being in it together. Whether your gang's crushing goals left and right, or just vibing with an unbeatable team spirit, if you're part of the crème de la crème of CS crews, it's time to let the world know! 🏅 ### **Customer Support Leader of the Year** The Customer Support Leader of the Year might be that advocacy ace to whom your company owes its MRR to. Or perhaps they’ve delivered a mind-blowing keynote or crafted an article that sparked your "eureka!" moment... Whatever the case, they're a full-on hero of customer satisfaction. Got someone in mind who checks these boxes? Now's your chance to throw their hat in the ring and put them up for Customer Support Leader of the Year. 🏆 ### **AI-Fluent Customer Success Innovator** AI is changing the way we do customer success but this award isn't for someone who just knows how to talk about it. It's for the person who's actually putting AI to work. 🤖 Maybe they're using AI to transform health scoring, making QBR prep faster and smarter, or turning support triage into a well-oiled machine. Whatever their use case, they're not just experimenting - they're driving real results and showing the rest of the organisation what's possible. Know the AI go-to in your CS team? The person everyone turns to when they need to figure out, *"Could AI do this better?"* Nominate them for **AI-Fluent Customer Success Innovator** and give them the recognition they deserve! 🏆 [Submit your nominations here](https://productmarketingall.typeform.com/to/sJrluWUa) ## Our judging criteria Here's what we’re looking for in our winners: - Superstars who are changing the game in customer success, customer marketing, and community-led positions. - Solid bottom-line business impact that can be demonstrated - be it churn management, customers onboarded, revenue, communities grown, account expansion, or setting other teams up for success. - Anecdotal support from at least one other member of your/the nominee’s company. - Anything else you think helps you/your nominee stand out in the crowd. Happy nominating! In the meantime, check out last year's winners. ## Terms and FAQs #### What makes a strong nomination? Nominations with clear, data-driven reasoning and concrete examples are more likely to stand out. #### Does length matter? Quality matters more than word count. A concise, well-evidenced nomination is more effective than a long one. #### How are nominations judged? Our internal panel of experts carefully reviews every submission. They take a fair, balanced, and comprehensive look at all entries before deciding on a shortlist and winners. #### Can I nominate more than once? Yes! You may submit multiple nominations if you’d like to highlight different work, or encourage colleagues and peers to support your nomination. #### Who can submit a nomination? The short answer is, well - anyone! You can either self-nominate or have someone else to nominate you/your team. #### What happens after I submit? Once nominations close you’ll get a confirmation confirming we’re received your nomination. After the close date, our judging panel will review submissions, publish the shortlist, and announce the overall winners during the awards live broadcast listed above. #### Is there a deadline? Yes, ensure you are submitting your nomination between the dates listed above. Late nominations will not be considered. ### New feature outreach and training URL: https://www.customersuccesscollective.com/new-feature-outreach-and-training-template-framework/ Last updated: 2025-10-07T12:00:38.000Z ## What is a new feature outreach and training template? Launching a new feature is only half the job; customers need to understand its value and know how to use it effectively. A new feature outreach and training template is a set of ready-to-use email frameworks designed to help you introduce product updates to customers and guide them through adoption. This template ensures your outreach is clear, structured, and aligned with customer needs. It covers everything from initial announcement to training follow-ups, helping you drive faster adoption and collect valuable feedback. ## What’s inside the template? The resource includes **three customizable email templates** that take you through the full rollout process: - **The outreach email** – Announces the new feature, highlights its benefits, and provides resources or setup steps. - **The pre-training email** – Shares test files, common use cases, and prepares customers for upcoming training. - **The Training Follow-Up Email** – Reinforces learning with recordings, resources, and actionable next step. Each email is structured with placeholders for personalization, links to resources, and space to outline feature benefits or action items. ## How to use the template 1. **Announce the feature** – Use the outreach email to share the update with admins, champions, and key stakeholders. Include benefits and initial setup guidance. 2. **Prepare for training** – Send the pre-training email with supporting files, links, and suggested use cases to help customers engage during sessions. 3. **Follow up after training** – Reinforce learning with recordings, supporting materials, and a clear list of action items. 4. **Encourage feedback** – Invite customers to share use cases and insights to refine your feature adoption strategy. By using this template, you’ll provide customers with a smooth rollout experience, reduce adoption friction, and maximize the impact of new feature launches. ## Download your new feature outreach and training template ![New feature outreach and training](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/New-feature-outreach-and-training-.png) [New feature outreach and trainingNew feature outreach and training.pdf102 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/10/New-feature-outreach-and-training.pdf "Download") [New feature outreach and trainingNew feature outreach and training.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/10/New-feature-outreach-and-training.docx "Download") [New feature outreach and trainingNew feature outreach and training Introducing prospects and customers to your new product feature is a must. And of course, customer feedback is a pivotal part of the product development cycle. So, you need to have an outreach and training plan ready in order to highlight to customers how exac…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-65.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyKZqYR-zIl-pmmCY8C9ohgJjmM-17rhWcSTrT9WTd92bXpq4wTIS-GuAiJi213zx6lEbjaGkEhGqH5Ts3i25tN_JK3kNE1uDcQR4T_0DoZ1nqZZS8Xe-w1200-h630-p)](https://docs.google.com/document/d/1eoqbjpMwDkMMMDfZLAOXZOv3hlUK%5FqRSXwXJBFfPDmo/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### Market update and a proven approach to AI in customer experience URL: https://www.customersuccesscollective.com/market-update-proven-approach-ai-customer-experience/ Last updated: 2026-08-14T12:42:48.000Z Are you feeling beaten over the head every day with AI talk? The pressure to "do AI" is intense, and the sheer volume of information is just overwhelming. But here's the thing you need to hear: for those of us leading customer success (CS) and customer experience (CX) – the people who actually own the customer relationship and the revenue – AI isn't a threat; it's the single biggest chance you’ll get for a transformational win in your business and your career. The catch? Getting it right is a lot harder than most people sign up for. If you don't have a solid game plan, you might wake up a year from now and realize you just went through an expensive, drawn-out process and didn't achieve much. Let's take a breath, step back, and map out a practical, near-term AI roadmap that focuses on what matters – creating a bigger pie for your customers. In this article, we’re going to cover the urgent competitive shift, a clear strategy for using AI to create value, and the nuts and bolts of the infrastructure you need to actually pull it off. [10 practical ways to use AI in customer successIn this guide, we break down 10 practical, real-world ways CSMs can use AI right now to deepen customer understanding, scale proactive support, boost productivity, and level up their strategic value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-386.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--41-.jpg)](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) ## The AI wake-up call Why the panic? Why the urgency? Because your biggest challenges aren't getting any better. The ability to differentiate your product is getting harder, and new market entrants are popping up everywhere. Here’s the hard truth: in the [world of AI](https://www.customersuccesscollective.com/cx-in-age-of-ai/), your technological moat is eroding fast. Technology costs are dropping like a rock, and it’s becoming shockingly easy for a few smart engineers to launch a compelling product with an intelligent system. If you’re built on a legacy codebase, AI-native platforms already have a huge head start. ### Winning on experience, not tech More competition means more price pressure. So how do you win long-term? You win on experience and brand. You win on how you deliver value. But let's look at B2B SaaS today: our ability to deliver a great customer experience is, frankly, broken. And *we* broke it! Over the last decade, we’ve hyper-specialized everything. Sales is in one system, support is in another, and engineering is in a third. It’s a total hodgepodge. To fix it, we have to look past the funnels and stages and find the hundreds of small touchpoints happening daily – things like getting documentation, handing off a case, or following up on a feature request. These are the points of friction you can, and must, automate. That’s where your [AI strategy](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) begins. ## Where the money is going (and why AI fails in business) Let's quickly check the market pulse. Spending is way up in the AI world, but it’s still maturing. We’re moving from the first phase of "what is this?" experimentation to a more programmatic approach. Most of the money is still going to the foundation models (like buying an OpenAI model) for developers to tinker with. However, departmental spend is up [six to nine times](https://menlovc.com/2024-the-state-of-generative-ai-in-the-enterprise/) in horizontal use cases. That tells me the budget is shifting from "innovation" to actual, measurable use cases. ### The big three (and why we need more) Right now, only three enterprise use cases have really caught fire: 1. Code generation (the easiest one, technically) 2. Support automation (chatbots, reducing case load) 3. Enterprise search (making sense of all your docs) Beyond these? It drops off. We simply haven't built out our AI playbooks yet. Executive priorities are also smarter now. Six months ago, it was, "We must buy AI!" Now, the big question is [ROI](https://www.customersuccesscollective.com/measure-product-success-and-demonstrate-roi/). And here's the deal: these tools have to be highly customized. We've all gotten a terrible Zoom summary, right? It's shocking! If a simple summary fails, it's because my definition of a "good summary" or "positive sentiment" for my business is totally different from yours. Generic AI is useless; custom-tuned AI is *everything*. _This post is for paying subscribers only._ ### The data-backed roadmap to turn customer support into an intelligent revenue driver URL: https://www.customersuccesscollective.com/customer-support-roadmap-ebook/ Last updated: 2025-10-01T16:59:14.000Z It’s 2025, which means there’s no time for customer support that acts like your local firefighting service. We got together with [**TeamSupport**](https://www.teamsupport.com/) to create a free guide that shows you how to remove the perpetual ticket treadmill and turn customer support into a genuine, revenue-driving machine. Inside the guide, you’ll get a roadmap built on data from 150M+ support interactions across 500 SaaS companies. ## Why this guide matters Here’s the reality: in 2025, your revenue growth isn’t hiding in net-new logos anymore. With 82% of SaaS revenue coming from existing customers, support has become the frontline of growth. It isn’t just about resolution times. Yet a big problem remains – most support teams are still buried in escalations, juggling siloed tools, and trying to do more with the same budget. This guide shows you how to flip that script. You’ll see how proactive ops, AI, and smarter self-service stop churn before it starts and open the door to real expansion. Access the roadmap ## What you’ll learn - Why support isn’t a cost center anymore - How proactive support prevents churn and protects revenue - Where AI + automation scale coverage without adding headcount - How smart self-service reduces tickets and boosts satisfaction - How to turn support data into insights your execs care about ## The problems you’ve told us about (and how to fix them) - **Reactive firefighting** 👉 Move to intelligence-driven, proactive workflows that predict and prevent issues. - **Disconnected tools and siloed data** 👉 Centralize context across CRM, ticketing, and knowledge to speed resolution. - **B2C tools failing B2B needs** 👉 Use platforms built for complex accounts, hierarchies, and multi-user relationships. - **Rising demand, flat budgets** 👉 Use AI, automations, and content to absorb volume without extra headcount. Get your copy ## What’s inside? - The support leader’s reality: firefighting vs. growth - The strategic evolution of B2B support - Breaking free from reactive ops with AI and automation - The self-service revolution (that actually works for B2B) - AI-powered intelligence: turning support data into revenue insights - Your transformation roadmap (step-by-step) ## Proof it works - Support demand keeps rising, but the teams using AI and modern self-service cut routine tickets and improve first-contact resolution. **(Pages 6-7)** - Companies prioritizing proactive engagement prevent churn and drive expansion, turning support into a measurable growth driver. **(Page 5)** - Data sources include **150M+ interactions across 500+ B2B Saas companies** and interviews with 75 leaders – so you’re not doing the guesswork. **(Page 11)** Leave reactive support behind ## FAQs ### Is it really free? Yep, absolutely no cost. ### How long will it take me to get value? Minutes. The takeaways are practical and plug-and-play. ### Will this work for complex B2B environments? That’s the point. This guide is built for multi-user accounts, hierarchies, and longer cycles ## Ready to stop firefighting? Download the guide, plug the plays into your workflow, and start turning support into a growth engine. Download the free guide . ### How AI is redefining the CSM role with Adam Parsons URL: https://www.customersuccesscollective.com/how-ai-is-redefining-the-csm-role-video/ Last updated: 2025-09-30T17:25:12.000Z _No content available._ ### How CSMs can drive revenue without feeling like sales URL: https://www.customersuccesscollective.com/driving-revenue-without-feeling-like-sales/ Last updated: 2025-09-26T16:21:16.000Z We’ll cut to the chase: [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) are under more pressure than ever to drive revenue. And that pressure isn’t going away. [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) has evolved far beyond its support roots. Renewals, expansions, account growth – they all land on the CSM’s desk. Which is why nearly 79% of leaders now view CS as a revenue driver. But here’s the catch: [a lot of CSMs never signed up for that](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/). In fact, some chose CS *precisely* because it wasn’t sales. So how do you balance the revenue expectation without becoming a quota-carrying account exec in disguise? That’s what this article is about. So, let’s dig in. ## Context: Why this pressure exists There’s no dressing this up; [senior leadership](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/), corporate boards, your [C-suite](https://www.customersuccesscollective.com/c-suite-buy-in/) – call them what you like – they all have one priority: [revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). It’s their bottom line. It keeps the lights on and the wheels turning. Revenue is tangible. It’s visible. And there’s no denying, it’s a massive win that CS is being recognized for driving it. It means CS is providing something the business can’t ignore, or mislabel as "support" or "service." ### The distinction between sales and CS For many, CS is a [proactive](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) beacon distinct from support and sales; one that is an escape from quotas, endless [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/), and the constant fear of not hitting their targets. CS let them keep the [people-facing part](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/) of the job they loved – helping customers [realize value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) – without the grind of closing deals. The pressure to drive revenue can even feel like an identity crisis. Suddenly, CSMs are being cast as **sales reps in disguise**. No one may be explicitly asking you to act like an [account executive](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (we hope), but when every conversation comes back to revenue, it can feel like [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) is being pushed to the back seat. It’s fundamentally wrong if an organization is sidelining customer satisfaction – because that’s *not* [what CS is about](https://www.customersuccesscollective.com/what-is-customer-success/). ### Company culture Company culture plays a huge role here, too. According to the [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/), only 35.6% of organizations describe themselves as customer-first, while nearly 38.4% say they’re sales-first. Just 9% call themselves community-first, and the rest lean toward being product- or marketing-led. If we’re to take this data at face value, it implies that the cultural DNA of the plurality of **companies prioritizes sales above all els**e; no wonder CSMs feel conflicted. Unless leadership explicitly balances “customer-first” with “sales-first,” CSMs are left holding the bag – accountable for both value and revenue outcomes, but often with competing priorities. But while it might feel like revenue and customer success are pulling in opposite directions, they’re not. In fact, the future of CS depends on proving it can do both – protect the [customer experience](https://www.customersuccesscollective.com/customer-experience-map/) and drive measurable growth. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ## Revenue isn’t the enemy The uncomfortable truth? If you want CS to have a seat at the table, you can’t avoid revenue forever. **Julien Le Terrien, Chief Customer Officer at Mobilexpense**, puts it plainly: > *“A significant trend is the realization that CSMs must own revenue if they want to gain credibility and legitimacy. I’ve observed many CS colleagues shift from dreading revenue-related discussions to actively embracing them, recognizing the impact revenue ownership has on their teams, careers, and influence with the C-suite.”* It’s a harsh but useful reframe: revenue isn’t the enemy of customer success; it’s the vehicle through which CS proves its strategic worth. **Mark Higginson, Chief Customer Officer at Screensteps**, agrees: > *"Over the past year, customer success has evolved from a support function into a strategic, revenue-driving partner. CSMs are increasingly accountable for expansion and renewals, and AI has become a game-changer in meeting those demands."* No one’s denying the significance of revenue, but it’s up to companies to carefully demarcate the boundaries of the role of CS to avoid losing what makes it unique. ## The ownership puzzle Here’s where things get tricky. Ask 10 CS leaders who owns expansion revenue and you’ll get 10 different answers. For some, CS is fully responsible – renewals, upsells, cross-sells, the lot. For others, revenue sits firmly with sales or account management. The numbers prove just how messy it is. Nearly half of CS teams (49%) say they own all expansion revenue, while 22.6% report having no revenue responsibility at all. That’s a huge gap – and it speaks to the identity crisis the function is still working through. Because on the one hand, ownership brings credibility. Where CS teams are tied directly to commercial outcomes, they often get more influence, bigger budgets, and a louder voice in growth strategy. On the other hand, when ownership isn’t clearly defined – or when accountability doesn’t come with proper enablement – it risks putting CSMs in an impossible position. **Rav Dhaliwal, Investor & Venture Partner at Crane Venture Partners,** [said it best](https://www.customersuccesscollective.com/tying-customer-success-to-revenue/) at our London Summit three years ago: > “Customer success has to change. Right now, customer success is great at growing adoption, usage, and champions. That’s important, but it’s not enough anymore. This doesn’t mean becoming pushy salespeople burdened with an unachievable quota.” And that’s the tension. CS can’t stay in the comfort zone of "adoption only," but it also can’t become a clone of sales. Revenue ownership has to be defined in a way that elevates CS, not erases it. [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-385.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--7.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ## Leading with value The most important principle for CSMs: revenue flows naturally from value. Not quotas. Not pressure. [*Value*](https://www.customersuccesscollective.com/value-most-important-metric/). That’s the central philosophy all CSMs should follow. That means starting with the [customer’s current investment](https://www.customersuccesscollective.com/roi-framework-to-prove-value/). The first job is to ensure they’re getting every ounce of return from what they’ve already bought. A CSM’s credibility depends on it. Only once the current contract is delivering outcomes should expansion be introduced. ### Frame your metrics in terms of outcomes A really clear way to change tact and not to feel like you're hunting revenue is to show the value of your metrics. For instance, don't report on adoption as a usage metric. It’s passive and doesn’t do justice to [your ability as a communicator](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/). **Jasmine Reynolds, Director of Enterprise Customer Success at Appfire,** puts this better than anyone: > *“The best CS teams can easily articulate product value in financial terms, understand their customers' budget cycles and processes, and map their solutions to a pro customer's profit and loss impact. This definitely means we're adding value because we are meeting them where they are.”* It’s all well and good delivering good news to your client, such as informing them their adoption is up by 50% but you’re only doing half a job. Jasmine suggests a fresh tactic: translate that adoption into business value. Instead of saying, “Your adoption is up by 50%” try this: “Your adoption increase saved you $2 million in costs.” When you [frame success in financial outcomes](https://www.customersuccesscollective.com/get-your-ceos-attention/), expansion conversations stop sounding like a pitch and start sounding like a logical next step. ### Think of value in terms of steps, not plateaus Another useful mindset is one coined by **Mark Kosoglow, Chief Revenue Officer at Docebo**. Mark has observed that in approximately 99% of companies he talks to, value creation looks like a "plateau." Let’s unpack that. Usually, CSMs will initially witness a massive upswing of value during onboarding and user adoption, but this is followed by a plateau where value creation stops. Regrettably, this leads the customer to forget the value they initially received by the time of renewal. Mark keenly points out that this plateau "reinforces the old perpetual license model" CS is desperate for orgs to avoid, where the burden of extracting value lies with the client. ![The plateau vs stairs model](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Avoid-these-pitfalls.jpg) Mark suggests that instead of delivering one giant moment of value that fades, CSMs should create recurring impact through smaller, more frequent steps. "What that does is every time that you do a new little thing for them, it builds excitement," Mark explains. This keeps the customer in a constant state of seeing value, which makes expansion less of a leap and more of a natural progression. ## The trusted advisor advantage Where do CSMs win where sales often stumble? [Relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). Now, this isn’t to say sales teams can’t cultivate relationships – they most certainly excel in this. The key difference is, once again, consistency. A good CSM isn’t just present during [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) season. (Remember, think *stairs*, not plateaus.) They’re present through ups and downs – when budgets get cut, when strategies change, when things break, and when things flourish. That consistency builds trust. With that trust comes a unique power. CSMs can spot opportunities long before anyone else. You see the workflows that are thriving, the gaps that are widening, and the processes where your product could do more. **When the time comes to discuss expansion, you’re not introducing something new; you’re simply putting words to a need the customer already feels.** Of course, that doesn’t mean CSMs should chase every [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) themselves. Complex [cross-sells](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) or entirely new product lines may be best handled in partnership with [AEs](https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/). But sourcing the lead – identifying and nurturing the opportunity – is firmly within the CSM remit. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Structures that support, not suffocate Here’s where many organizations get it wrong: they give CSMs sales targets. Hard quotas. Suddenly, the role shifts from trusted advisor to quota-carrying rep, and morale plummets. The better path is to align incentives with what CS already does best: [retaining](https://www.customersuccesscollective.com/customer-retention/), [expanding](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), and [proving value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). Net revenue retention (NRR) is the “[North Star](https://www.customersuccesscollective.com/what-is-a-north-star-metric/)” for [SaaS](https://www.customersuccesscollective.com/what-is-saas/) companies because it captures the full picture – keeping customers, growing accounts, and [reducing churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). Tie compensation here, and you’ve aligned revenue with customer success without corrupting the role. Other tools help too: - **Customer success qualified leads (CSQLs)**: Reward CSMs for sourcing qualified expansion opportunities, even if sales close them. - **SPIFFs and MBOs:** Short-term bonuses for positive behaviors (like surfacing expansion opportunities) without the burden of a quota. - **Commercial training**: Teach CSMs the basics of forecasting, negotiation, and business case building – but tailor it to CS, not sales. And here’s where the industry is showing its hand. According to the [State of Customer Success 2025 report](https://www.customersuccesscollective.com/state-of-customer-success-report/), enablement is still heavily skewed toward product knowledge: - 40.6% of CSMs receive both sales and product training. - 35% get product training only. - Just 4% get sales training alone. - And 20% get neither. ![Does your CSM enablement include sales and product training? ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/enablement.jpg) That last number should make leaders cringe. If CS is going to [own revenue outcomes](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/), you can’t send CSMs into battle without the right armor! Product expertise is essential, but so is commercial confidence. Without both, you risk putting CSMs in the impossible position of being accountable for revenue without being properly enabled to influence it. ## AI, data, and the modern CSM Another factor reshaping the conversation is [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/). Intelligent systems now surface usage patterns, health scores, and expansion signals long before a human could. Far from replacing the CSM, AI gives them sharper tools. Just imagine walking into an [EBR](https://www.customersuccesscollective.com/executive-business-review-template-framework/) with data not just on adoption, but on quantified ROI, benchmarks against industry peers, and [predictive insights](https://www.customersuccesscollective.com/use-ai-to-predict-and-personalize-cs-video/) on where expansion would deliver the most value. Don’t for a second think that’s “salesy” – it’s *consultative*. And it makes the expansion conversation less about pushing and more about guiding. ## The balancing act Alright, let’s be real: the line between CS and sales will never be neat. Tension will always exist, but that’s okay! In fact, it’s productive tension. Being mindful of Guy Nirpaz’s seminal book, the key is remembering that **CSMs aren’t hunters; they’re farmers**. Their job isn’t to cold-call or chase quotas; it’s to nurture the ground so that when expansion seeds are planted, they flourish. Revenue is not separate from customer success; it’s the natural byproduct of it. When customers see ongoing, demonstrable value, they want more. When they don’t, they churn. **The challenge for CSMs is not to reject revenue, but to redefine it on their own terms.** ### Chief Customer Officer Summit San Francisco | September 2025 | OnDemand URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-san-francisco-september-2025-ondemand/ Last updated: 2025-09-25T15:42:50.000Z Catch up on all sessions from the likes of Trellix, Equifax, Bringg, Infor and more. _This post is for paying subscribers only._ ### Customer Success Summit San Francisco | September 2025 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-summit-san-francisco-september-2025-ondemand-2/ Last updated: 2025-09-24T21:01:14.000Z Catch up on all sessions from the likes of Microsoft, SurveyMonkey, Eightfold, Slack, SAP Concur and more. _This post is for paying subscribers only._ ### Customer Support Summit San Francisco, September 2025 URL: https://www.customersuccesscollective.com/customer-support-summit-san-francisco-september-2025-2/ Last updated: 2026-08-28T15:44:09.000Z Catch up on all sessions from our first ever Customer Support Summit San Francisco, filled with leading voices from Sovos, LinkedIn, Benchling and more. _This post is for paying subscribers only._ ### Why customer success is critical to revenue growth in 2025 and beyond URL: https://www.customersuccesscollective.com/customer-success-is-critical-to-revenue-growth/ Last updated: 2025-10-06T16:17:01.000Z The SaaS industry is undergoing a profound transformation. While new customer acquisition has long been the centerpiece of growth strategies, the rising cost of acquisition and an increased focus on profitability are shifting the spotlight to renewals and expansions within the existing customer base. In this new landscape, customer success (CS) is no longer just about guiding customers toward their goals – it’s becoming a core driver of revenue. With approximately 40% of SaaS revenue now stemming from renewals and expansion, according to [Benchmarkit](https://www.benchmarkit.ai/2025benchmarks#:~:text=Top%20Findings,vs%20'23%20vs%20'24%29), CS teams are positioned to play a pivotal role in revenue generation. For Chief Revenue Officers (CROs) and VPs of Revenue, leveraging CS as a strategic revenue engine is no longer optional—it’s essential for long-term growth in 2025 and beyond. ### How CS drives expansion Customer success has evolved far beyond its original mandate of reducing churn and ensuring customer satisfaction. Today, it’s one of the most effective tools for driving revenue growth. As **Marilee Bear, Gainsight’s Chief Revenue Officer**, points out, around 40% of SaaS revenue now comes from just expansion, and CS is absolutely in the best position to identify and influence those opportunities. Unlike sales teams that traditionally focus on upselling and cross-selling, customer success teams maintain an intimate, ongoing relationship with the customer. This positions them to uncover [opportunities for expansion](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/) naturally as they work alongside clients to meet their business goals. The continuous engagement with customers offers CS teams a deep understanding of how products and services are being utilized. With this knowledge, they can identify customers who are ready for an upgrade, additional seats, or complementary solutions, long before the renewal date. But driving expansion is not just about identifying opportunities; it’s about integrating expansion into the [customer journey](https://www.customersuccesscollective.com/customer-journey-gap-analysis-template-framework/). The most successful companies are weaving customer success into the revenue strategy from the start. Rather than being an afterthought or a siloed department, CS is deeply interwoven into the pre-sales process and continues to add value throughout the customer lifecycle. This integrated approach ensures that expansion is a natural, strategic outcome of an effective customer success operation. ![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg) Additionally, expansion opportunities are often hidden in what Bear calls meaningful moments, such as when customers engage deeply with specific features, hit key adoption milestones, or achieve significant outcomes with your product. These moments, when acted on effectively, can turn existing accounts into major sources of growth. The bottom line is clear: If customer success is not actively driving expansion, significant revenue potential is being left untapped. In this evolving SaaS environment, CROs and revenue leaders need to empower CS teams to embrace a revenue-first mindset and integrate expansion efforts into every aspect of the customer experience. ## Spotting expansion signs with digital CS and AI In a data-driven world, relying on manual processes and instinct to spot expansion opportunities is no longer sufficient. The future of Customer Success lies in the use of digital-first strategies and [AI-powered tools](https://www.gainsight.com/blog/ai-powered-customer-success-the-future-of-revenue-retention/) to predict churn and uncover growth opportunities. Marilee Bear emphasizes this shift, noting, The best CS teams are using AI to surface expansion signals early. They’re finding new executive stakeholders, increasing product adoption, and spotting readiness for an upgrade—all in real time. AI and digital CS enable teams to analyze vast amounts of unstructured data—like customer conversations, product usage analytics, and support tickets—and turn it into actionable insights. For example, when customers begin using a feature heavily or repeatedly engage with a particular product capability, these behaviors can signal readiness for an upsell. AI tools like Gainsight’s Staircase AI are designed to highlight these signals, empowering Customer Success teams to act quickly and strategically. Digital CS also makes scaling these efforts possible. Automated playbooks and in-app nudges ensure that customers are receiving timely, personalized interactions without requiring additional headcount. For instance, an automated playbook can trigger when an account demonstrates expansion readiness, guiding the customer success team through the right steps for outreach and engagement. Similarly, [self-service](https://www.customersuccesscollective.com/success-through-self-service-how-generative-ai-is-revolutionizing-customer-support-video/) upgrades allow customers to take action on their own when they’re ready, driving low-touch, high-margin growth at scale. By combining AI and digital-first strategies, Customer Success teams are no longer reactive—they’re proactively driving expansion. Instead of hoping for growth to occur organically, they can predict and influence it with precision. This data-driven approach not only improves efficiency, but also ensures that expansion becomes an integral part of the customer journey, resulting in consistent revenue growth. ## Expansion tools with less manual effort Driving expansion in today’s SaaS landscape requires tools that reduce [manual effort](https://www.customersuccesscollective.com/manual-vs-automated-adoption/) while amplifying impact. AI and automation have become game-changers in this regard, transforming CS into a scalable, revenue-focused function. As Marilee Bear explains, CS teams that embed AI and automation into their expansion strategies are able to drive revenue growth with less headcount. One of the key benefits of [AI-powered CS tools](https://www.customersuccesscollective.com/best-ai-tools-for-customer-success-video/) is their ability to streamline workflows and eliminate repetitive tasks. For example, tools like Staircase AI analyze customer interactions across platforms such as email, Slack, and Zoom to identify expansion signals. These signals can trigger targeted actions, such as an automated outreach sequence or a recommendation for a new product feature. By automating these processes, CS teams can focus on building relationships and guiding customers toward success rather than getting bogged down in administrative tasks. Another advantage of these tools is the consistency they bring to the customer success function. In the past, expansion often depended on the experience and intuition of individual [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs). AI democratizes this expertise, equipping every team member with insights that would otherwise take years to develop. This not only improves the accuracy of expansion efforts but also ensures that no opportunities slip through the cracks. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) Digital-first tools like automated playbooks and in-app guidance also make it easier to drive expansion in a cost-effective way. For example, automated workflows can identify when a customer is engaging with a feature tied to a premium offering and prompt a self-service upgrade option. This eliminates the need for a sales conversation, while still capturing growth opportunities. The tools available today do more than just save time – they fundamentally change how CS teams operate. By [leveraging AI and automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), CS leaders can build a repeatable, scalable strategy for driving expansion, allowing their teams to focus on what truly matters: delivering value and generating revenue. ## Conclusion As the SaaS industry continues to shift toward renewals and expansions as primary revenue drivers, the role of customer success has never been more critical. No longer limited to preventing [churn](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/), CS teams are now central to identifying and influencing [expansion opportunities](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). By embedding AI and [digital-first strategies](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/) into their workflows, CS teams can spot expansion signals earlier, act on them with precision, and scale their efforts with less manual effort. For revenue leaders, the message is clear: customer success must be a cornerstone of your revenue strategy in today’s [SaaS](https://www.customersuccesscollective.com/what-is-saas/) landscape. By empowering CS teams with the right tools and fostering a culture of revenue ownership, you can unlock the full growth potential of your existing customer base, turning CS into a true profit center. The companies that embrace this shift will scale faster, retain more revenue, and lead the SaaS market into the future. [Book a demo](https://www.gainsight.com/resource/demo/) ### Customer acquisition template URL: https://www.customersuccesscollective.com/customer-acquisition-template-framework/ Last updated: 2026-06-01T13:39:21.000Z ## What is a customer acquisition template? A customer acquisition template is a strategic tool that helps businesses plan, track, and refine their efforts to attract, convert, and retain new customers. This template enables cross-functional teams to collaborate around a unified acquisition strategy, ensuring efforts are aligned from initial brand awareness to long-term customer loyalty. ## What’s inside the template? This comprehensive template is packed with actionable frameworks, dashboards, and visual models, including: - Customer acquisition funnel & lifecycle - Target audience dashboard - Customer segmentation & regional insights - Acquisition tactics & channels - Lead scoring & conversion strategy - Cost calculations ## How to use the template To get the most from this template: 1. Use the segmentation tools to clearly define behavioral, demographic, geographic, and psychographic profiles. 2. Align your internal teams using the sales funnel vs. customer lifecycle view. Identify key friction points or gaps in the process. 3. Select relevant acquisition strategies based on your goals—whether you're catching leads via paid ads or nurturing through content and CRM outreach. 4. Use the included dashboards to monitor lead sources, customer journeys, and conversion rates. Leverage the cost breakdown sheets to evaluate ROI. 5. Apply lead scoring logic and lifecycle analytics to continuously improve targeting, spend efficiency, and retention tactics. ## Download your customer acquisition template ![Customer acquisition template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Customer-acquisition-template.png) [Customer acquisition template (1)Customer acquisition template (1).pdf409 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/09/Customer-acquisition-template--1-.pdf "Download") [Customer acquisition template (1)Customer acquisition template (1).pptx2 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/09/Customer-acquisition-template--1-.pptx "Download") [Customer acquisition templateCustomer acquisition template Name of course here![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/favicon-2023q4-3.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyItkIxgxObMaTMYSl0YfTFVLFaFEyKbqN2sU2bFi3Zs0HntMG_sKCG0gZ9mH4IPrrw5ALOtc2wp3lrh1OisrGgl5BUPHsjNx2XRfkdoxdUd0t8tFwU-w1200-h630-p)](https://docs.google.com/presentation/d/1GjCeDC13xNj2KFnhPpF4cgRfgEdurH6VouzsswSxKxU/edit?slide=id.g2ce888c75e4%5F0%5F147#slide=id.g2ce888c75e4%5F0%5F147) _This post is for paying subscribers only._ ### Support as a strategic growth engine: How to turn operational work into executive outcomes URL: https://www.customersuccesscollective.com/support-as-a-strategic-growth-engine/ Last updated: 2025-10-08T08:44:47.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** October 7, 2025 **Time:** 5:00pm BST **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-support-summit-b2c-edition-virtual-july-2025/?wchannelid=tg4mclk4h0&wmediaid=g99j03lrry) In this session, Nathan will reveal how customer support can shift from being the quiet engine of retention and growth to a recognized driver of business success. From translating ticket data into revenue-aligned metrics to crafting executive-ready stories and dashboards, he’ll share proven playbooks for elevating support’s visibility. We’ll dive into how reframed reporting, incentive alignment, and real-world examples can help unlock resources, secure leadership buy-in, and showcase support’s true impact on NRR, churn, and NPS. --- ### **Key Takeaways:** - How to translate support activity into metrics that tie directly to revenue, retention, and brand equity. - Ways to craft executive-ready stories and dashboards that spotlight support’s impact on NRR, churn, and NPS. - Strategies for linking incentives to leadership’s top priorities to drive motivation and results. - Real-world examples of reframed reporting that unlocked budgets, headcount, and cross-team credibility. - A clear framework to elevate your team’s visibility and secure the resources they deserve. --- ### Meet the speaker: [**Nathan Cassella**](https://www.linkedin.com/in/ncassella/)**, Director of Technical Support at Hanwha Vision America** Nathan is an experienced senior-level director with over two decades of expertise in change management, project management, and continuous improvement. Renowned for his exceptional business acumen, he serves as a catalyst for high-impact projects that drive organizational transformation. Recognized for his strategic thinking and ability to leverage processes and technology for growth, Nathan thrives in dynamic, innovative environments. Skilled in leading cross-functional teams and delivering transformative outcomes, he is committed to propelling organizations forward through strategic insight and collaborative leadership. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/image.png) ### Preparing for the future of customer experience in the age of AI URL: https://www.customersuccesscollective.com/cx-in-age-of-ai/ Last updated: 2025-12-04T15:44:12.000Z Whether you’re facing rising support costs, struggling with repetitive tickets, or navigating the pressure of fast-changing customer demands, you’ll leave our **free, virtual live session** with [**Quack AI**](https://www.quack.ai/) equipped with the tools and strategies to prepare your team for the future of customer experience. Can’t make it live? Don’t worry, we'll still send you the recording so you can watch whenever you like. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/a95dc8c5-da42-4ff6-bc69-33429421376a) **Discover:** - How AI is reshaping customer expectations and setting new benchmarks for speed, accuracy, and personalization. - The shift from reactive ticket handling to proactive, journey-first support. - Practical examples of Agentic AI resolving real customer challenges end-to-end. - Strategies for scaling without losing the human touch. - What leaders can do today to prepare their teams for the future of CX in the age of AI. ## **Meet the experts** We'll be joined by moderator [**Doron Pryluk**](https://www.linkedin.com/in/doronpryluk/), COO, **Quack AI**, [**Carlos Scherer**](https://www.linkedin.com/in/carlos-scherer-98707253/), Senior Manager, Customer Solutions and Support, **Hologram,** [**Jason Barkley**](https://www.linkedin.com/in/barkleyjason/), Director, Servicing and Collections, **Notable,** [**Gal Magid**](https://www.linkedin.com/in/gal-magid-1424051ab/), Head of CX, **Faye**, and [**Hayley Johnson**](https://www.linkedin.com/in/hayley-johnson-258a9257/), Head of Sales Enablement, **Artlist.** [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/10/Quack-Logomark-Alt2-Dark.png)](https://www.quack.ai/) Quack AI [**Quack AI**](https://www.quack.ai/) believes CX teams should have the right tools to handle unhappy customer journeys. Resolving tickets is not enough - we should proactively turn those moments into opportunities. By combining the fundamentals of traditional CX operations with advanced AI agents, they enable deeper, more nuanced support - introducing every user to best-in-class support assistants - to deliver exceptional customer experiences. ### How to scale startup customer success processes efficiently URL: https://www.customersuccesscollective.com/efficiently-scale-startup-customer-success/ Last updated: 2026-08-14T12:43:22.000Z How can you onboard customers effectively at scale without throwing more people at the problem? The answer lies in a lean, data-driven approach. In this article, I’ll share my journey from working as an HR leader to a customer success professional at a high-growth startup. I'll explain how we adopted a "lean onboarding" methodology, borrowing principles from engineering and applying them to the customer journey. You'll learn how we defined and delivered the first moment of value, identified and eliminated waste in our processes, and leveraged technology to personalize the customer experience, all while laying the groundwork for sustainable growth. ## The journey from HR to customer success Six years ago, I was completely burnt out. I had just left a demanding [chief HR officer role](https://www.peoplealliance.com/articles/what-does-a-chief-people-officer-do/) and decided to change gears in both my personal and professional life. I started training for long-distance running, and in parallel, I shifted my career into the HR tech space. This felt very natural because I had literally walked in the customer's shoes just a few months before. I joined a company called Orgnostic, a people analytics platform that surfaces insights for business leaders. It didn't take me long to see the parallels between the HR world and customer success. In HR, everything revolves around the employee journey – from attracting and retaining top talent to improving employee productivity. HR professionals achieve this by identifying and pulling the right levers at key moments in the employee journey. This is exactly what we do in the customer success world, and it felt so natural for me to continue on this same path. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC-Lifecycle-Playbook-in-article-banner.jpg)](https://www.customersuccesscollective.com/customer-lifecycle-that-grows-revenue-playbook/) ## Defining the first moment of value At Orgnostic, we were a high-growth startup living the dream, but our rapid growth was becoming a potential nightmare. We couldn't onboard more customers by simply adding more people. We needed a new methodology that would allow us to activate customers faster without additional headcount. This is where we opted for a lean onboarding approach. [![CTA Image](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/05001f0a-0ec7-421f-b4bc-9bef398cc134.png)](https://www.customersuccesscollective.com/signup/) Ready for the full story? Join Customer Success Collective as a Pro member for the full article, plus on-demand summit sessions, plug-and-play templates, and practical frameworks. [Sign up today ](https://www.customersuccesscollective.com/signup/) The core idea behind lean onboarding starts with two key principles: focusing on delivering the first moment of value and eliminating any waste around that process. Delivering this first moment isn’t always easy. It’s about answering the question, "What is that moment when the customer says, 'This is why I bought this tool?'" It's about justifying their decision to buy. We found that this approach reduces early customer churn, which was one of our main objectives. _This post is for paying subscribers only._ ### The CX and CS Happy Hour URL: https://www.customersuccesscollective.com/the-cx-cs-happy-hour/ Last updated: 2026-10-13T10:46:18.000Z Join hosts [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala/) and [Raymond Otero](https://www.linkedin.com/in/rayotero/) for an engaging series exploring the fast-changing world of customer experience (CX) and customer success (CS). Each episode brings together leading voices to share real-world challenges, big wins, and proven strategies for building stronger customer relationships. Expect actionable insights, inspiring stories, and expert perspectives to help you take your CX and CS game to the next level. Did you know that all historic episodes are **free to stream OnDemand** for all members. [ Start streaming with our free membership ](https://www.customersuccesscollective.com/insider-membership-plan/#/portal/signup/free) --- **Episode 5:** [The impact AI is having on customer expectations and how to reach them](https://www.customersuccesscollective.com/the-cx-cs-happy-hour/#episode-5:-the-impact-ai-is-having-on-customer-expectations-and-how-to-reach-them) **\[Watch now\]** **Episode 4:** [Stay relevant or get left behind: Reinventing yourself in the age of AI, CX, and constant change - employee experience factor](https://www.customersuccesscollective.com/the-cx-cs-happy-hour/#stay-relevant-or-get-left-behind:-reinventing-yourself-in-the-age-of-ai,-cx,-and-constant-change) **\[Watch OnDemand\]** **Part 1:** The AI reset: Framing the shift and the reality check **Part 2:** The new currency: From effort to authority (hard truths) **Part 3:** Breakthrough: reinvention, rapid fire, and defining the future **Episode 3**: [The future of customer success](https://www.customersuccesscollective.com/the-cx-cs-happy-hour/#the-future-of-customer-success%3Cbr%3E) **\[Watch OnDemand\]** **Episode 2:** [Hiring and developing the best](https://www.customersuccesscollective.com/the-cx-cs-happy-hour/#%3Cbr%3Ehiring-and-developing-the-best) **\[Watch OnDemand\]** **Episode 1:** [The art of AI in customer experience and feedback](https://www.customersuccesscollective.com/the-cx-cs-happy-hour/#the-art-of-ai-in-customer-experience-and-feedback%3Cbr%3E) **\[Watch OnDemand\]** --- ## Episode 5: The impact AI is having on customer expectations and how to reach them AI is changing the game for customer expectations. When AI can answer complex questions in minutes, customers will increasingly expect that same speed, efficiency and accessibility from their customer success teams. But there’s a catch: the more AI enters the customer experience, the more valuable human connection becomes. Customers still want authenticity, empathy and meaningful relationships - the things AI can’t truly replicate. So, how do you strike the right balance? In this session, we’ll explore how customer expectations are evolving in the age of AI and what this means for the future of customer success. We’ll unpack where AI can enhance the customer experience, where the human touch is essential, and how to equip CSMs with the skills they need to make an impact without burning out or checking out. **You’ll discover:** - 🤖 **Where and when to use AI** and where the human touch matters most - 💬 **How to balance efficiency with empathy** as customer expectations evolve - 🧠 **The skills CSMs need to thrive** in an increasingly AI-powered world - ⚡ **How to deliver greater impact without adding to CSM burnout** - 🚧 **The challenges to watch out for** as teams navigate this shift Expect practical insights, real-world considerations and a fresh perspective on what it means to deliver **human-first customer success in an AI-powered world.** #### ****Guest Speaker:** [Dannah Vaughan](https://www.linkedin.com/in/dannahvaughan/) | Director of Customer Success at Silverline Solutions Dannah Vaughan is an AI-led, full-funnel growth and customer experience (CX) executive who specializes in turning post-sales operations into scalable revenue ecosystems. Currently serving as Director of Customer Success at Silverline Solutions, she leads an integrated motion spanning Customer Success, CX, Onboarding/Projects, and Marketing team. Throughout her career leading global customer organizations, Dannah has leveraged modern workflow orchestration and AI-first operating models to deliver over $500M in retention and expansion revenue, achieve up to 122% NRR - all while slashing Time-to-Value by as much as 59% while reducing cost-to-serve. She is a recognized voice on commercial revenue growth, executive risk modeling and customer journey orchestration6\. She is the founder and host of the globally recognized Rebels of SaaS podcast, a multi-year Chairperson for the Customer Success Collective Summits, and an Advisory Board Member for Women in Customer Success. --- ## Episode 4: Stay relevant or get left behind: Reinventing yourself in the age of AI, CX, and constant change **Episode 4 (Part 1 ): The AI reset: Framing the shift and the reality check** This episode explores the rapid changes in Customer Success and CX, featuring a "reality check" on staying relevant and overcoming misconceptions in the generative AI era. #### ****Guest Speaker:** [Paul Christin ](https://www.linkedin.com/in/paul-christin-0862b6/) | CX & Success Thought Leader & Tech Evangelist **I’m a sixty-year-old software release still running on original architecture, stable, well-documented, and only occasionally prone to sarcasm with a splash of bad dad-jokes. I’ve spent decades navigating big tech’s shifting terrain, from Motorola pagers to AWS’s cloud-native buzzwords, surviving layoffs, reorgs, and more acronyms than a government agency. I specialize in turning corporate chaos into clarity, usually through satire, claymation, or a well-placed metaphor on Teams chat during lost-in-translation weekly meetings. I don’t chase trends, I debug them. And while I may be approaching end-of-life on the roadmap, I’m still fully operational, with a few upgrades in progress, hoping to find what is out there awaiting me on the horizon.* **Episode 4 (Part 2): The new currency: From effort to authority (hard truths)** This installment provides a 90-day action plan for future-proofing careers by shifting from intuition to data-driven thinking with tools like Gemini, emphasizing authority over mere effort. #### ****Guest Speaker:** [Suzanne Hitcho](https://www.linkedin.com/in/suzannehitcho/) | Advisor & former Director GTM Value Strategy and Transformation at FirstUp **Suzanne Hitcho is a Customer Success and GTM value strategy and operations leader with 20+ years of experience driving measurable business outcomes across enterprise B2B SaaS, Fortune 500 organizations, and global consulting. Most recently as Director Value Strategy & Transformation at Firstup, she led the architecture and adoption of value realization frameworks, ROI tools, and business case consulting engagements that equipped customer-facing teams to better connect platform outcomes to customer business priorities across the full lifecycle. Known for bridging strategy and execution, Suzanne combines consultative depth, cross-functional alignment, and a passion for AI-driven innovation to accelerate retention, expansion, and revenue growth. She co-founded Firstup's AI Working Group and was named Customer Success Manager of the Year in 2020.* **Episode 4 (Part 3): Breakthrough: reinvention, rapid fire, and defining the future** The final episode offers a practical playbook for reinvention, featuring an unfiltered back-and-forth between the two guest experts and a rapid-fire round on essential skills and tools to navigate the current market "filter." **Guest Speakers:** Both [Paul Christin](https://www.linkedin.com/in/paul-christin-0862b6/) & [Suzanne Hitcho ](https://www.linkedin.com/in/suzannehitcho/)will return for the finale of this mini-series. --- **You can watch our last episode of CX and CS Happy Hour right here 👇** ## Episode 3: The future of customer success **Customer success has come a long way - but where is it going next?** In our latest episode, The evolution and future of customer success, Kimberly Ayala and Raymond Otero dig into the real history, present state, and bold future of CS. From the early days when “success” meant closing tickets faster… To today, where 73% of high-growth SaaS companies tie ARR growth directly to CS (Gartner, 2024)… To the future, where AI-native workflows, revenue ownership, and global lifecycle orchestration will define the next decade. We also share a Future of CS Skills Toolkit — including a skills map, curated AI tools, and example org structures to help CS leaders get future-ready. Tune in to episode 3 of our series and walk away with insights (and a few laughs) that can reshape how you think about Customer Success. **Meet your hosts:** 🎤 [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala/), Director of Customer Success at Akeneo 🎤 [Raymond Otero](https://www.linkedin.com/in/rayotero/), Director of Global Customer Experience at Microsoft [ Get instant access ](https://www.customersuccesscollective.com/insider-membership-plan/#/portal/signup/free) --- ## Episode 2: Hiring and developing the best Hiring the right people is only the beginning—how do you truly set them up for success and keep them motivated? In this in-depth conversation, Ray Otero and Kimberly Ayala dive into every stage of talent management: from identifying red flags and running behavioral interviews to onboarding, recognition, and long-term career development. **Key takeaways:** - **Interviewing for impact:** Ask open-ended behavioral questions, dig deep with follow-ups, and focus on measurable results to see how candidates think, pivot, and reflect. - **Onboarding and engagement:** Build mentorship, skill development, and recognition into the first 90 days and beyond to retain top performers. - **Career growth and personalization:** Understand what motivates each team member – whether leadership ambitions, personal goals, or long-term vision – and create tailored pathways to help them succeed. **Meet your hosts:** 🎤 [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala/), Director of Customer Success at Akeneo 🎤 [Raymond Otero](https://www.linkedin.com/in/rayotero/), Director of Global Customer Experience at Microsoft [ Get instant access ](https://www.customersuccesscollective.com/insider-membership-plan/#/portal/signup/free) --- ## Episode 1: The art of AI in customer experience and feedback AI is transforming customer success and experience - but are we keeping it ethical, human, and truly valuable? In this must-watch session with Deepgram, Ray Otero, Kimberly Ayala, Perline Moran, and Shilpi Sharma, industry leaders reveal how to harness AI for smarter insights, better personalization, and stronger customer trust. **Key takeaways:** - **AI can’t run on autopilot**: Clean data, feedback loops, and human oversight are critical to avoid bias and misinterpretation. - **Personalization at scale is possible:** AI tools help analyze sentiment and predict customer needs across the entire journey. - **Governance matters:** clear frameworks and ROI checks ensure AI delivers real value without compromising privacy or compliance. **Meet the panelists:** 🎤 [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala/), Director of Customer Success at Akeneo 🎤 [Raymond Otero](https://www.linkedin.com/in/rayotero/), Director of Global Customer Experience at Microsoft 🎤 [Shilpi Sharma](https://www.linkedin.com/in/shilpisharma1900/), Head of Transformation at Innovation Nexus 🎤 [Péroline Moran](https://www.linkedin.com/in/perolinemoran/), Global Director of Customer Experience at HiBob [ Get instant access ](https://www.customersuccesscollective.com/insider-membership-plan/#/portal/signup/free) Incase you didn't know - we have a Slack channel for this series. Join the Customer Success Collective [Slack Community](https://join.slack.com/t/customersuccesscomm/shared%5Finvite/zt-3cq9cs29u-vLbxQ4ybsM0fQkfW1tXvLA) and find us in the **#cx-and-cs-happy-hour channel** to continue the conversation. ### 2025 Global Service Dynamics Report URL: https://www.customersuccesscollective.com/2025-global-service-dynamics-report/ Last updated: 2025-09-16T14:38:14.000Z Ever wish you had a blueprint for delivering consistent customer value, boosting profitability, and getting ahead of AI-driven change? This complimentary report has you covered. The **2025 Global Service Dynamics Report** distills insights from over **1,000** professional services leaders worldwide. It uncovers how top firms are scaling smarter, unifying sales, delivery, and customer success, and using AI to transform profitability and customer outcomes. It’s not just theory. It’s what’s working right now. ### Download your copy: ### What you’ll learn: - How AI-forward firms are hitting **81%**\+ utilization and driving **40%**\+ of company revenue - The key profitability levers that separate leaders from laggards - How aligning sales, services, and customer success boosts retention and margins - The biggest skills and compliance hurdles holding teams back — and how top firms overcome them - Why a unified PSA platform is now the non-negotiable foundation for scaling AI ### Who it’s for: If you’re leading a professional services organization, aligning customer-facing teams, or looking to maximize profitability with fewer resources, this is your must-read playbook for 2025 and beyond. --- [**Certinia**](https://certinia.com/), the global leader in Professional Services Automation (PSA), helps technology and services organizations deliver customer value with certainty across the entire services value chain. Its Salesforce-native platform connects opportunity to renewal, unlocking faster revenue, higher margins, and better resource utilization. Learn how leading companies leverage Certinia at [**www.certinia.com**](https://certinia.com/). ## Grab your copy, free of charge. 👇 [ Download your free copy ](https://share-eu1.hsforms.com/1GO8NkhmhR8KClCqAPZvB6w2b1vun) ### How AI is empowering CSMs, not replacing them URL: https://www.customersuccesscollective.com/ai-is-empowering-csms-not-replacing-them/ Last updated: 2025-09-16T09:04:41.000Z For many of us, our introduction – and most of our understanding – of AI came from media. Whether AI found us through movies, cartoons, or books, it wasn’t a part of our everyday lives. And we weren’t positive it ever would be. Today, AI tools are everywhere. AI voice agents are on our phones, generative AI summarizes our Google searches, and, according to [Reuters](https://www.reuters.com/technology/artificial-intelligence/openais-weekly-active-users-surpass-400-million-2025-02-20/), over 400 million people use ChatGPT weekly. We are living in the future. Despite its popularity, AI still makes some people nervous, specifically when it comes to their careers. They worry robots will replace them. Or they won’t be able to match the efficiency and productivity of AI, putting their position in jeopardy. We understand why some people might fear the implications of AI. As AI becomes more embedded in our workflows, it’s natural to wonder: *Will AI take over customer success?* But the reason we don’t share this concern, and, in fact, feel the opposite, is because we know the realities of AI. The truth of AI is much more exciting than any scary, fictionalized versions we’ve seen. For CS professionals, especially, AI can automate tasks, analyze data, and even generate insights, but it cannot replace human relationships, trust, and strategic thinking. What it can do is take on time-consuming, repetitive work, so Customer Success Managers (CSMs) can focus on what they do best: building meaningful relationships and driving customer outcomes. [AI for CS](https://www.customersuccesscollective.com/customer-success-evolution-ai/) isn't about replacing human connection; it’s about enhancing it. To help you unlock the power of AI at your business, here are a few facts about how AI works with existing CS teams to create exponential growth: ## 1\. AI needs humans to be effective As powerful as AI models are, they can’t replace CSMs. AI solutions for customer success will always require a human being at the helm, ensuring customer touchpoints are personalized and strategic. [CSMs or Account Managers](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (AMs) will still trigger the emails, hold the meetings, and generally conduct the activities that lead customers to successful outcomes. However, AI empowers CS teams to make those efforts matter the most they possibly can. In particular, AI offers CS teams a game-changing capability: [real-time customer health insights](https://www.gainsight.com/blog/the-evolution-of-customer-success-relies-on-real-time-insights/). By feeding CSMs signals on customer sentiment in real time, tools like Staircase AI are like a churn-prevention superpower. But those insights alone won’t steer your customers on a fruitful journey with your product or service – you still need CSMs and AMs to perform outreach. AI just ensures every outreach activity is well-timed and effective. ## 2\. AI is a multiplier, not a replacement The second truth about AI is that it will always work best as a multiplier of CSMs, not a replacement. Any company’s ultimate goal is growth. Organizations want to expand their engagements with existing customers while also finding new customers to onboard. They can’t, however, keep hiring new people each time they earn a new piece of business. Companies also can’t afford to let the customer journey suffer from a lack of CS engagement. Enter: AI. As a [co-pilot to CSMs](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/), AI ensures nothing gets missed. From identifying churn risks to engaging in-app with daily users, AI solutions can be everywhere that a CSM can’t be. The results of the collaboration between AI and CSMs is exponential. Companies are only able to keep up with the ever-evolving demands of customers when they rely on the work of both AI and humans. ## 3\. Exceptional CS relies on relationships The last, but most important, truth about [AI and CS organizations](https://www.gainsight.com/blog/demystifying-ai-in-customer-success-beyond-the-hype/) is that relationships cannot be automated. No matter how advanced AI becomes, it will never replace the human connection between CSMs and their customers. Trust isn’t built through algorithms. Customers need to feel heard, understood, and supported—something AI simply cannot replicate. AI can summarize data, highlight patterns, and even draft responses, but it takes a CSM’s empathy, creativity, and strategic thinking to turn those insights into action. With more companies relying on CS teams to drive revenue, the demands on their time and expertise become more critical. Rather than spending their limited workday hours on emails or building reports, CS experts need to be in meetings with Sales closing deals or improving onboarding processes to improve time-to-value (TTV). This is the complicated, human-led work that AI tools make space for. Without help from AI solutions, there simply wouldn’t be enough time for companies to do the necessary work to reach their goals. [Book a demo](https://www.gainsight.com/resource/demo/) ### How to Build a Customer Lifecycle That Grows Revenue URL: https://www.customersuccesscollective.com/customer-lifecycle-playbook/ Last updated: 2025-11-12T09:01:04.000Z Most customer lifecycles in 2025? They’re fragmented. Reactive. Burdened by manual effort. Teams work in silos, where handoffs break down and the customer experience suffers (along with your ability to grow revenue predictably). Our playbook flips that script. It shows you how to design a lifecycle that’s intelligent, adaptive, and outcome-driven – where people, processes, and AI work together to replace friction with flow. ## Why you need this playbook Too many lifecycles look like a pipeline: campaign (check), prospect (check), onboarding (check), renewal (check). But customers aren’t checkboxes – and this approach costs you growth. Yes, customer success is more critical than ever, but most teams are stuck in a paradox: clunky processes and AI experiments that add noise, not clarity. What you’re left with is an unenviable situation: burnout, missed opportunities and outcomes that just won’t scale. This playbook gives you a way forward. Inside, you’ll see how to: 1. Show CS drives growth with metrics your C-suite respects. 2. Catch churn before it happens using predictive signals. 3. Blend Agentic AI with the human touch to scale smarter. Standardize, *then* scale – all without burning out your team. Grab your copy ## How it works **Step 1: Map your reality** Audit your current lifecycle and surface the biggest revenue gaps. **Step 2: Apply the framework** Run the 5-stage model: **Learn, Adopt, Connect, Succeed, Scale** – designed for outcomes, not checklists. **Step 3: Measure what matters** Tie every stage to revenue metrics: retention, expansion, and advocacy. Grab your copy Created in partnership with [Gainsight](https://www.gainsight.com/), this playbook is practical, AI-forward and free. --- ## FAQs #### How do I use it? Start with the five-stage model ****(Learn → Adopt → Connect → Succeed → Scale)**. Define “first value,” then apply the principles and examples to shape your lifecycle and handoffs. #### How is it different from other playbooks? It’s customer-centric, not an internal checklist. We’ve made sure it’s grounded in human-first, AI-forward practices, revenue alignment, and real-world guidance from CS leaders. #### Do I need AI expertise to benefit? No, not at all. The playbook explains concepts in plain language and shows where AI and agents add value. You can begin with manual processes and evolve. #### Will this work for enterprise and SMB? Yes. The principles cover segmentation trade-offs – from high-touch to pooled/digital – and how to tailor motions without a one-size-fits-all. #### How fast can I see results? Timelines typically vary, but you’ll quickly spot gaps, define first-value milestones, and identify next best steps across stages. Start small, iterate, and scale what works for **your* organization. Grab your copy ### The 4-step guide to making customer success indispensable to growth URL: https://www.customersuccesscollective.com/tying-customer-success-to-revenue/ Last updated: 2025-09-24T14:12:46.000Z ## The era of cheap money is over For over a decade, [SaaS](https://www.customersuccesscollective.com/what-is-saas/) businesses grew up in a world of artificially low interest rates. Even after the [2008 financial crash](https://www.cfr.org/timeline/us-financial-crisis), capital was still cheap and easy to access. [Startups](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/) could raise massive rounds at sky-high valuations, often before a product was even built. When I first started working in the investment world, it was normal to write a $1M check at a $9M valuation. By the height of 2021, writing a check for $1.5M on a $40M valuation wasn’t unusual – even when companies hadn’t finished building their product. **But that cheap money masked inefficiency.** Founders didn’t need to worry about profitability or building operational discipline. They could delay it indefinitely. Many companies went public, openly stating they never expected to be profitable. And instead of solving root problems, they threw headcount at them. Infinite access to cheap cash meant “just hire more people” became the default answer. That era is gone. It’s finished. The tap has been turned off. We’re entering a decade – at least – of slower growth and higher interest rates. Software is still a high-margin business, but it’s no longer considered recession-proof. Even industry leaders like Salesforce have started to cut back. This shift has huge ramifications for customer success. ## Understanding what corporate boards care about On the corporate boards I sit on, conversations are laser-focused on three things: - **Runway**: How much cash is left to keep operations going? - **Fundraising**: How hard will it be to raise more, and how expensive will that money be? - **Burn rate**: How are we actually spending on running the business, and how can we reduce spend across headcount, software, and operations? This means every function in a startup is under scrutiny. And if we are to really strip this back to the bare bones, boards typically categorize startups in three simple buckets: 1. People who **build** the product – not just engineering, but product management and product marketing. 2. People who **sell** the product – sales, demand gen, and marketing. 3. People who **support** the product – customer success, support, professional services. If you're looking to reduce burn or extend runway, then cuts are needed. And unfortunately, support functions are the first target. Now, you can debate whether that’s sensible, but in practice, it’s where boards look first. It's far better to be associated with *selling* a product than it is to *support* a product. All of these functions will have cuts and be under scrutiny, but it's going to be much harder for someone to pull the plug on selling the product in a tough macroeconomic environment. That’s why it’s critical for customer success to shift from “support” to “growth.” [How to get your CEO to notice your customer success teamYour CEO cares about one thing: numbers that directly impact the company’s financial health and long-term survival. That means metrics that make sense to people who live and breathe revenue numbers. “The love language of the company is revenue,” according to Rav Dhaliwal.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-376.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--42-.jpg)](https://www.customersuccesscollective.com/get-your-ceos-attention/) ## Why customer success has to change Right now, customer success is great at growing adoption, usage, and champions. That’s important, but it’s not enough anymore. This doesn’t mean becoming pushy [salespeople](https://www.customersuccesscollective.com/why-sales-skills-need-to-be-a-part-of-every-csms-tool-kit/) burdened with an unachievable quota. It means reframing the work so it’s clear how it [drives growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). There are four practical steps every CS leader can take: ## 1\. Define what you do in board language If you describe CS as “trusted advisors” or “delivering customer value,” a board member won’t get it. It’s too vague. [What boards actually care about](https://www.customersuccesscollective.com/get-your-ceos-attention/) is: - **Revenue**: Does it create or protect it? - **Speed**: How quickly does it create value? - **Efficiency**: Does it deliver more with less? - **Business value:** How does it impact the company, not just the customer? So define what you do in those terms. Here’s one way to put it: *“We create the conditions for more revenue and faster business value through change-management skills.”* That’s tangible. That’s business-focused. Anyone can understand it. The details of *how* you do it – onboarding, adoption programs, QBRs – can follow. But lead with outcomes, not activities. [Speaking the language of the C-suiteDiscover 10 principles to shape customer-centric mindsets, balance growth with trust, and speak the C-suite’s language.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-377.png)Customer Success CollectiveDeepak Sharma![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Speaking-the-language-of-the-C-suite.png)](https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/) ## 2\. Own a revenue number If you want a seat at the table, you need to own a [revenue metric](https://www.customersuccesscollective.com/customer-success-metrics/). Specifically, two: - **Net revenue retention (NRR)** - **Gross revenue retention (GRR)** These are the numbers boards actually care about. They want to know how much revenue is being retained and how much it’s growing. To support those metrics, you also need **leading indicators**. Think of these as quarterly targets that demonstrate progress: - **Time to value**: How fast customers see value after purchase. - **Deployment speed**: Finishing implementations in a set number of days. - **Feature adoption**: Ensuring every customer uses the core sticky features. - **Consumption milestones**: Data flowing through the platform, integrations live, usage hitting a certain level. Activities alone don’t cut it. Too many board presentations lean on “we did 65 QBRs” or “25 EBRs.” That earns a shrug. What matters is: did those activities shorten time-to-value, increase adoption, or drive retention? ### Practical tips: - Track both leading and lagging indicators quarterly - Forecast them – how many deployments you expect, how much adoption growth. - Show quarter-on-quarter and year-on-year trends. - Share results widely inside the company. If your numbers aren’t in the board pack, they don’t exist. And if you’re not presenting them directly, [push your CEO to include you.](https://www.customersuccesscollective.com/c-suite-buy-in/) Ask for five minutes and two slides. There’s no harm in asking – and if you don’t ask, you don’t get. [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-378.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--6.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ## 3\. Learn the language of revenue Boards and executives think in terms of revenue. If you want to influence them, you have to **speak their language**. That means: - **Know the forecast.** Open up Salesforce or HubSpot, look at the pipeline, and understand what deals are coming. - **Get close to sales.** Sit in on forecast meetings. Attach yourself to key deals. Massage an AE’s ego if you have to – they’ll let you in the room. - **Celebrate wins.** Salespeople ring the bell for closed-won deals. You should do the same for renewals, expansions, or successful uplifts. Put them in Slack. Share them at town halls. - **Learn how sales works.** Go through the same training. Watch how they run kickoff calls, handle objections, and negotiate. CS professionals influence, persuade, and negotiate every day – so why not learn from the people who are trained to do it? The love language of the company is revenue. If you don’t speak it, you’ll always be seen as “support.” ![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg) ## 4\. Change the culture This is the hardest step. There’s a mantra in CS: *“If I carry a revenue target, customers won’t trust me.”* It’s wrong. The best sellers build trust. They focus on mutual benefit. They understand that if the customer achieves value, revenue follows. That’s exactly how CS is wired. So don’t be afraid of being seen as sellers. Be afraid of not being seen as revenue drivers. Here’s how to shift the culture: - **Think commercially, but don’t act commercially.** Don’t negotiate contracts or pricing. But do think about how your work contributes to revenue. - **Multithread your relationships.** Don’t rely on one [stakeholder](https://www.customersuccesscollective.com/multithreading-across-stakeholders/). Use sales training techniques to find others. Ask what their teams are working on. Build a broader network inside each account - **Log proof points.** Track new stakeholders, opportunities influenced, case study attributions. Don’t just do the work – document it. - **Report proof points regularly.** Show how many stakeholders were added, how many opportunities were passed to sales, and which case studies you influenced. The worst thing you can do is leave your impact invisible. When [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) “just happen” with no proof points, founders and boards start to believe in magical thinking: *“This product is so good, it would never churn even without a CS team.”* Your job isn’t to make the next sale. It’s to enable it – and to prove you enabled it. ## Balancing two customers One of the biggest mindset shifts for CS leaders is realizing you serve two customers: 1. The people who bought your product. 2. Everyone else inside your company. Too often, CS focuses so much on external customers that internal ones get ignored. But sales leaders, CFOs, and boards are customers too. They need empathy. They need to see the numbers. They need to understand the proof points. Balancing both is the only way CS earns long-term influence. ## The org structure debate A question that often comes up is: if CS is about growth, why have separate sales and CS teams? Shouldn’t one team do both? Here’s the reality: new business and expansion both matter. The skills are complementary but different. Sales tends to focus on landing new logos. CS is better placed to drive adoption, expansion, and retention. The org chart is less important than the mindset. Whether you sit in sales, growth, or success, the company only cares about two things: what you’re measured on and what you produce. Customers don’t care about your title either. They just want to know you can help. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## Handling revenue ownership conflicts In many companies, the moment CS puts its hand up to own NRR, the VP of Sales will push back. They’ll want that number. That’s not a bad sign – it’s actually proof that it’s the right number to own. A rule of thumb: if salespeople complain about it, you’re probably on the right track. That said, expansion deals are rarely “CS-only.” If a sale required an SE and an AE, why expect a CSM to handle expansion solo? It should be the same two-skill process. CS enables, influences, and sets up the conditions for revenue – but that doesn’t mean carrying every step of the transaction. ## Cultural bias toward hunters One challenge is cultural. In business, hunters are celebrated. Farmers aren’t. We glorify the person who goes into the jungle with a spear and brings back an animal, not the person who grows wheat and keeps us fed for 10 years. That same bias plays out inside companies. New business is celebrated. Renewals and expansions aren’t. But the numbers tell a different story. In 2022, Salesforce announced that 78% of its revenue comes from existing customers. Imagine being the leader who owns that number. Suddenly, the “farmer” looks like the most important role in the company. ## Recap The cheap-money era is over. Growth at all costs is gone. Efficiency, retention, and sustainable revenue matter more than ever. This is the perfect moment for customer success to reposition itself as a growth engine. - **Define what you do in board language.** Speak in outcomes that matter: revenue, speed, efficiency, business value. - **Own a revenue number.** Track leading and lagging indicators. Forecast them. Share them. Get them into the board pack. - **Learn the language of revenue.** Stay close to the forecast. Attach yourself to deals. Celebrate wins. Borrow from sales training. - **Change the culture.** Think commercially, log proof points, and prove how you enable revenue. And remember: you don’t just serve customers outside the company. You serve customers inside, too – boards, executives, and colleagues who need to see your impact. If you do this, CS won’t sit in the “support” column anymore. It’ll stand alongside sales as a true growth engine. --- *This article is based on a session Rav presented at Customer Success Summit London 2022.* ### How to win trust and motivate your team as a new manager URL: https://www.customersuccesscollective.com/how-to-lead-a-customer-success-team-through-a-management-transition/ Last updated: 2025-09-05T16:18:49.000Z Starting a new role is always exciting. There’s this rush of possibility –new challenges, new people, and new opportunities to make an impact. But let’s be honest, it can also feel daunting, especially when you’re stepping into someone else’s shoes. You’re inheriting a team that’s already been shaped by another leader, with its own dynamics, history, and expectations. When I’ve found myself in this position, one question always comes to mind: **how do I hold down the fort while also steering the ship through waters I didn’t chart?** Over time, I’ve developed a way of approaching this transition that not only keeps the team motivated but also helps them grow, individually and together. In this post, I want to share how I think about these transitions, how I handle tough situations like low performance or improvement plans, and the ways I create an environment where open feedback thrives. My hope is that you’ll find some practical insights you can use in your own leadership journey – whether you’re new to management or just navigating a big team shift. ## Making motivation about more than numbers One of the biggest challenges when stepping into a new role is keeping people motivated – especially if they’ve seen a lot of turnover in leadership. I’ve worked with teams who’ve watched multiple leaders leave in a short amount of time. And honestly, it takes a toll. People start to wonder: *Why should I give my best effort if my leader isn’t sticking around?* That’s where I come in with a very clear message: **I’m here for you.** I want my team to know that I’ve got their backs, and that my job isn’t just about driving results – it’s about making their lives better and helping them grow. Here’s the kicker, though: I’m not just trying to keep them around. Sure, I don’t want anyone to leave, but if they do, I want them to walk away with something valuable – skills, confidence, and experiences that help them land an even better role. That’s the standard I hold myself to as a leader. And you know what? That perspective actually motivates people to stay. Because when your team knows you care about their future, not just the company’s bottom line, it builds trust. And trust is the foundation of motivation. [A CSM’s transition from an individual contributor to managerThe transition from individual contributor to management isn’t exactly the simplest one; there are some fundamental shifts that you need to make when you go from dreaming about this career move to making it a reality.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveJosh Zamora![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/12/photo-1575573569545-351853b40d7a--1---1---1-.jpeg)](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/) ## Why I value team performance over individual stars It’s tempting to measure success by looking at individual performance numbers. And don’t get me wrong, results matter. But if you only focus on individual metrics, you miss the bigger picture: **how well does the team work together?** I’m a team-first leader. I want to see how people collaborate, how they lift each other up, and how they grow as a unit over time. When you zoom out and look at performance through that lens, you start to see the hidden strengths – and the cracks – you’d miss otherwise. Of course, I’m not blind to [individual performance issues](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/). If someone’s struggling, I’ll address it directly and coach them through it. But at the end of the day, I believe success comes from togetherness. A team that supports one another will always outperform a collection of isolated high achievers. ## Dealing with low performers the right way Let’s talk about one of the hardest parts of leadership: low performers. It’s never fun to deal with, but ignoring it is worse. Your team knows who’s not pulling their weight. And if you let that slide, it sends a damaging message – that mediocrity is acceptable. The first step for me is always understanding. Is this person in the right role? Do they have the tools and support they need? Sometimes, low performance isn’t about effort – it’s about fit. When that’s the case, I have honest conversations. I tell them: *This might not be the right position for you, but I want to help you find the right one.* And I mean it. My goal isn’t to shame or punish; it’s to help people succeed, even if that means moving to a different role or even a different company. But if it comes down to repeated underperformance despite coaching and support, then yes, sometimes you have to make the tough call. And while that’s difficult, protecting the motivation and trust of the larger team has to come first. [A CSM’s performance evaluation scorecardA structured tool to assess the performance of CSMs across various key competencies.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-373.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-CSM-s-performance-evaluation-scorecard2-1.png)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) ## Starting fresh with improvement plans One of the trickiest situations I’ve faced as a new leader is inheriting team members who are already on improvement plans. It’s easy to look at those plans and think, *Okay, this person’s already a problem.* But here’s my rule: **don’t come in biased.** Improvement plans are often based on a previous leader’s perspective, and those perspectives can be flawed. Maybe the data wasn’t accurate. Maybe the feedback was subjective. Or maybe, and this is huge, the real problem wasn’t the individual – it was the leadership. So I approach these situations with curiosity. I get to know the person, I look at the context, and I give them the benefit of a fresh start. More often than not, I’ve seen people thrive simply because they finally had a leader who could connect with them in a different way. Of course, if issues persist, then we revisit the plan. But I want my team members to know they’re not defined by someone else’s judgment. They get a fair shot with me, every time. ## Creating a culture of open feedback Here’s something I say to every team I lead: *You’re not going to hurt my feelings.* I mean it. I don’t want my team walking on eggshells around me. If I roll out a new process and they think it doesn’t align with what they’re trying to achieve, I want them to tell me. If they’re confused about a strategy or feel it’s not working, I want that feedback. When leaders make it clear that criticism is welcome – and actually mean it – it builds an atmosphere of trust. [Feedback](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) becomes a two-way street, and that’s how you get better as a leader. I see my role as helping the organization succeed. And I can’t do that if my team is biting their tongues. So I treasure transparency. It’s not about being liked; it’s about being effective. [How to give your team constructive feedbackThe ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team. So, “How do you do this,” you ask?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-374.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--3--3.jpg)](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) ## How I build trust when I’m the “new guy” Coming into a team as a new manager can feel like walking into someone else’s house. There’s history you don’t know, traditions you didn’t set, and relationships you haven’t built yet. It’s easy to feel like an outsider. That’s why my first priority is always **building trust.** I don’t try to change everything on day one. Instead, I listen. I ask questions. I learn how things have been done before. And I make sure people see that I respect the work they’ve already put in. Over time, that respect earns me the right to introduce changes. But if you skip that step – if you walk in guns blazing with a new agenda – you’ll lose the team before you even start. ## Why customer success leadership is about more than success metrics Here’s the thing about [customer success](https://www.customersuccesscollective.com/what-is-customer-success/): it’s not just about hitting [retention](https://www.customersuccesscollective.com/customer-retention/) numbers or [expanding accounts](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). It’s about people. When I come into a new role, I’m not just thinking about making the CFO happy or hitting quarterly targets. I’m thinking about how to make life better for my team and for the customers they serve. Because when your team feels supported, and when customers feel genuinely cared for, the metrics take care of themselves. That’s why I get so passionate about [leadership](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) in this space. I want to create a better world for customer success teams – not just for the organizations they work in, but for the people themselves. [The customer success leader’s guide to building an extraordinary cultureToo often, culture is seen as fluffy or secondary to tangible business goals. But the reality is, culture should never be an add-on – it must be an integral part of how we lead our teams.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-375.png)Customer Success CollectiveKatie Clinch![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Why-great-leaders-should-fuel-culture-to-foster-inclusivity-and-inspire-action-website-2.png)](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) ## Conclusion: Leading with empathy, trust, and growth Stepping into a new leadership role isn’t easy. You’re balancing expectations from executives, building trust with a team that’s been shaped by someone else, and navigating performance challenges that didn’t start with you. But here’s what I’ve learned: when you lead with empathy, prioritize team success, and create a culture of trust and open feedback, you set the stage for real growth. Not just for the company, but for the individuals on your team. At the end of the day, leadership isn’t about being the smartest person in the room or having all the answers. It’s about being the person your team knows they can count on – whether they stay with you for years or move on to something new. And if you can be that leader, you’ll not only drive results, you’ll make a lasting impact. --- ## Want to level up and become a customer success leader? If you enjoyed reading what one of the world’s brightest CS leaders had to say, you might want to enroll in our [Customer Success Leadership Accelerator](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership) program and become one of tomorrow's champions of customer success. ### What to expect in this nail-biter of a course 🧠 Non-stop, actionable insights 🔧 Practical applications every week 🤫 Total privacy with your closed CS leadership group 👥 Tons of networking opportunities 📚 Hands-on coursework activities 💡 Endless ideas from your peers and presenters 🔥 Fuel to shape your gold-standard CS strategy [ Learn today. Lead tomorrow. ](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership) ### Is NPS dead? The good, the bad, and how to make it work for your business URL: https://www.customersuccesscollective.com/is-nps-dead-the-good-the-bad-and-how-to-make-it-work-for-your-business/ Last updated: 2026-08-14T12:43:58.000Z Have you ever wondered whether net promoter score (NPS) is really worth the effort? You’re not alone. In a recent study I ran, 82% of respondents said their company uses NPS. Yet only 34% said their CEO considers it “important” or “very important.” That disconnect says a lot. So, is NPS a meaningful metric – or just a vanity number that looks good in a board deck? That’s the question I want to unpack. ## Is NPS dead? NPS has had its time in the spotlight, but skepticism is growing. Critics call it simplistic or even misleading. Here’s my perspective: NPS isn’t dead, but the way many companies use it is. A single number won’t tell you everything you need to know about your customers, but if you design and run the program correctly, NPS can still be a powerful tool. The key lies in how you structure it, how you analyze it, and – most importantly – what you do with the insights. ## The good, the bad, and the ugly of NPS ### What’s good about NPS Two things make NPS appealing: 1. **It’s a single, simple question.** Every extra question you add to a survey cuts your response rate in half. Because NPS only asks one, you get more data points. That matters when you’re looking for statistically significant patterns. 1. **It’s benchmarkable.** Because the question wording is standardized, you can compare your score to competitors, different customer segments, or your own performance over time. ### Where NPS falls short Despite its popularity, NPS has serious weaknesses: - **Weak correlation with retention.** Research shows there’s little link between NPS and churn. If retention is your north star, NPS alone won’t get you there. - **Limited actionability.** A single score without context doesn’t explain why customers feel the way they do. - **Low response rates.** Many teams we surveyed reported just 1–10% participation. With data that thin, insights are shaky at best. - **Inconsistent usage.** Too often, teams tweak the question, embed it inside long surveys, or change the response scale. At that point, it’s not really NPS anymore. - **One-off measurement.** Sending a survey, publishing the score, and moving on doesn’t build a program. It’s just noise. [![CTA Image](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/05001f0a-0ec7-421f-b4bc-9bef398cc134.png)](https://www.customersuccesscollective.com/signup/) Ready for the full story? Join Customer Success Collective as a Pro member for the full article, plus on-demand summit sessions, plug-and-play templates, and practical frameworks. [Sign up today ](https://www.customersuccesscollective.com/signup/) ### Seven ways to kill your NPS program If you want to guarantee your NPS fails, here’s how: 1. **Embed it inside a long survey.** You’ll kill the simplicity that makes it powerful. 2. **Change the question or scale.** NPS works only if you keep the format consistent. 3. **Obsess over the score.** It’s the trend that matters, not the number itself. 4. **Compensate employees on NPS.** You’ll just incentivize gaming the system. 5. **Share only high-level results.** Without detail, stakeholders won’t engage. 6. **Treat NPS as a health predictor.** One data point can’t forecast churn. 7. **Fail to act on the feedback.** If NPS lives in a dashboard, it’s wasted. _This post is for paying subscribers only._ ### When and how to restructure your customer success team URL: https://www.customersuccesscollective.com/restructuring-your-customer-success-team/ Last updated: 2025-09-04T16:54:11.000Z After more than two decades of leading various teams to include [customer success ](https://www.customersuccesscollective.com/what-is-customer-success/)(CS) teams, through growth spurts, market pivots, and the occasional corporate earthquake, I’ve learned a hard truth: **the fastest way to frustrate customers – and burn out your team – is to cling to a structure that no longer fits the reality you’re in.** I’ve helped to rebuild teams [mid-merger](https://www.customersuccesscollective.com/mergers-and-acquisitions/), reinvented workflows after product launches, and untangled processes that looked more like spaghetti code than strategy. Along the way, I’ve discovered that restructuring isn’t just moving names around on an org chart. It’s about future-proofing your team while keeping your customers engaged and your people energized. And it’s rarely as simple as “announce a new structure and watch the magic happen.” Restructuring is messy, emotional, and sometimes hilarious – at least in hindsight. But if you approach it with a mix of [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), clarity, and strategic intent, it can transform a tired team into a powerhouse. ## How to know your team’s structure has passed its expiry date One year, our [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) scores were dipping, churn was on the rise, and the only thing moving quickly was the rumor mill. My team looked drained. Customers were still polite, but the spark was gone. You can get used to that slow decline if you’re not paying attention, and that’s dangerous. The signs are always there if you’re willing to see them: - Response times are getting longer, even with the same or fewer incoming requests. - Confusion over [ownership](https://www.customersuccesscollective.com/who-owns-customer-renewals/) – two people jump on the same task, or worse, no one does. - Team members juggling so many responsibilities that they’ve forgotten what “focus” feels like. I’d been watching the metrics, but they didn’t tell the whole story. So, I asked my team: *“What’s working for you? What’s not?”* The answers were simple but sobering: - Too many hats. - Not enough clarity. - No room to breathe or recharge. And here’s the thing: metrics can lag. Your [dashboards](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) might look fine long after your team has been struggling. ![Recommendation #1: Don’t wait for metrics to scream at you – listen to your team early and often. Sometimes the data will confirm what they’ve already been feeling for months.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--1---Ray-Otero.jpg) ## Why change feels messy – and why you push through anyway Let’s be honest: restructuring can be scary. It pokes at what’s familiar. Even if the old structure isn’t working, it’s at least predictable – and humans love predictable. But when your company changes direction, launching new products, expanding into different markets, or merging with another organization, your team’s foundation must shift with it. Otherwise, you end up with a structure designed for a world that no longer exists. I still remember one [merger](https://www.customersuccesscollective.com/keeping-momentum-through-mergers-and-acquisitions-with-clear-communication/) where our customer success teams collided. We had diverse backgrounds, different workflows, and wildly different definitions of “urgent.” The early days were… *colorful*. Picture two kitchens merging, each with its own chefs, recipes, and favorite tools – and now they’re expected to make a five-course meal together without a single argument? Not going to happen. But as we navigated those first awkward weeks, something interesting happened. We started blending the best of both worlds. Processes from one team filled gaps in the other. Tools that one group swore by became game changers for everyone. ![Recommendation #2: Frame change as an upgrade, not an upheaval. Help your team see the “better” you’re building toward, not just the “different” they have to adjust to.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--2---Ray-Otero.jpg) ## How to restructure without chaos Some of my proudest restructuring wins came from specific, targeted moves. One time, we split the team by product lines. Generalists became specialists overnight, and the difference was immediate – customer issues were resolved faster, and the confidence in those conversations was obvious. Another time, we organized by region. That meant our reps became experts in the unique needs of customers in their area. Clients in Europe appreciated that we understood their regulatory concerns. Clients in Asia valued that we could talk about market trends in their language – literally and figuratively. What didn’t I do? Try to flip the entire structure at once. That’s the equivalent of tearing down your house before you have the blueprints for the new one. Instead, we rolled out changes in phases, collected feedback, and refined as we went. ![ Recommendation #3: Avoid the “all at once” trap. Roll out changes in stages. Collect feedback. Iterate. Small wins stack up faster – and more safely – than big, messy overhauls.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--3---Ray-Otero.jpg) ## Communication: The leadership superpower Every leadership book says [communication is key](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) – but during restructuring, it’s not just important, it’s oxygen. When people don’t know what’s happening, they fill the gaps with worst-case scenarios. I made it a rule to be transparent about: - **What** was changing? - **Why** does it matter? - **How** would it help both the team and our customers? This wasn’t just about “announcing” the plan. It was about inviting conversation. I asked for input, welcomed tough questions, and even changed course when someone pointed out a better way. And we didn’t keep customers in the dark either. We told them what was coming, reassured them about continued service, and invited feedback. Far from causing anxiety, it built trust because customers could see we were working to serve them better. ![Talk early, talk often, and talk openly. Surprises erode trust, especially in a high-change environment.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--4---Ray-Otero-1.jpg) ## Measure, tweak, repeat We measured everything: customer satisfaction, team morale, revenue trends, and yes, even the occasional grumble. But we didn’t treat measurement as a one-and-done task. We kept checking in, adjusting, and experimenting. This constant refinement did two things: 1. It made our changes more effective. 2. It sent a clear signal to the team that their feedback mattered – and would be acted upon. ![Recommendation #5: Treat restructuring like a living experiment, not a single event. Adaptation is a long game.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--5---Ray-Otero.jpg) ## The simple truth about restructuring It’s tempting to overcomplicate restructuring. I’ve done it – endless diagrams, multiple “workstream” meetings, fancy role definitions. But in the end, the best results came from keeping things simple: clear goals, open feedback channels, and a plan everyone could understand. Resistance is inevitable. In fact, some of the best ideas I’ve ever implemented came from people who initially pushed back the hardest. They weren’t being difficult – they just saw the blind spots I’d missed. **Building a team that’s ready for anything** The market changes fast. Technology changes faster. [Customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) change fastest of all. That’s why I make it a priority to: - Stay plugged into industry trends. - Experiment with new tools. - Ask customers regularly what they value most. The teams that thrive in unpredictable times aren’t just “well-structured.” They’re flexible enough to adapt without losing their core strengths. ![Recommendation #6: Bake flexibility into your structure from the start. That’s what makes you resilient when the unexpected happens.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Recommendation--6---Ray-Otero.jpg) ## Lessons, laughs, and leadership Restructuring isn’t just a leadership exercise – it’s a human one. It’s about balancing the needs of the business with the needs of the people who make the business possible. Yes, there will be tense moments. There might even be a few laughs – like the time we realized two team members had been unknowingly answering the same customer emails for weeks because of a process mix-up. We fixed the process, but we also learned to see the humor in the chaos. And that’s the point: leadership in times of change is equal parts strategy and humanity. When you show you care, communicate openly, and keep adapting, you don’t just restructure a team – you strengthen it. **So, here’s my question to you:** > If your team’s structure was designed three, five, or even ten years ago… is it still serving your customers – or just serving your org chart? I’d love to hear your own restructuring stories, the wins, the near-misses, and the lessons you’d pass along. Because every change, done right, is a chance to build something better. --- ## Have we piqued your interest in customer success leadership? If our exploration of customer success leadership has stirred a desire to take your expertise to the next level, we have the perfect opportunity. Enroll in our [**Customer Success Leadership program**](https://certified.customersuccesscollective.com/p/customer-success-certified-leadership) and become a champion of driving customer success while propelling business growth. ### What to expect from this game-changing course: 🧠 Continuous, actionable leadership insights from industry pioneers 🔧 Practical leadership strategies and tactics to implement 📚 Hands-on activities and real-world case studies 💡 An endless stream of fresh ideas and diverse perspectives 🔥 Transform your leadership style 🧱 Build a strong personal brand with guidance [ Learn to lead ](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership) ### A step-by-step guide to retention, renewals and expansion URL: https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/ Last updated: 2026-02-04T17:56:01.000Z Your renewal rates are stagnating. Expansion revenue feels like pulling teeth. And you're watching valuable customers slip away at contract end because there's no clear process in place. Sound familiar? You're not alone. Most companies struggle to turn their existing customer base into a reliable growth engine, leaving massive CLV on the table. The good news? [Retention](https://www.customersuccesscollective.com/customer-retention/) and [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) don't have to be guesswork. There's a proven framework that transforms how you approach the customer journey, from onboarding through renewal and beyond. In this guide, I'll walk you through the exact process I've used to help companies skyrocket their retention rates and unlock expansion revenue. We'll cover the customer journey blueprint, clarify who owns what in the process, and give you a step-by-step playbook for [seamless renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/). While these strategies may not apply universally across all industries, I'm confident they'll offer valuable insights that you can adapt for your business. Let's dive in. ## Objectives of a customer success organization and tailoring strategies for success Every company with a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) organization primarily revolves around one or more of these three objectives: [value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) assurance, [churn reduction](https://www.customersuccesscollective.com/customer-churn), and demand expansion. We aim to fine-tune the retention, renewals, and expansion strategies based on the specific objectives of the customer success organization within each company. [![Image shows slide titled "customer objectives" and the subheadings of "value assurance," "churn reduction" and "demand expansion."](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image5--4---1-.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) ### Value assurance Customers need to see and realize the value of their purchase, be it in a SaaS business, an enterprise, a hybrid hardware-software model, a commodity business, or a B2C context. The goal of the customer success organization here is to ensure that the value is realized and that adoption and expected return on investment (ROI) are achieved. Our focus areas include ensuring [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) and providing sufficient education for our customers. For instance, if we have customers with low consumption, we implement a plan to boost consumption and improve [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/). This is especially crucial for high-complexity products or companies in markets with low maturity. ### Churn reduction The second objective is retaining customers, which means [reducing churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). Even if it means downgrading the service, the primary objective is to ensure a gross retention rate (GRR) of over 90%. The approach here shifts slightly; we strategize how to reduce the churn level, and how to alter customer touchpoints and interactions, all primarily aimed at customer retention. ### Demand expansion The third objective is centered around demand expansion. These organizations focus on strategies to increase the installed base and [upsell or cross-sell products](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) or services. Upselling could mean selling the same services to other groups or expanding those services, while cross-selling involves introducing new technologies or selling the same services to a different division within the same company. We'll delve deeper into these objectives and their distinct components throughout the article and discuss how to tailor these strategies to your unique objectives. ## The LACE model: A holistic approach to customer success [![Image shows a slide titled "customer journey"](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image9--5---1-.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) To set a baseline understanding, let's take a look at the LACE model, which stands for **L**and, **A**dopt, **C**onsume, **E**xpand, and **R**enew. Many companies use a combination of these elements to guide their customer journey. ### Land Let's start with “Land." This is where the contract begins and the service is activated. We monitor license usage during the onboarding phase after some of the deployment has been completed. At this stage, we calculate the customer lifetime value for the first time. ### Adopt The next step, “Adopt” is centered around amplifying license usage through user onboarding, health checks, monitoring, adoption, success planning, and other supportive activities. The aim here is to boost user license usage between six to 24%, considered standard in the industry. ### Consume The “Consume” phase follows, where we aim to ensure 75% adoption or time to value (TTV). We check that customers are using the product by performing health checks and business reviews. At this point, all components should be active, and customers should start realizing value, marked as first time to value (FTV), followed by TTV. ### Expand and renew The final stages, “Expand” and “Renew,” are the longest. During these phases, there are various calls to action (CTAs) depending on the timeline: 180 days, 120 days, 90 days, 60 days, and 30 days before the renewal. The reason for outlining this journey is to emphasize one key point for ensuring retention, renewals, and expansion: these processes don't solely occur at the journey's end. Instead, they must be initiated and nurtured from the very beginning. By understanding and implementing this journey, we can ensure that customer success initiatives are in place from the start and are carried through each phase. This holistic approach maximizes the chances of retaining customers, securing renewals, and driving expansion. Okay, now let's dive into our step-by-step guide. I've broken this down into three key stages: - Step one: Value realization and customer health - Step two: Renewals/expansion roles and responsibilities by account tier - Step three: Retention/expansion negotiations to close deals Now, let's take a deeper dive into each of these steps. 👇 ## Step 1: Value realization and customer health The first step focuses on ensuring value realization and maintaining good customer health. Often companies focus heavily on the renewal side, making retention conversations much more difficult, especially when customer health is poor or the customer hasn't realized the value of their purchase. This could manifest as low usage of licenses or bandwidth, poor education, subpar adoption, or ineffective execution of success planning. Before initiating any retention, renewal, or expansion conversations, it's crucial that we achieve this first step. This first step is pivotal in ensuring these three areas are achieved before any retention, renewals, or expansion discussions with the customer. While it seems quite straightforward, let me highlight some examples where failing to meet these requirements led to substantial difficulties down the line. ### Success plans completed and goals achieved Even if they're not fully realized, if **at least 80% of the goals are accomplished**, the customer begins to perceive the value of their investment. Whether the goals revolve around cost reduction, enhancing the customer experience, expanding their business, or appeasing their end-users, they are defined by the customer. We must capture these as part of a use case analysis, linking it to our success plan. Another crucial aspect of successful planning is ensuring that the criteria and roadmap are determined by the customer, not dictated by us. Regular communication is essential. [![Image showing a slide titled "Customer success plan" ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image2--7---1-.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) ### Customer health and product adoption = green These can be assessed in many ways, based on product telemetry, the availability of reports, the customer's financial stability, and the impact of potential mergers and acquisitions, among other factors. The adoption of the platform, product, or solution you're offering and whether it's being successfully utilized (“green state”) are dictated by these elements. ### Effective business reviews I've observed cases where customers, despite signing a contract (for instance, a 24-month contract), disengage over time. [![Image shows slide titled "Business reviews" with four different graphs and charts to illustrate.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image3--7---1-.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) Even though they use the service, they're not involved in business reviews. It's critical to at least conduct a business review every quarter, six months, or once a year, depending on customer engagement levels. The business review is an excellent platform for helping the customer understand whether they've achieved the service, solution, or product value they've purchased. It's also an opportunity to present the product roadmap, highlight upcoming enhancements over the next three, six, nine, or 12 months, and share your company's strategy. The business review session also aids in identifying additional use cases. To illustrate, consider a customer who purchased a Ferrari intending to leisurely drive it around Miami Beach. During the business review, they mention they now want to win a race. This is an additional use case identified during the review, offering an opportunity for upsell conversations. An effective business review should also tackle any outstanding support cases or roadblocks hampering the customer's adoption or value realization of the product. This helps to clear the way for discussions about expansion and renewal. ### Navigating business review challenges in complex customer tech stacks Given the growing customer tech stack, which often comprises five to 15+ tools, customers may not have time for [quarterly business reviews](https://www.customersuccesscollective.com/qbrs-in-customer-success/) (QBRs) with every provider. I find it more effective to think of these as "business reviews" rather than strictly QBRs because the frequency can vary based on customer preference. Some customers may prefer monthly reviews, others might want them annually. What's crucial is maintaining regular communication with the customer. In instances where customers aren't keen on quarterly reviews, I opt for alternative methods of communication. For example, we send newsletters that include usage reports or summaries of support cases – information that would typically be covered in a business review. These regular updates allow customers to stay informed on their terms and at their convenience. And rest assured, if a customer encounters a problem, they will reach out to you, often through support tickets. It's crucial to stay engaged with customers, not just through business reviews, but also through newsletters, feedback, surveys, and sales interactions. If your customers come through a partner, it's also helpful to maintain regular contact with that partner to monitor the customer's interactions. In essence, the goal is to ensure consistent, tailored engagement with the customer. [How to drive renewal rates and smash expansion targetsHitting high renewal rates and driving consistent expansion in customer success isn’t easy. With economic pressure mounting and resources tightening, CS leaders are being asked to do more with less – all while keeping customers happy and growing revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-370.png)Customer Success CollectiveNatalia Piaggio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Natalia-Piaggio--1-.jpg)](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) ### Early warning indicators for SaaS renewal risk scoring Once you've established a baseline for value realization and customer health, the next layer of proactive retention is implementing early warning indicators for renewal risk. In [SaaS](https://www.customersuccesscollective.com/what-is-saas/), these indicators act as your predictive analytics toolkit – helping you [spot churn risks](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) before they escalate into lost accounts. But what exactly are early warning indicators? They're quantifiable signals, often surfaced through a blend of product telemetry, customer engagement, and sentiment data, that flag accounts at higher risk of non-renewal. Common predictive metrics include declining [product usage](https://www.customersuccesscollective.com/product-usage-metrics/) (think: a steady drop in logins or feature adoption over 30–60 days), a spike in unresolved support tickets, or a sudden dip in NPS or CSAT scores. Other red flags might be missed business reviews, payment delays, or changes in key customer contacts – each one a potential precursor to churn. We've seen that layering these signals into a risk scoring model—assigning weighted values based on historical churn patterns – enables CS teams to prioritize outreach and intervention. For example, imagine an account where weekly active users drop by 40% over two months, NPS falls from 38 to 12, and two critical support tickets remain open past SLA. A well-tuned risk scoring system would flag this account as 'high risk,' triggering an automated alert for the CSM to initiate a proactive check-in. But don't be fooled by thinking this is just theory – teams that operationalize these early warnings consistently report higher renewal rates and more predictable forecasts. The key is to calibrate your risk model to your customer base, review it quarterly, and ensure every CSM knows exactly which signals matter most for their portfolio. By embedding early warning indicators into your renewal process, you’re getting ahead of it, rather than merely reacting to it. You're creating space for meaningful intervention and, ultimately, stronger customer relationships. ## Step 2: Renewals and expansion roles and responsibilities by account tier In this second step, I want to emphasize three key areas: - Retention and expansion strategy based on account tier, - Roles and responsibilities, and - Business forecast models. The second step is all about clarifying roles and responsibilities. In my experience, driving renewal and expansion conversations often depends on the structure of your organization. Your customer success team needs to collaborate closely with your sales team, whether they're focused on new sales or renewals. Additionally, constant interaction with your customer success operations teams is essential to ensure you have the correct contracts and quotes ready to submit to the customer at the right time. ### Retention and expansion strategy based on account tier As we all know, not all accounts are treated equally. The classification of your accounts can vary widely depending on your company or organization. You could have a tiered system with one, two, four, 10, or even more tiers. It's crucial to have a clear definition of these tiers. [![Image shows slide with a triangel graphic of five tiers, titled: Retention and expansion strategy based on account tier](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image6--6-.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) When discussing the retention and expansion strategy based on tiers, consider this example where we have five tiers: **Tier 1** This is what I would call the "defense strategy" tier. In this tier, there are no expansion opportunities, only retention strategies. The focus is on how to protect the base, keep customers from going to a competitor, and minimize any downgrade impacts. **Tiers 2 & 3** I refer to these as the “trilogy” of accounts. They start small but have the potential for adding more licenses, bandwidth, CPU power, etc. Here, the key is leveraging your internal champions – those already enthusiastic about your solution. These champions can help drive upsell and cross-sell opportunities. This not only represents an opportunity for upselling but also reinforces retention for the services in that area. **Tiers 4 & 5** These are the "acquire-strategy" tiers. These accounts could be brand-new that start small and grow, or new accounts that are just coming in. Here, the strategy could depend heavily on partners or the partner ecosystem to acquire these accounts. At the same time, there could also be direct deals that start small and then renegotiate for larger contracts as time goes on. The key to the acquisition strategy is to identify new use cases, especially if you have multiple solutions to offer. If a customer in these tiers only bought one out of five possible solutions, the goal is to drive interest in the other four solutions by tying them to use cases. Moreover, since this tier relies heavily on partners in my example, it's important to empower these partners to assist with expansion and retention conversations. This tier-based strategy helps ensure a targeted approach for customer retention and expansion. By tailoring strategies according to the customer's stage and needs, you can optimize your results. ### Tailored communication strategies by account tier The preferred communication style often depends on the account tier, as the level of service and engagement varies across tiers. For example, with our tier four and five accounts, I primarily engage via email. Our customer success specialists notify customers of impending renewals, or we might send automated emails 180 days ahead of renewal. Because we offer an enterprise solution, the process isn't as simple as clicking for auto-renewal. Instead, we provide a clause letting customers know their renewal date and what actions are required. If we don't hear back after several attempts, we might incentivize early renewal with financial benefits, such as a 5% discount for early renewal, or maintaining the current price if they renew within a specified period. For tier-one accounts, our communication strategy is a mix of email, business reviews, and phone calls. These accounts represent a substantial portion of our business, and as such, they command more of our attention. Ensuring engagement with these customers during the renewal process is a top priority. ### Roles and responsibilities If you have a sales organization collaborating closely with your customer success team, you need to consider how these teams are motivated and compensated. If there's a separate renewals sales team working alongside your CS and sales teams, it's crucial to define who's responsible for what throughout the journey. [![Image shows a slide titled "Renewal journey: roles and responsibilties.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image4--6---1-.png)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) In this section, the emphasis is placed on the importance of clear roles and responsibilities in the account management process, particularly during the renewal journey. This structure typically includes an [Account Manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), a system engineer, and a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM). Having clear roles avoids confusion for the customer and prevents instances where different representatives send conflicting information, such as different renewal calls or prices. Consistency in customer interaction is crucial, and a single person should be identified as the opportunity owner in your CRM system. Renewal activities are usually planned according to the timeline left until the renewal date (180 days, 120 days, etc.). Two approaches to renewals and upsells are discussed: one at the renewal time, which could either extend the current contract or add new solutions, and mid-term upgrades, which occur when the client decides to purchase additional services partway through their contract term. Each approach requires a clear understanding of roles and responsibilities throughout the process, to ensure a smooth customer journey and maximize the potential for successful renewals and upsells. ### Business forecast models Make sure your business forecast models are up-to-date and follow a consistent format and process. This allows you to capture all different deals at their various stages effectively and measure the renewals and expansion revenue you aim to close by the end of the quarter. These three aspects are fundamental for a successful strategy involving renewals, expansion roles, and responsibilities. It's about creating the right structure, alignment, and visibility to drive results. [![Image shows slide titled "Business forecast models with timeline from 180 days to renewal to renewal date.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image10--2---2-.png)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) The final area of emphasis in this process is the importance of maintaining a well-structured forecast model. This is necessary for providing accurate information to management about the state of renewals, upsells, downgrades, and mid-term upsells. Deals should be properly categorized to reflect their current stage accurately. In the described model, all accounts at the initial and middle stages of the process (stages one and three) are categorized as "pipeline," signifying active negotiations but no price agreement. When pricing negotiations commence, deals are moved to the “best case” category. This is an important stage where the precise customer requirements in terms of solutions and use cases are known, and the deal's cost and terms and conditions are negotiated. When the deal reaches a **95% likelihood of completion**, it is moved to “commit,” indicating that a renewal or expansion is highly likely. Upon closing the deal, it is moved to 'close' and recorded in the system for processing and entitlement. Maintaining this structure is crucial for transparency and smooth operations, preventing stagnation and confusion in deal flow. ### Optimizing the renewal handoff between sales and customer success A seamless handoff between sales and customer success is one of the most overlooked drivers of renewal success. When this transition is handled well, customers experience continuity, trust, and a clear sense of who owns their outcomes. When it’s fumbled, critical context gets lost, relationships stall, and renewal conversations become uphill battles. The typical handoff process should be more than a checklist or a name on a spreadsheet. It’s about transferring not just account details, but also the strategic intent, executive relationships, and customer goals established during the sales cycle. As one practitioner put it, "making sure that as you're doing a transition, not just getting kind of a name on a sheet... but actually having the salesperson make a direct introduction so that you have that connection." This direct executive introduction – ideally in a joint meeting – ensures the CSM inherits both the tactical and strategic context, and the customer feels supported, not abandoned. Best practices for a smooth transition include a structured handoff call with all key stakeholders, a shared success plan (with customer-defined objectives), and clear documentation of any outstanding promises or renewal risks. For example, in a tiered account model, high-value customers might require a formal executive sponsor introduction and a 30-60-90 day joint action plan, while lower-tier accounts could follow a streamlined workflow with automated documentation and templated outreach. We’ve seen that when sales and CS teams collaborate on these handoffs – rather than working in silos – renewal rates climb and expansion opportunities surface earlier. The key is intentionality: treat the handoff as a strategic milestone, not an administrative task. This approach minimizes gaps, builds trust, and sets the stage for long-term customer success. ## Step 3: Retention/expansion negotiations to close deals The final step in our process is handling expansion negotiations to close deals. This comprises several critical areas to ensure success. Firstly, before embarking on any negotiations, it's essential to thoroughly review a few key metrics. Look at the promoter score (NPS), and the adoption percentages of your product. It's also vital to evaluate the customer's budget and purchasing patterns. For example, I've had highly satisfied customers, with impressive product adoption rates, that were suddenly acquired by another company, forcing them to cut costs. So, understanding your customer's context is crucial before you commence negotiations. [![Image shows slide titled "Step #3: Retention/Expansion negotiations to close deals](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/image7--6-.png)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion) Secondly, when initiating negotiations, I favor the process of upselling mid-term rather than at the end during renewals. This strategy has two primary advantages. Firstly, it fosters “stickiness” with the account. We know if they upsell mid-term, retention is virtually guaranteed. Secondly, we can help pilot the solution by offering proof of concepts (POCs). This could be managed by your sales team or any relevant department. For instance, if a customer already has a basic product, you can offer them a chance to try out new, advanced features. Successfully implementing POCs can significantly aid the expansion process. The third area of focus is the negotiations themselves. We always aim to secure long-term contracts by providing higher levels of discounts or amending the terms and conditions for customers willing to commit for longer periods. My preferred strategy is to promote longer contracts by offering greater discounts rather than discounts on shorter contracts. Additionally, a common tactic is to offer a free month as a token of appreciation to extend the partnership. For instance, if there's a minor dispute about the price, offering 13 months of service for the price of 12 can be an effective way to resolve the issue. This tactic is highly effective in both B2C and B2B scenarios in the SaaS world. Lastly, it's important to acknowledge that not all negotiations will be smooth. There will be instances when (to prevent churn) we might need to extend the contract to assist the customer as they transition to a new solution, either by another vendor or provided internally. I've found that even extending a contract by a few months can provide additional time for negotiations and potentially facilitate retention or upselling. From the customer's perspective, this extension signals a strong partnership. Meanwhile, for us, even a short-term contract extension helps retain the account for a few more months. ### Quick wins for high-risk churn situations When dealing with customers who are at high risk of churn, the number one strategy I would suggest is the "Hail Mary" pass. For example, I sometimes offer month-to-month contracts. While it's not our preferred model, it does provide us with some time to continue [negotiations](https://www.customersuccesscollective.com/negotiation-skills-for-customer-success/). There have been instances where customers only wanted one or two months, not because they were dissatisfied with the service, but because they needed to navigate certain [mergers and acquisitions](https://www.customersuccesscollective.com/mergers-and-acquisitions/) activities to gain a better handle on their budget. Another approach is to offer shorter contract extensions. Instead of proposing 12, 24, or 36-month extensions, consider a six-month extension. This gives you more time to work with the customer. There will be cases where your customer is transitioning to another solution, and the best way to extend the relationship could be via shorter contracts. Lastly, add some incentives. Expect and accommodate potential downgrades as well. A downgraded renewal is always better than no renewal at all. ## Final thoughts A successful expansion and renewal strategy requires active engagement, starting from the inception of the customer journey. Waiting until 100 days before renewal is a missed opportunity; start at the beginning to nurture and foster growth. Another crucial element is alignment with your sales team. Regardless of how the sales organization is compensated for renewal and expansion, it's imperative to establish an effective partnership with your sales counterparts. Their role is invaluable throughout this journey. Finally, the importance of being proactive cannot be overstated. In previous roles, I've experienced situations where we attempted to retain customers, but our efforts were in vain due to a lack of attention at the onset of their journey. Even if you offer higher discounts, customers may refuse because it's not just about the financial aspects, but the partnership. They're looking for a reliable, trusted partner who is consistently attentive and proactive. --- *This article is based on a presentation given by Nick at our *Customer Success Festival* in *March 2023,* when he was VP, Global Customer Success at Aryaka.* --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Case study participation email template URL: https://www.customersuccesscollective.com/case-study-participation-email-template-framework/ Last updated: 2025-09-02T09:33:56.000Z ## What is a case study participation email template? A case study participation email template is a ready-made outreach message designed to invite satisfied customers to share their success stories. Case studies are one of the most powerful tools for customer success and marketing teams: they highlight real-world impact, build credibility, and turn loyal customers into advocates. By using these templates, you can quickly and confidently ask your customers to take part in a case study, without worrying about tone, structure, or clarity. ## What’s inside the template? This resource includes three pre-written email variations, so you can choose the right style depending on your relationship with the customer: - **Formal invitation** – A professional and respectful ask, ideal for executive-level stakeholders. - **Casual ask** – A friendly, approachable version for everyday contacts. - **Value-focused angle** – A results-driven message that emphasizes the customer’s achievements and the benefits of being featured. Each email is short, easy to personalize with company and product details, and includes clear next steps—making it simple for your customer to say yes. ## How to use the template 1. **Identify potential candidates** – Look for customers who’ve renewed, hit key milestones, or provided positive feedback. 2. **Choose the right email** – Select the version (formal, casual, or value-focused) that best fits your customer relationship. 3. **Personalize details** – Insert the customer’s name, company, product, and any specific achievements to make it relevant. With this template, you’ll be able to secure more case study participants, strengthen your content pipeline, and spotlight customer success with ease. ## Download your case study participation email template ![Case study participation email template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/Case-study-participation-email-template.png) _This post is for paying subscribers only._ ### Manual vs. automated adoption How to strike the right balance URL: https://www.customersuccesscollective.com/manual-vs-automated-adoption/ Last updated: 2026-08-06T14:59:37.000Z ## What is product adoption? [Product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), sometimes called [user adoption](https://www.customersuccesscollective.com/end-user-adoption/), is the process of moving customers from first use to consistent, value-driving use of your product. It happens when people go beyond trying the product and start relying on it in their daily workflow. From a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) perspective, product adoption is the bridge between onboarding and long-term retention. It shows whether customers are reaching [time to value,](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) building habits around the product, and using it in ways that support renewal and expansion. ## The stages of product adoption Product adoption is a progression, and customer success teams can influence it at every step. - **Awareness:** The customer understands the problem your product solves and where it fits into their workflow. - **Interest:** They start exploring how the product could support their goals. - **Evaluation:** They weigh your product against alternatives, internal processes, or existing tools. - **Trial:** They begin using the product and look for early wins. This is where time to value matters most. - **Adoption:** The product becomes part of regular work, with repeat usage across users or teams. For CS teams, the biggest risk sits between trial and true adoption. That's where onboarding, enablement, and targeted engagement move the needle. [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) know that winning a customer is only the beginning. The true measure of success is whether that customer adopts the product, finds value quickly, and integrates it into their daily workflow. ## The problems with product adoption Without [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), even the most promising deals [risk churn](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/), and expansion opportunities evaporate. Adoption, however, sadly, isn't that straightforward. For [leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/), success is often measured in [renewals and expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/). For customers, success is measured in usage and business value delivered. Sitting in the middle are CSMs, expected to bridge both perspectives while ensuring the product becomes indispensable. But how *should* adoption be driven? Should CS teams continue to rely on manual, relationship-driven efforts or shift toward [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) and data-driven workflows to scale? ## Recent research from the State of Customer Success 2025 New adoption data pulled from the [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) reveals how teams are approaching the challenge today: - **65.9%** run regular check-ins or account reviews – *all manual*. - **48.8%** monitor usage metrics through platforms. - **33.5%** deploy tailored adoption playbooks. - **36%** gather customer feedback. - Only **15.9%** use automation, such as reminders or nudges. - **14%** don’t track adoption at all. A tertiary glance at this information signifies that manual adoption dominates, automation is significantly underutilized, and the industry is still wrestling with how to define and measure success. But let’s unpack what that means for CSMs and CS leaders. ![65.9% run regular check-ins or account reviews – all manual. 48.8% monitor usage metrics through platforms. 33.5% deploy tailored adoption playbooks. 36% gather customer feedback.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/adoption-1-1.jpg) Source: The [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ![Only 15.9% use automation, such as reminders or nudges. 14% don’t track adoption at all.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/adoption-2.jpg) Source: The [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## Why adoption matters No matter how you slice it, adoption is all about value realization. The faster your customers achieve their [time to value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV) – that first “aha!” moment – the more likely they are to renew and expand. Just take a look at these indisputable facts: - Strong adoption fuels NRR and creates [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) opportunities. - Poor adoption signals [churn risk](https://www.customersuccesscollective.com/customer-churn/) – even if [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) haven’t yet reflected it. - [Onboarding](https://www.customersuccesscollective.com/customer-onboarding/) is pivotal: effective onboarding accelerates adoption and reduces early [attrition](https://www.customersuccesscollective.com/10-ways-to-prevent-high-customer-attrition-rates/). Yet, the discouraging fact remains that, quite often, the C-suite falls into an all-too-common trap: Leadership often tracks renewals and expansion as [success metrics](https://www.customersuccesscollective.com/customer-success-metrics/), while *customers* measure success in terms of [usage](https://www.customersuccesscollective.com/product-usage-metrics/) and [business value delivered](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). As a result? CSMs are stuck in the middle, often judged by both. This misconception can blind organizations to early adoption risks. Take a hypothetical, for example: a customer may renew only once (perhaps even due to contract inertia), but if usage lags, churn is only being delayed. As **Tanja Bloch, Director of Customer Success at Trimble**, put it: > *“The first thing you have to do is understand the outcomes your customer cares about. Adoption isn’t about ticking off a usage box; it’s about enabling the business value they’re aiming for. If you miss that, the whole* [*enablement*](https://www.customersuccesscollective.com/customer-success-enablement/) *effort falls flat.”* ## Manual adoption It’s hardly surprising that nearly two-thirds (**65.9%**) of customer success teams still rely on check-ins and account reviews to drive adoption. [Human connection](https://www.customersuccesscollective.com/human-first-approach-at-work/) has always been the foundation of such critical client-facing work. A [skilled CSM](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) can listen for nuance, draw out unstated frustrations, and adapt the product narrative to align with a customer’s goals in a way that no automated system can. These conversations [build trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and, for many accounts, trust is the glue that [keeps customers engaged](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/). But there are cracks in this model. Manual adoption is inherently difficult to scale. Even the most dedicated CSM can only nurture so many relationships deeply. Worse still, some accounts rely too heavily on [a single “power user” or internal champion](https://www.customersuccesscollective.com/multithreading-across-stakeholders/). When that person [leaves the business,](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/) adoption often collapses overnight, putting the renewal at risk. Manual approaches also create qualitative blind spots. [NPS](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) or CSAT survey scores may look positive, but when you dig into usage data, the ROI story can be very different. A customer may tell you they’re satisfied while only a fraction of their team is actually using the platform. That discrepancy makes it difficult to present a coherent story to leadership about customer health. **Nicola Pellatt, Head of Customer Success at GoCardless**, underscored this tension when reflecting on their scaled CS journey: > *“Customers aren’t paying us for a bunch of automated emails. They’re paying for a relationship with a person. Yes, we automate some processes, but we’ll never eliminate the human element. That’s where the real value is felt.”* Manual adoption will always be critical, but on its own, it can leave CSMs in the lurch – a bit like driving on unfamiliar roads without the safety of a GPS as back-up. [![Beyond the Bot AI in Customer Success eBook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/AI-in-CS-Ebook-banner-ad.jpg)](https://www.customersuccesscollective.com/ai-in-customer-success-ebook/) ## Automated adoption ### The pros of automated adoption If manual adoption is trusted but fragile, automation is powerful but underused. The data presented in the [State of Customer Success Report 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/) shows that **only** **15.9%** of teams currently employ automated nudges or reminders to ensure no customer is forgotten. For a business field under constant pressure to scale, that’s a strikingly low number. Automation offers several benefits. It: - Ensures every customer receives timely touchpoints - Creates a more consistent journey across accounts - Surfaces usage patterns fast so you can focus where support is needed most. **48.8%** of teams say they monitor usage metrics through platforms, which is the backbone for targeted outreach. When the underlying data is reliable, automation can feel relevant and well-timed, especially when it guides customers toward a feature or action that supports their use case. ### The cons of automated adoption Despite the necessity to scale efficiently, don’t be hoodwinked by the allure of modern, “quick-fix” solutions; automation is certainly not a "set-and-forget" solution. [Poor data](https://www.customersuccesscollective.com/bad-customer-data-hygiene/) can trigger irrelevant or badly timed messages that create friction instead of progress. Too much automation can also make the customer experience feel impersonal. And the [dashboards](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) that power most automated product adoption programs need regular review and refinement. As **Andreja Mrzel, ex-Director of Customer Success (EMEA) at BlackLine,** puts it: > *"Tracking adoption is not a one-off process. You create your adoption dashboard and revisit it after a few months. Systems change. Customers change. Our dashboard needs to keep adjusting."* Automation shines brightest when it’s iterative, refined regularly, and used to [complement – not replace – the human touch](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/). ## The hybrid model It’s clear that adoption can’t be solved with human effort alone, but neither can it be left entirely to automation. A hybrid approach is a blend of the two, one where automation carries the weight of consistency and scale, while human interaction provides context, trust, and strategic alignment. For [enterprise or strategic accounts](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/), personal engagement will always matter most. Executive or [quarterly business reviews](https://www.customersuccesscollective.com/qbrs-in-customer-success/), workshops, and tailored adoption playbooks are critical for showing how the product ties directly to corporate objectives. But even here, automation has a role: reinforcing usage between meetings, surfacing insights in real time, and ensuring that progress doesn’t stall in the gaps between conversations. In the mid-market, the blend is a little more balanced. Automated nudges and digital playbooks keep accounts moving forward, while CSMs step in for targeted interventions at key milestones or when risks emerge. And in SMB or long-tail segments, automation does most of the heavy lifting, with human touch reserved for the moments when customers show signs of disengagement – or opportunities for expansion. What ties all of this together is a shift in how adoption is measured. Surveys like NPS or CSAT can offer valuable signals, but they’re not enough. Real adoption is reflected in usage data, ROI metrics, and the breadth of engagement across multiple personas. Without that, leaders risk misreading success – thinking an account is healthy when in reality it could all come crumbling down if your main internal champion left. [How to drive increased product adoption | 6 strategiesEvery customer success professional will be acutely aware of how important it is to get customers to use their product. A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-360.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--29-.jpg)](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) ## The impact on customer success teams So, what does this mean for CS leaders? The challenge is less about choosing sides and more about orchestrating balance. Manual adoption will always build the kind of trust and strategic value that machines can’t replicate. Automation, meanwhile, ensures that every customer – no matter how small – receives guidance and reminders that encourage product usage. The two approaches are not competitors; they are complementary levers that, when pulled together, create a more durable adoption strategy. This also requires a [mindset shift](https://www.customersuccesscollective.com/ideal-customer-success-mindset-video/) at the leadership level. Renewals and expansions may remain the headline metrics, but they must be understood as lagging indicators. The real leading indicator of long-term growth is adoption: how quickly customers reach their first moment of value, how deeply they integrate the product into daily operations, and how broadly usage spreads within their teams. When executives define success in those terms, they give their CSMs the mandate and the tools to focus on what truly drives retention. [AI and automation in customer successWhen applied correctly, automation, automation, and AI-enabled customer success will open up additional prospects in the future to transform the CS landscape completely.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-362.png)Customer Success CollectiveLaura Lakhwara![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_automation-1.jpg)](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) ## Our conclusion? Hybrid is the way to go Adoption is where customer success actually happens. Relationships built through human engagement give customers confidence and clarity. Automated systems provide scale, consistency, and visibility across the broader base. But the real danger lies in the misconceptions: believing renewals equal adoption, assuming survey scores reflect value, or trusting a single champion to hold the account together. The companies that thrive will be those that break these habits, redefining adoption as both a human experience and a scalable process. Manual adoption builds relationships. Automated adoption scales them. But without alignment on how success is measured, both risk falling short. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/State-of-Customer-Success-2025-Banner-ad--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## Ready to go deeper? This article only scratches the surface. The full **State of Customer Success Report 2025** unpacks the latest data, strategies, and expert perspectives on adoption, renewals, retention, and beyond. [ Read the full report ](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ### Speaking the language of the C-suite URL: https://www.customersuccesscollective.com/speaking-the-language-of-the-c-suite/ Last updated: 2026-08-14T12:44:17.000Z Over the past 15 years, I’ve learned that while business models, markets, and technologies evolve, one principle remains constant: **customer value must be at the heart of growth.** I don’t believe customer success should carry revenue targets, but that doesn’t mean we ignore revenue. Instead, the goal should be to drive measurable customer value that naturally fuels growth over time. This is where many CEOs face a challenge: balancing short-term pressures with the long-term trust and loyalty that truly sustain an organization. I see customer success as the only business function whose mission is solely to maximize customer value. That’s the lens through which every decision should be made. To deliver on this mission, it’s essential to understand the ecosystem in which we operate. In any C-suite role, you’re accountable to a complex network of stakeholders: the board, investors, fellow executives, functional leaders, cross-departmental teams, and – most critically – the customers themselves. Success means building a cohesive narrative that resonates with each of these audiences, bringing them along on the journey. I’ve distilled the approach to **ten key principles for shaping customer-centric mindsets and driving growth**. ## 1\. Alignment at the top, commitment at the bottom Before setting a vision, it’s critical to align with your CEO on the core principles of customer success. Are we focused on [retention](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/)? Expansion? Something else entirely? Without this alignment at the top, you risk misalignment throughout the organization. For example, if your CEO prioritizes expansion but your team is measured on retention, the conflict will eventually surface – and it won’t end well. When leadership is aligned, commitment at the team level naturally follows. Clear priorities create clarity in execution, allowing teams to focus their energy where it will have the greatest impact. _This post is for paying subscribers only._ ### What makes a customer successful? Your one-stop guide URL: https://www.customersuccesscollective.com/making-your-customers-successful/ Last updated: 2025-08-21T17:04:30.000Z After many years in [customer experience](https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/) and success – working with [startups](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/), Fortune 500s, and everything in between – I can tell you that making a customer “successful” is about far more than answering their emails quickly or resolving the occasional [support ticket](https://www.customersuccesscollective.com/customer-success-support-tickets/). True [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is about helping customers consistently reach their goals, and in a way that [strengthens the relationship](https://www.customersuccesscollective.com/5-ways-to-build-a-strong-relationship-with-your-customers/) over time. It’s about building trust, [delivering measurable value](https://www.customersuccesscollective.com/value-most-important-metric/) and staying aligned even when markets shift or priorities change. It’s also deeply human work. I’ve seen customers light up when a goal they thought was out of reach suddenly becomes reality, and I’ve seen the other side, when a lack of clarity or [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) slowly erodes what could have been a great partnership. The good news? The same principles that create success in one account can be [scaled and applied across many](https://www.customersuccesscollective.com/offering-customer-success-at-scale/) if you approach them with both strategy and [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/). ## Start with relationships and trust It all starts with relationships and [trust](https://www.customersuccesscollective.com/data-to-build-trust-with-customers-video/). You can have the most advanced product, the sleekest [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), and the best marketing in the world. But if the relationship between your team and your customer feels transactional, you’ll always be one step away from losing them. One of the most powerful tools I’ve seen is **executive sponsorship**. When senior leaders are invested in a customer’s success, it sends a message that they matter – not just to the [account manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) they talk to every week, but to the entire organization. I remember pairing one of our VPs with a strategic customer who’d been growing increasingly skeptical. Over the next six months, that VP became a regular presence on their calls, and their tone shifted from guarded to collaborative. By the end of the year, they were our biggest advocate in their region. ![Why trust matters: 3.5x times more likely to renew with executive sponsorship; 81% of buyers say trust drives loyalty; customers with strong brand ties spend money](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/Why-trust-matters.jpg) Some key data points to consider: - **Executive sponsorship impact:** According to the Customer Success Association, accounts with active executive sponsorship are [three and a half times more likely to renew and expand](https://www.customersuccessassociation.com) compared to those without senior-level engagement. - **Trust and loyalty:** A 2023 Edelman Trust Barometer report found that [81% of customers say trust is a deciding factor](https://www.edelman.com/trust) in their purchase decisions and ongoing loyalty. - **Customer retention:** Gallup research shows that customers who have a strong relationship with a brand are [likely to spend 23% more](https://www.gallup.com) than average customers. - **Advocacy:** According to Temkin Group, companies that excel at customer experience have [two and a half times more engaged employees](https://www.qualtrics.com/employee-experience/xm-institute/), which in turn leads to higher rates of customer advocacy – customers are five times more likely to recommend the brand. ## Keep aligning with evolving goals Understanding a customer’s goals – and keeping up with how those goals evolve – is just as important. I’ve learned the hard way that **assumptions are dangerous** here. ![Customer success alignment cycle: Understand goals; align strategy; measure progress; adjust; repeat.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/Customer-Success-Alignment-Cycle.jpg) Early in my career, I thought I knew exactly what one customer wanted – simply because I’d read through the account notes. Fast forward six months and I realized their priorities had completely changed; we were still chasing last year’s goals. That’s why I’ve become an advocate for joint operating models. These are formal agreements that capture shared goals and how we’ll measure progress. When done right, they turn “vendor–client” relationships into [true partnerships](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/). I once collaborated with a customer who, after adopting this approach, saw a 36% year-over-year increase in the outcomes they cared most about. ## From alignment to action Of course, alignment means little if you can’t execute. This is where strategy turns into action. In recent years, [cloud adoption](https://technologymagazine.com/articles/cloud-adoption-how-cloud-will-become-a-business-necessity) and digital transformation have become some of the biggest levers for customer success. I’ve guided customers through [migrations to cloud providers](https://azure.microsoft.com/en-gb/resources/cloud-computing-dictionary/what-is-cloud-migration#:~:text=High%2Dcapacity%20networks%20are%20the,and%20uploaded%20to%20their%20servers.) that fundamentally changed how their businesses ran. The key wasn’t just the technology; it was the structured roadmap, anticipating road*blocks*, and making sure the customer never, ever felt like they were navigating it alone. For substantial changes like this, I’ve found that creating a detailed journey map and supporting it with a [“Center of Excellence”](https://www.theinformationlab.co.uk/community/blog/what-is-a-centre-of-excellence-and-how-to-build-one/) (COE) makes all the difference. A COE acts as a central hub for ability, governance, and best practices, ensuring everyone stays aligned and consistent. I’ve seen COEs start small – just a couple of passionate people – and grow into the backbone of entire transformation efforts. ![Discovery, planning, execution, support and outcomes](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/From-Alignment-to-Action.jpg) ## Measure what matters Measuring progress is where the truth shows up. I’ve been part of projects where everyone felt like we were doing great… until the [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) told an entirely different story. I’ve also seen the reverse, where the data looked shaky but qualitative feedback indicated that customers were seeing real value. That’s why I always recommend blending quantitative [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) like adoption rates and revenue impact with qualitative feedback from customer conversations. One of my favorite moments was with a customer who hit 115% of their revenue target after we stopped tracking “number of support calls” as a measure of success and started tracking “time to value” instead. It shifted the whole team’s mindset toward proactive problem-solving. ![One of my favorite moments was with a customer who hit 115% of their revenue target after we stopped tracking “number of support calls” as a measure of success and started tracking “time to value” instead. It shifted the whole team’s mindset toward proactive problem-solving.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/A-favorite-memory---Ray-Otero.jpg) ## Make continuous improvement a habit And speaking of problem-solving, customer success can never be a “set it and forget it” operation. The best teams treat it like an ongoing experiment, constantly iterating based on feedback and results. I’ve had customers tell me, “We love that you listen,” and they didn’t mean it in the generic sense – they meant we took their specific complaint about a clunky reporting dashboard and rolled out a fix within weeks. That kind of responsiveness builds loyalty that no discount ever could. ## Use technology wisely Technology can help here – if it’s the *right* technology. I’ve seen CRM systems, AI tools, and analytics platforms transform how teams predict needs and personalize experiences. But I’ve also seen tech get in the way when it’s implemented for internal convenience rather than customer benefit. The guiding question I always ask is, “Will this help the customer achieve their goals faster or more effectively?” If the answer’s no, it’s not worth it. ![Does this tool help customers achieve their goals faster? Yes? Then adopt. No? Then skip.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/Does-this-tool-help-customers-achieve-their-goals-faster.jpg) ## Empower the team Of course, none of this works without the [right team](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/). A skilled, confident, and collaborative customer success team is your biggest competitive advantage. I’ve been fortunate to collaborate with teams that shared knowledge so freely that it felt like everyone had each other’s customers’ backs. That culture doesn’t happen by accident – it comes from leadership modeling collaboration, [creating space for training](https://www.customersuccesscollective.com/customer-success-enablement/), and rewarding team wins as much as individual ones. ## Spot problems early I also believe in spotting potential problems before they become full-blown issues. I can think of a time when a customer’s usage data started dipping ever so slightly. There wasn’t a single complaint, but we reached out anyway, and it turned out they were evaluating a competitor’s solution. By addressing it early, we kept the account *and* deepened the relationship. Predictive analytics tools can help, but nothing replaces human attentiveness. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Scale without losing the personal touch [Scaling customer success](https://www.customersuccesscollective.com/scaling-customer-success-the-three-challenges-most-b2b-csm-teams-face/) is another challenge altogether. Growth is exciting, but it’s also where cracks start to show if your processes aren’t solid. I’ve seen companies double their customer base and then struggle because they didn’t have a scalable framework. The solution isn’t to strip away the individualized touch – it’s to standardize the parts that can be standardized while leaving room for customization where it matters. ## Look ahead without losing sight of the core goal Looking ahead, the future of customer success is being shaped by AI, automation, and predictive analytics. I’ve started to see AI-powered chatbots that manage routine support while freeing up humans for complex, high-value conversations. Predictive tools are getting smarter at finding churn risks before the customer even realizes they’re unhappy. But here’s the thing: technology will keep evolving, and the tools will change. The fundamental goal – helping customers achieve success – will stay the same. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## The bottom line In the end, making a customer successful is about much more than a checklist. It’s about understanding them, supporting them, and growing with them. It’s about combining strategy with empathy, technology with a human touch, and ambition with trust. If you focus on building strong relationships, staying aligned with evolving goals, delivering strategic value, measuring what matters, and committing to continuous improvement, you’ll not only have successful customers – you’ll have customers who help you succeed. And those, in my experience, are the relationships that last. --- ## Your customer success toolkit for lasting impact If this article resonated with you and you’re ready to go deeper, a [CSC membership](https://www.customersuccesscollective.com/signup/) plan is the perfect next step. With it, you’ll be able to: 👉 Streamline your work with 90+ ready-made templates and frameworks designed for real-world customer success. 👉 Learn directly from the best – with exclusive articles and 400+ hours of event footage featuring leaders from LinkedIn, HubSpot, and more. 👉 Connect with a private community of customer success experts who share ideas, challenges, and solutions every day. And that’s only the beginning. Join today and give yourself (and your customers) the advantage of a proven customer success toolkit. [Become a member](https://www.customersuccesscollective.com/signup/) ### Pioneering digital-first customer success URL: https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/ Last updated: 2025-08-21T13:06:46.000Z Don't be fooled – customer success has never been static. It's been in a constant state of flux since its inception, shaped by shifting expectations, new business models, and the balance between human touch and digital scale. What started as a response to churn and onboarding challenges borne out of the then-new subscription business model has since evolved into a broader strategy for growth, efficiency, and long-term value. The journey hasn’t been straightforward, but it’s exactly in those twists and experiments that the real lessons emerge. ## Addressing churn and enhancing customer experience One of the pivotal realizations in my career was that the most crucial times for a customer in the SaaS business are during onboarding. If you get onboarding right and accelerate the time to value, the likelihood of them renewing becomes significantly higher. However, due to the way our product was developed, customers could utilize part of the product without activating the subscription. ### The hidden risk of partial product adoption We uncovered that one of the key reasons for [churn](https://www.customersuccesscollective.com/customer-churn/) was that **customers were not activating their subscriptions**, which in our case, provides centralized cloud management of the products and hardware. Customers were managing the hardware in the traditional on-prem, local manner, instead of leveraging the cloud capabilities. We realized that if we initiated an activation and onboarding campaign, we could address this issue effectively. Another reason for [churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) was that customers, even after activating, weren’t receiving notifications that their subscription was about to expire, leading to unintentional expirations. This was because the business itself was not accustomed to this new model and was treating it like a support contract: sell it and call when it was time to renew. ### Proactive renewal strategies Consequently, we created what we now recognize as the onboarding program and initiated what we call a "T minus 4" approach, starting [proactive communication](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) motions four months prior to expiration. At that point, we were unknowingly creating a customer success program, oblivious to the fact that there was a [science behind this](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/). We began at the bookends of the customer journey and, as we progressed, we started collapsing in, eventually culminating in an end-to-end engagement model, which is now recognized as customer success. This model not only addressed the immediate challenges we were facing but also paved the way for a structured, intentional approach to customer engagement and success, ensuring that the [customer’s journey](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/) with us was smooth, value-driven, and conducive to long-term partnership and success. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-357.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--32-.jpg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## Navigating the evolution of customer success The [evolution of CS](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) has been a fascinating journey, especially from my perspective, where the path was anything but traditional. Initially, our approach was akin to a science project without specific funding, but driven by a clear need. We had about 5,000 customers, and conventional wisdom would suggest hiring five to seven [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) to manage this global footprint. However, the budget to hire such a team was nonexistent. ### Why data was my first hire My first hire was someone adept with data, which I deemed crucial. We spent significant time understanding what the data was telling us, identifying customer locations, spending patterns, and creating our first segmentation version. We recognized that 96% of our business was a digital motion target, yet this 96% of the install base accounted for about 50% of their product revenue. So, a digital-first motion was imperative, even though I wasn’t initially focused on hiring CSMs. I faced criticism from my CS peers, who believed that what we were building was more of a tech-support program than a CS program due to the absence of CSMs driving portfolio and end-to-end lifecycle management. My counter was straightforward: I couldn’t afford it. When the pandemic hit, many of my peers, who had built human-first organizations, were now faced with budget retractions but still needed to engage with all their customers without the necessary CSMs. This forced a rethinking in the industry about whether we really needed a CSM for all of our accounts. [Enabling efficiency and creating value through digital-led customer successThe world of customer success has undergone significant transformations in recent years, driven by the rise of digital-first approaches and the ever-changing economic landscape.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDavid Gunn![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/jon-tyson-FlHdnPO6dlw-unsplash--2---1--1.jpg)](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/) ## The digital-first approach and CSM swarm model We had been doing a [digital-first approach](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/) to CS for two or three years already, while the industry was just starting to pick up on it. I knew that to consider our CS program complete, I needed to develop at least three capabilities. Firstly, the digital approach, and secondly, I was opposed to the traditional CSM model. So, I created what I call the CSM swarm model. In this model, 50% of a CSM’s time would be assigned to key accounts, 25% of their time was to digital engagement fallout, and the other 25% was dedicated to what we call incubation initiatives. CSMs were multifaceted, doing lifecycle management for strategic accounts, enabling more on the sales side, and working on strategic accounts. ### Scaling through partners and automation The third capability was developing a partner program. We created a customer success partner program, where our sales partners or resellers act as customer success on our behalf. We built out a maturity engagement model, assessing their readiness to be able to do this. They sit inside our CS automation tool, and all the digital communications are white-labeled as the partners going into their customers. The partners are the ones driving the CSM motions, and I have a Partner Success Manager (PSM) managing multiple partners, creating an economy of scale. One PSM manages about 15 or 20 partners, which represent about 120 to 140 customers that are typically [high touch](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/). [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 5 common mistakes in customer success ### 1\. When CS becomes sales or support in disguise I've witnessed many CS organizations essentially becoming an extension of sales or even support, just rebranded as customer success. This, in my perspective, has occasionally given CS a bad name. Especially when you're facing challenges trying to engage an account and management or sales personnel struggle to articulate the value of this new resource that's now going to engage with the customer. ### 2\. The importance of strong CS leadership It's crucial – if you're going to take the leap and be a [CS leader](https://certified.customersuccesscollective.com/p/customer-success-leadership-accelerator) – to have a backbone, to be bold, and to understand what you're trying to achieve by creating this CS function. Indirectly, you're driving the transformation of the company. The whole cliché, "customer success is not a department, it's a philosophy," only works if everyone understands what their role in CS is. ### The reputation risk of poorly implemented CS I've noticed that some new organizations, now contemplating whether they should start a CS department, are facing a lot of opposition with questions like "Why do we need it?" They point to examples where CS has been done wrong, which unfortunately can tarnish the reputation of everyone in the field. I've experienced it myself and, to be honest, I don’t want to be known just as a customer success leader because I feel like we get pigeonholed into those negative examples. ### Avoiding the “Sales puppet” trap There are some CS leaders out there who, controversially, end up being what I'd term "sales puppets," providing a supporting element to sales without evolving beyond that. There’s also a cohort of folks who start CS at a company, stay for two years, then move to another company and do it again. ### Staying long enough to prove impact But how do you know what you did actually worked if you left before you saw the output? Before you saw customers who purchased while you were there actually renew? That’s why it was vital for me to see this through. Before I declared this project complete, I wanted to ensure that we had done this long enough, having been doing it for five years, building out the partner program and the monetization. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Different models for funding and sustaining CS We've explored various models. For instance, I have a monetized model where CSMs, being part of the Advanced Service programs, are funded that way. But when that's not available, during that part of your maturity, CSMs might be funded as a sort of "science project" by their sales or service organization. To become a sustainable organization, you must demonstrate value. If you can prove that the CS organization is reducing your total customer acquisition costs, then the savings in customer acquisition costs could fund your team. For example, if sales take 15% of every dollar to close a [renewal or upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), and you can do it for 10%, that 5% Delta could fund your team. The expectation is that CS will drive existing install base account growth on its own without any net new customers, and that model funds the CSM. While sales are incentivized to bring in new logos, CSMs get funded based on the expansion they bring in through the lifecycle engagements. ## Understanding the charter of your CS team When creating a CS program, understanding the team's charter is pivotal. Based on my research and observations, there are a few key questions that will help you understand what your model should look like. Consider the complexity and the maturity of your product. If the product is easy to use and has been around for a while, the focus of your CSM isn’t so much on [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) and [retention](https://www.customersuccesscollective.com/customer-retention/) but more on expansion – selling them more. In this model, where your product complexity is low and the product maturity is high, a [sales-driven CS organization](https://www.customersuccesscollective.com/customer-led-growth/#the-difference-between-customer-led-growth-sales-led-growth-and-product-led-growth) is probably better suited. Conversely, if it's a net new, highly complex product, your CS organization is probably better suited to be on the services side because you'll spend a lot more time on onboarding and accelerating time to value. In this situation, the charter of your team is onboarding and retention. Your CSMs are not quota-carrying and are positioned under support to deflect any incoming support calls and to drive the adoption and stickiness of the product, which will secure the renewal in the long run. [![Customer Success Salary Report 2024](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/CSC_Salary_Survey_Article_2024--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-report-2024/) ## The evolution of customer success and its impact on customers [At my presentation at Customer Success Festival in San Francisco](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-september-2023/?wchannelid=a0jish5o95&wmediaid=i9iras7287), l delved deeper into the next step in CS evolution. The industry has matured to a point where we're witnessing the evolution of a CS leader. Organizations that have successfully transcended being merely an extension of sales have done a commendable job in convincing the company about the capabilities of CS. These capabilities are now permeating across the entire company, not just confined to a department traditionally known as customer success. This new world being unlocked is where we're being invited to the table to explore how we can leverage the same framework for other parts of the organization. This evolution converges with customer experience. We've transitioned from a white-glove approach, where one person is dedicated to assisting the customer with everything, to a scenario where we can't do that for everyone. So, we're forced to adopt a more digital-first motion, becoming available when the digital approach doesn’t suffice. Due to the retraction and resources available on the CS side, there's a more pronounced dependency and a tighter integration between the [account management team and CS](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), depending on where the customer fits on the engagement pyramid. There's an opportunity to relinquish more account ownership to the account executive at higher tiers because there aren't enough CSMs to engage in every account. Why not utilize the rich data and insights about an account and make it available to the salesperson, who's probably already engaging with the customer, and empower them with the information that a CSM would normally deliver during an MBR or QBR? You're bringing the CS capabilities and empowering sales to do it without having a CSM engage. Identifying the segment or watermark in the install base, where that relationship manager ceases to exist, then becomes the sweet spot for the CSM to engage. As all of this unfolds, it's vital to be mindful of what this means from a customer experience perspective. Making sure that, as we navigate through these internal shifts and changes, the customer doesn’t feel like they're continuously being handed off is paramount. It's about ensuring that these internal evolutions and strategies translate into a seamless, enhanced experience for the customer. [What’s the next stage in the evolution of customer success?Does your company, and its executives, still treat customer success as a cost center? Do you feel like you’re at the head of the table, or still in the corner of the room?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-358.png)Customer Success CollectiveEdward Chiu![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/FT_14.10.29_evolution-promo-1.jpg)](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) ## Preparing CSMs for the next step in organizational evolution I'm currently working on a book titled "Customer Success: Beyond the CSM," which underscores the notion that a CSM is merely the tip of the iceberg in a customer success organization. It's crucial to acknowledge that there's a plethora of work that transpires to empower and enable a CSM to engage with a customer. In my organization, from a data, systems, and tools perspective, a lot happens to ensure that when a CSM commences their day and opens up their customer success platform, all their tasks and customer visibility are readily accessible. I often say that in every engagement within our install base, I deploy two types of CSMs: a human one and a virtual one. Empowering the customer success experience (CSX) operations team to have visibility across the company and the authority to connect and integrate these data sources is paramount. So, aligning a CSM with the overall strategy of the company has never been more vital. People talk about the "belly of the fish," referring to the substantial costs associated with a company’s transformation before it emerges on the other side, becoming profitable. During this time, CSMs need to comprehend that in certain instances, it might not be prudent to push customers to transition from the traditional business to the new one, as the company is still navigating through figuring out margins. ### Balancing traditional and SaaS models The new SaaS product might cannibalize the old traditional business. Therefore, CSMs should strive to enhance the customer experience while they're in the traditional business and, as the company evolves, the product matures, and margins improve, facilitating their transition. This is why it's imperative for a CSM to understand the business side too, so they know when to potentially upsell a customer and when perhaps not to. It may not be revenue-positive if customers move over to the new offerings but aren’t buying into the old ones, where the company might still be making money. [Your guide to customer success OKRsIt can be challenging to know which goals to set for your customer success team. Where do you start, for one? Secondly, how should you implement OKRs?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-359.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_okrs_kpis.jpg)](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/) At the core, CSMs must never lose sight of the [key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs) or [objectives and key results](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/) (OKRs) they're measured against. The bottom line is defining what the CSM is supposed to be doing. Are they bringing in reference customers? Are they driving expansion? Can it be proven that every customer that has a CSM attached to it has a better customer satisfaction (CSAT) score and better retention rates versus those that don’t? Being able to conduct this A/B testing and demonstrate that value is crucial because, at the end of the day, the CSMs you have now will help you make the case to hire more later. If the ones you have now aren’t adding value, justifying getting more will be a challenge. --- *This article was based on Carlos's episode of the* [*CS School podcast*](https://www.customersuccesscollective.com/preparing-for-the-next-stage-of-customer-success-carlos-quezada/)*.* If you’d like to watch Carlos’s talk at the [Customer Success Summit San Francisco](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-september-2023/?wchannelid=a0jish5o95) in full, then you can do so with a [Customer Success Collective membership](https://www.customersuccesscollective.com/signup). Sign up today for unlimited access to every single talk at every single one of our past events! [What's cookin'?](https://www.customersuccesscollective.com/signup) ### Strategic planning template URL: https://www.customersuccesscollective.com/strategic-planning-template-framework/ Last updated: 2025-08-19T09:33:15.000Z ## What is a strategic planning template? A strategic planning template is a structured framework that guides organizations through the process of setting long-term objectives, aligning internal teams, and identifying the tactics needed to achieve measurable business goals. It’s built to support organizations in developing resilient, future-oriented strategies while maintaining agility in fast-changing markets. Whether you're a non-profit, startup, or enterprise team, this template helps distill vision into action and strategy into sustainable execution. ## What’s inside the template? This template delivers a comprehensive, visually-driven roadmap covering every phase of strategic planning: - **Strategic planning process overview** - **Planning gap & futurist cone models** - **Environmental scanning & SWOT tools** - **Goal-Setting Grids and KPIs** - **Visual Frameworks** - **Execution & Performance Management** ## How to use the template To effectively apply the strategic planning template, follow these core steps: 1. Start with situational analysis: conduct environmental scans, gather internal insights, and synthesize findings into a SWOT. 2. Define your mission, values, vision, competitive advantages, and strategic priorities using the guided action grids. 3. Translate strategic priorities into organizational goals, departmental objectives, KPIs, and a one-year budget. Use the planning calendar to align stakeholders. 4. Assign responsibilities, communicate plans, track execution via KPIs, and hold quarterly reviews to assess and adapt as needed. 5. Schedule end-of-year assessments to evaluate impact and iterate for the next cycle using the included roadmap and planning checklists. ## Download your strategic planning template ![Strategic planning template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/Strategic-planning-template.png) [Strategic planning templateStrategic planning template.pdf2 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/08/Strategic-planning-template.pdf "Download") [Strategic planning templateStrategic planning template.pptx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/08/Strategic-planning-template.pptx "Download") [Strategic planning templateStrategic planning process 4\. HOW DO WE GET THERE ? Strategies 5\. HOW DO WE GET THERE ? Tactics and Implementation 6\. ARE WE GETTING THERE ? Assessment : Metrics 1\. WHERE ARE WE ? Situational analysis & strategic assessment, Internal & External 2\. WHERE COULD WE BE ? There are possible future sce…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/favicon-2023q4-2.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyI40_havDyoONtANmaaQwJYGq26aBw1oBtkdpmQwRE4SE7LptDxolN6Y89UHEmp3dqT8wNDq3I-D2NxrRjyA8qiZGkNz_mdHfi0z-cLevGyCrzJcCSV-w1200-h630-p)](https://docs.google.com/presentation/d/1RgI6yVFiZ77ZMcOniIcbf7Zgz4Q08R9pNv%5F9hp3H7w0/edit?slide=id.p1#slide=id.p1) _This post is for paying subscribers only._ ### How a CCO transformed CX into a revenue powerhouse URL: https://www.customersuccesscollective.com/transform-cx-into-a-revenue-powerhouse/ Last updated: 2025-08-12T13:00:57.000Z ## The growing importance of CX Many of us were doing the work of [customer experience](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/) (CX) way before it even had a formal title. But today, CX has moved from an operational afterthought geared around support, into a [strategic growth driver](https://www.customersuccesscollective.com/from-support-function-to-revenue-driver/). Today, it’s about creating durable, scalable [revenue](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) in a world where predictability and efficiency matter more than ever. ## The macroeconomic impact We’re at a tipping point. Capital is more expensive than it’s been in years. Global supply chains are strained, cyber threats are rising, and geopolitical uncertainty is introducing volatility into nearly every sector. In short, growing a business has never been more complex – or more urgent. On top of that, our customers are facing their own pressures. I regularly speak with Chief Information Security Officers (CISOs) who are juggling 40 or more different security tools. They’re asking hard questions: 1. “Which of these solutions are delivering real value?” 2. “Which vendors are helping me consolidate and simplify”? That’s a massive opportunity for incumbents. If your foot’s already in the door – if procurement has approved you, the CFO has signed the check, and stakeholders already see your value – *this* is your moment. [Expanding your footprint](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/) inside existing accounts becomes imperative. ## Why expansion is more valuable than acquisition Growing with existing customers is the most efficient and strategic kind of growth. Why? Because there’s [no acquisition cost](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/). Plus, you already have the relationship and you understand the customer’s business, goals, and pain points. This helps businesses look beyond clients as simply “accounts,” and instead, view them for what they are: your best [advocates](https://www.customersuccesscollective.com/converting-customers-into-advocates/). Your customers can speak credibly about your [value](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/), evangelize your product, and open doors to entirely new opportunities. But this isn’t just theory. Over the last two years, we’ve seen a seismic shift across the industry. We’ve gone from asking [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) teams to support growth to asking them to own growth. Today, I carry [accountability](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/) for a P&L, gross retention (GRR), and [net revenue retention](https://www.customersuccesscollective.com/using-win-loss-analysis-to-drive-net-retention/) (NRR). That level of [responsibility is becoming the norm](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/). [How agentic AI is transforming customer experiencesFind out how goal-driven Agentic AI is redefining customer experiences and operational excellence.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-346.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--37--2.jpg)](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) ## The rise of AI (and the new CX imperative) There’s no escaping it: AI has transformed the game. Conversations that didn’t include [AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) twelve months ago now rarely exclude it. Like the [cloud technology](https://www.forbes.com/sites/emilsayegh/2023/11/28/how-cloud-computing-revolutionized-business-operations-and-what-lies-ahead/) that preceded it, agentic AI has moved from “nice to have” to mission-critical – and *fast*. When I think about it, [agentic AI](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) is ingrained in my functions because, at its root, it’s about unlocking new capabilities that help you scale in ways that weren’t possible before. In CX, AI is already helping us do more, both faster and smarter. Whether it’s understanding customer signals, [personalizing engagement](https://www.customersuccesscollective.com/tools/harness-technology-for-scalable-and-personalized-customer-engagement/), or [predicting churn risk](https://www.customersuccesscollective.com/churn-rate-prediction-framework-for-machine-learning/), AI gives us the edge we need to [deliver value at scale](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). My lens is always on three key outcomes: **scale**, **efficiency**, and **durability**. AI helps us deliver all three. ## Why retention is taking center stage ### Growth expectations are shifting It’s no secret: [net-new growth is slowing](https://www.saastr.com/the-great-saas-slowdown-what-q1-2025-numbers-reveal-about-the-cloud-software-market/). Across the industry, benchmarks show reduced expectations for expansion and new customer acquisition. That shift is putting renewed focus on one thing: retention. In this environment, just [keeping your seat at the table](https://www.customersuccesscollective.com/get-your-ceos-attention/) is a win. Ensuring customers are [adopting your solutions](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), realizing measurable value, and trusting you more than competitors? That’s now the bare minimum for survival. Admittedly, retention doesn't always feel like the most exciting part of business, but it’s undeniably a high-stakes and high-impact game. ### The investment mismatch Here’s the disconnect: while more pressure is being placed on CX to drive [retention and growth](https://www.customersuccesscollective.com/tools/customer-retention-software-choices-for-sustainable-growth/), investment levels just haven’t caught up. In many organizations, resources are still disproportionately allocated to traditional sales. CX teams have long been expected to “[do more with less](https://williammcpeck.medium.com/the-false-premise-of-todays-predominant-do-more-with-less-business-philosophy-e8051557aea4).” But at some point, that approach hits a wall. It stops working altogether. To deliver lasting, repeatable [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/), we need to do *more* with *more* – and that means ensuring CX teams have the tools, training, and support they need to lead. Consider this a call for proper enablement. But while I’m seeing signs of progress, we’re not quite there yet. [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-348.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle-3.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## What separates high-performing CX organizations Across the industry (and even in my own teams), I’ve seen three core drivers that enable CX to evolve from a support function into a growth engine: ### 1\. Strategy and business alignment Every boardroom conversation today revolves around efficient, predictable revenue. That’s where recurring revenue becomes a strategic lever. If you retain 92% of your [recurring revenue](https://www.customersuccesscollective.com/checklist-for-growing-mmr-framework/), that’s a baseline your CFO can count on. It de-risks your revenue plan. You then know exactly how much you need to replace – and how much you can build on. This math resonates; as a recovering engineer, I love it – and so do CFOs! ### 2\. Evolving the go-to-market model In my experience, [go-to-market](https://www.gotomarketalliance.com/the-go-to-market-hub/) (GTM) strategy has changed dramatically over the last few years. Where [marketing](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) once focused solely on net-new pipeline, they now partner closely with CX to support renewals and adoption – with messaging and campaigns that hit before the renewal date. [Marketing, sales, and CX](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) now work in tandem as equal partners in the customer journey. That alignment is essential. It ensures we’re driving value *and* revenue together, not in silos. ### 3\. Cultural transformation CX teams have often been labeled as “[support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/)” or the “connective tissue” of an organization. Early in my career, I even used those terms myself, but they don’t reflect the full value CX delivers. Today, we need to be seen – and see ourselves – as strategic drivers of growth. That means earning a seat at the table with product, engineering, and leadership. It also means showing up differently with customers: speaking confidently about [roadmaps](https://www.customersuccesscollective.com/is-it-time-to-switch-from-feature-to-outcome-driven-product-roadmaps/), outcomes, and strategic value. This shift requires [buy-in from the top](https://www.customersuccesscollective.com/c-suite-buy-in/): board, [C-level](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/), and senior leaders. But it also requires structure to back it up. ## Building the scaffolding to support transformation Transformation isn’t just about vision; although that’s important, it’s also about execution, and execution needs structure. We’ve spent the past few years putting that structure in place. We reworked our incentive plans, so our renewal reps are now rewarded for both renewals and expansions. That’s key. If you don’t align incentives, you’ll miss growth opportunities simply because no one’s motivated to chase them. We also revamped our processes – **how we plan targets, map accounts, and align teams around the highest-value customers.** These moves may seem tactical, but they’re what turn strategy into results. [Account expansion plan templateA comprehensive framework designed to help businesses strategically grow their high-value customer accounts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-347.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Account-expansion-plan-template-meta.png)](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) ## A maturity model for CX revenue ownership While there’s no one-size-fits-all approach for revenue ownership, in my experience, most organizations progress through three stages of revenue maturity in CX. ### Stage 1: Retention-led Here, customer success owns retention, and sales focuses solely on new business. This is a great starting point – especially for companies new to revenue accountability in CX. [Retention](https://www.customersuccesscollective.com/customer-retention/) may not be glamorous, but it powers the bulk of recurring revenue. Doing it well requires rigor, consistency, and a clear understanding of customer outcomes. ### Stage 2: Retention and expansion support Once you’ve stabilized retention, you layer in [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/). This often requires a different CSM profile – someone more commercially aware, proactive, and comfortable leading growth conversations. In technical spaces like cybersecurity, it may also mean hiring CSMs who can engage deeply with technical stakeholders. ### Stage 3: Full revenue ownership The most mature model is where CX owns both retention and growth – complete with P&L accountability. You may also add logo-based metrics, like net logo retention or customer graduation, to track long-term customer evolution. This is where CX truly becomes a business-driving function. [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-349.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--5.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ## 7 must-haves for CX-led revenue Wherever you are on the journey, these seven elements are critical to making it work: ### 1\. Invest in the role Don’t ask CSMs to drive revenue without giving them the skills, tools, and support to succeed. Training and enablement are non-negotiable. ### 2\. Align with leadership on outcomes CX must connect its work to what leadership cares about: predictable, scalable, efficient revenue. Speak in business outcomes, not just adoption metrics. ### 3\. Build strong data and telemetry You can’t grow what you can’t measure. Get clear on which segments are at risk, where growth is most likely, and how customers are progressing. Pro tip: Build your “recipe for growth” before you run the playbook. ### 4\. Productize your services We’ve created a bundled offer we call “Customer Experience as a Service.” It combines success, support, professional services, and education into one cohesive package. It’s easy for customers to consume – and it accelerates value. ### 5\. Align incentives People behave based on how they’re compensated. Early on, you might double-compensate sales and CX for the same outcome – and that’s okay. Over time, refine it to match your strategy. We spent two years getting this right. It’s worth the effort. ### 6\. Operate as one team CX is just one part of the system. To succeed, you need tight collaboration across product, engineering, sales, marketing, and ops. - Marketing supports customer advocacy and renewals. - Product works directly with CX to address customer feedback and prioritize enhancements. ### 7\. Start where you are If you’re wondering where to begin, here’s what I suggest: - **Start in your own house.** Identify high-potential segments. Define offers that meet real needs. - **Invest in data.** Don’t fly blind. - **Transform your talent.** Equip your team to deliver the outcomes you’re promising. None of this is overnight work, but it’s 1000% foundational. [Should Chief Customer Officers own revenue?From the early days of SaaS to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why Chief Customer Officers (CCOs) should own revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-351.png)Customer Success CollectiveStuti Bhargava![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Should-Chief-Customer-Officers-own-revenue--website-2.png)](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) ## Final thoughts Customer experience has evolved. It’s no longer just a post-sale function – it’s a strategic lever for growth. The companies that recognize this – and act on it – will be the ones that win. So start where you are, build the right foundation, and bring your whole org along for the ride. Because CX isn’t just about helping customers succeed. It’s about helping your business grow. [![Customer Labs: Join a live workshop](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/CSC_In-Article_Ads_Customer_Labs_Template--12-.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) *This article is based on a live workshop Harini gave called "Transforming CS into a Revenue Powerhouse" at* [***Customer Labs***](https://www.customersuccesscollective.com/customer-labs-workshops/) *in June 2025.* ## Upcoming Customer Labs workshops Ready to level up your customer success skills? Our workshops run twice a quarter on Wednesdays, bringing you expert-led, hands-on learning experiences designed to solve real CS challenges. - **Strategic CS leadership** with [Andreja Mrzel](https://www.linkedin.com/in/andreja-mrzel/) (September 17) - **Elevate your CSM career** with [Elizabeth Blass](https://www.linkedin.com/in/elizabethblass/) (October 22) - **Build high-performing customer success teams** with [Dominique Duquennoy](https://www.linkedin.com/in/dominiqueduquennoy/) (November 19) Each workshop offers exclusive frameworks, actionable strategies, and collaborative learning opportunities to help you drive retention, enhance satisfaction, and align customer success with your business goals. ### Don't get FOMO Register now to join industry leaders from companies like Microsoft, Akeneo, and Blackline in these transformative sessions. Take what you learn back to your team and create bespoke programs that drive measurable success together. [ Save your spot ](https://www.customersuccesscollective.com/customer-labs-workshops/) ### How high-performing leaders measure what matters URL: https://www.customersuccesscollective.com/leadership-measure-what-matters/ Last updated: 2025-08-07T16:14:08.000Z I’m often asked how we measure impact, drive value, and stay proactive in a highly fluid leadership role. I’ll admit, these aren’t always easy questions to answer, but they’re the right ones. In this article, I’ve pulled together some of the most common topics I get asked about, from building [health scores](https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/) and defining [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) to linking [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) performance with ROI. It doesn’t matter if you're refining your strategy or building it from scratch; I hope these reflections help you think more critically about how [data](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/), relationships, and clarity can shape the success of your CS team. ## Linking CSM performance to customer ROI [Value](https://www.customersuccesscollective.com/value-most-important-metric/) is the name of the CSM game. If it’s not created or [realized](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), your customer isn’t sticking around for long. But the emphasis on value raises a very natural question: should we link [CSM performance](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) directly to customer ROI? It's a very compelling idea, but it's a complex one. To be totally transparent, in previous roles, I haven’t linked client ROI directly to my CS team’s performance. That said, it’s definitely an area I’d like to explore in the future because it’s something that really resonates with clients. Before going down that road, the first thing you need to consider is **whether your product or service has a direct impact on the client’s ROI**. If the answer is yes, then you should be able to measure your team's influence and align KPIs accordingly. Take consulting firms, for example. They often tie their fees to the percentage of cost savings they deliver. In that context, it makes perfect sense for performance and ROI to be tightly linked. But in industries like advertising, within which I’ve spent a lot of time working, it gets tricky. There are just too many external factors influencing results: product quality, competitive activity, media spend… all of these make it really hard to isolate the impact of any *one* team. So, before you tie CSM performance to ROI, take a step back and ask: can your product or service directly influence your client’s business outcomes? If the answer is yes, linking performance to ROI can be incredibly powerful. [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-338.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle-2.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## The metrics to track as a CS leader There’s no universal answer to which [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) a CS leader should monitor, but I can tell you what I look at. I’ve always worked in commercial organizations, so for me, [revenue](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) is the number one metric. I check it weekly. But I also focus on the metrics that influence revenue. Take proactive conversations, for example. They’re a huge indicator of how likely clients are to renew or expand. So, I ensure I monitor that regularly too. On the diagnostic side, I pay close attention to [ticket volume](https://www.customersuccesscollective.com/customer-success-support-tickets/). If we see a spike, it could signal bigger issues. We might need to shift how we prioritize support or work more closely with other teams. Transactional [CSAT](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) is another key metric. When tracked consistently, it gives a great early [warning signal](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/) that something’s going wrong, whether that’s with what we’re doing or how we’re delivering it. But personally speaking, **data is only as useful as the action it drives**. Sure, metrics help identify what needs attention (and when), but it’s up to leadership to turn that insight into action. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## What goes into our customer health score Your [customer health score](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) should help you predict the future, not just analyze the past. In previous roles, [health scores ](https://www.customersuccesscollective.com/the-anatomy-of-the-customer-health-score/)have been kept fairly simple. That’s partly down to the complexity of team structures. Here’s what we include: - [**NPS**](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/), as a pulse check on sentiment - **Number of services used**, because more services usually equals higher retention and more cross-sell potential - [**QBR**](https://www.customersuccesscollective.com/qbrs-in-customer-success/) **outcomes**, including how we score the relationship – and how the client scores us - **Customer business performance**, especially if they’re publicly listed. If they’re growing, their budgets grow – and that affects our relationship Of course, health metrics will vary from business to business. The key is to make sure they *actually* predict the strength and direction of your customer relationship. If something isn’t contributing to that predictive value, it might not belong in the score. I always say your health score should include both behavior and attitude – what your customer *does*, and how they *feel* about working with you. [Why value is the metric that matters mostFind out why shifting from lagging customer success metrics to value creation is the key to retention, expansion, and long-term customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-339.png)Customer Success CollectiveKylie James![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--16-.jpg)](https://www.customersuccesscollective.com/value-most-important-metric/) ## My go-to KPIs for customer success teams Choosing KPIs for your CS team isn’t always easy. You’ve got to reflect your company’s strategic goals, while also making sure your team has clear, meaningful targets they can actually influence. There’s no one-size-fits-all here. It depends on your company’s focus and what kind of roles you’re managing. If your company’s top-line growth is the priority, your KPIs should reflect that – think [cross-sell](https://www.customersuccesscollective.com/cross-selling/), [upsell](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/), and [retention](https://www.customersuccesscollective.com/customer-retention/). If the focus is on improving efficiency, then you might look more closely at things like [account management](https://www.customersuccesscollective.com/customer-success-account-management-collaboration/) productivity or operational cost-effectiveness. Either way, I always recommend having a KPI that captures relationship quality – CSAT, NPS, retention rate… something that gives insight into *how* your customers are experiencing the partnership. And consistency is key. There’s nothing more demotivating than one team being measured one way and another team another way. Everyone should be pulling in the same direction, and consistent KPIs help make that happen. Ideally, all of this ladders up to a North Star metric that aligns teams across CS, sales, and beyond. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-340.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1542903660-eedba2cda473-2.jpeg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## Building a proactive CS function using data A big shift in CS over the past few years has been moving from reactive to proactive. And data is absolutely essential to making that shift work. Too often, we use data to look backwards. But to build a truly proactive CS function, you need to start by asking: what data do we already have, and what are we missing? If your org is early in its data journey, start small – figure out what gaps you need to close. More mature teams, on the other hand, might have *too* much data, and need to zero in on the metrics that actually matter. The power comes when you find relationships within that data that drive action. For example, in a previous role, we found that when open support tickets hit a certain volume, CSAT drops. That means we can either staff up preemptively or get ready to take remedial action when we cross that threshold. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Creating and applying a North Star metric A [North Star metric](https://www.customersuccesscollective.com/what-is-a-north-star-metric/) brings clarity to an organization. It creates alignment, sharpens focus, and gives every team a shared goal. But getting it right takes more than just picking a number. A true North Star metric should be singular, organization-wide, and clearly tied to the health of the business. That means it has to start at the top – with leadership alignment – and be validated through data. Once it’s defined, it needs to cascade down. Every team should know how their work supports it – and that includes customer success. Our job in CS is to identify the tactical KPIs that feed into that North Star. When our team can clearly see how their daily actions influence the bigger picture, they feel more empowered and connected to the company’s mission. ## Measuring relationship strength **Not everything that matters can be measured**, but when it comes to relationships, we can get pretty close. A good customer health score should reflect relationship strength. In fact, that’s a big reason we build them in the first place. If it’s set up well – with the right data and predictive logic – your health score will give you a solid read on where the relationship is heading. That said, I always include a caveat: relationships are personal. Especially at the C-suite level, decisions are often driven by trust, familiarity, and shared history, not just metrics. So yes, *do* use your health score. But also remember to stay close to your key stakeholders and know where the personal connections sit. That’s how you avoid being blindsided by decisions that data alone can’t predict. --- *This article is based on an "Ask Me Anything" session that Alena participated in as part of a promotional series for the *Customer Success Certified: Leadership program*. The AMA took place in 2024 when Alena was Chief Client Officer (EMEA) at Media.Monks.* --- ## Have we opened up a curiosity door? If Alena's article has stirred a hunger for more leadership knowledge, we have just the thing. You can enroll in our [**Customer Success Certified: Leadership**](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership) program and become one of tomorrow's champions of customer success. ### What to expect from this game-changing program... 🧠 Continuous, actionable leadership insights from industry pioneers 🔧 Practical leadership strategies and tactics to implement 📚 Hands-on activities and real-world case studies 💡 An endless stream of fresh ideas and diverse perspectives 🔥 Transform your leadership style 🧱 Build a strong personal brand with guidance [Learn to lead](https://learn.customersuccesscollective.com/course/customer-success-certified-leadership) ### Requesting a review email templates URL: https://www.customersuccesscollective.com/requesting-a-review-email-template-framework/ Last updated: 2025-08-05T15:56:00.000Z ## What is the email template? Requesting a review email template is a ready-made communication framework designed to help you confidently ask your customers to share their experiences, without the awkwardness. Whether you're thanking a customer for their feedback, following up on a positive survey response, or encouraging repeat users to advocate for your brand, this template set helps you ask the right questions at the right time. ## What’s inside the template? Inside, you’ll find: - **Three actionable tips** on how to naturally introduce review requests into customer conversations. - **Four customizable email templates** for different scenarios. - **Conversational prompts** to help spark meaningful dialogue with customers before making a direct ask. Each email is short, human, and easy to personalize—so you can send with confidence and keep the tone warm and genuine. ## How to use the template Using this resource is straightforward: 1. **Start with a conversation** Use the suggested questions to open a dialogue and learn about your customer’s experience. Don’t rush the ask—lead with curiosity and care. 2. **Match the moment** Choose the email template that fits the situation—whether it’s individual follow-up, a mass outreach, or a light nudge to repeat users. 3. **Personalize the message** Plug in your customer’s name, your business details, and any relevant feedback they’ve already shared. Use the placeholders to make each message feel unique. 4. **Send with sincerity** Keep your tone warm and human. A good review is great—but building trust and loyalty is even better. ## Download your requesting a review email template ![Requesting a review email templates](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/08/Requesting-a-review-email-templates-1.png) [Requesting a review email templatesRequesting a review email templates.pdf88 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/08/Requesting-a-review-email-templates.pdf "Download") [Requesting a review email templatesRequesting a review email templates.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/08/Requesting-a-review-email-templates.docx "Download") [Requesting a review email templatesRequesting a review email templates PMMs can already attest to the power of customer reviews, but how do you get over the awkwardness of asking for them? This doc will go over a few tips on choosing the right people to contact, and will then provide a few simple email templates for you to copy…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-61.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJ8MjbPZ_E9AF_PL7P_qYOe5Z85WD3bV6VDaBYhMxWNfuZGluRRfX2yHT4yr6eykvxsEv-9P7je427UfTiHS6ZaDjIivMexwWOVVXry_CGARgqCU9z--w1200-h630-p)](https://docs.google.com/document/d/1w%5FiHRS8wynF0WCaNlXnmKGmo5QJSNtPc3OllMbtDiok/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### How to use AI to build customer stories that drive revenue URL: https://www.customersuccesscollective.com/ai-to-build-customer-stories-drive-revenue/ Last updated: 2026-08-14T12:44:42.000Z Want to turn customer wins into a [revenue-driving](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) engine? I’ll show you how to build a bulletproof storytelling system (powered by AI) that your team can implement in just 24 hours. This isn’t about adding more to your plate. It’s about working smarter. When you capture, create, and share customer stories the right way, you boost retention, fuel sales, and make your job easier. We’ll apply the same structure behind the world’s most compelling stories – the hero’s journey – to customer success, no matter your team size or business model. The five pillars will help you build a repeatable system that transforms anecdotes into strategic assets: - Purpose - Definition - Capture - Scalability - Shareability [![5 pillars of crafting customer narratives](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdOqhm0gBag30d_8LCQuPz1ZjirEwQrzfGWGRxIe_pAMomJBehK_zMMdWrlHabbwAxyCxSCCaocW6FXcLk9G7auHDnGYvf3FpSoimsUl7WWEUa43CkQlJlQ0SFDCg8gEFyU5y4MPg?key=9jT99q0kADQI5QEu5dY8bA)](http://customersuccesscollective.com/ai-to-build-customer-stories-drive-revenue) ## Purpose Why does story-driven customer success matter in the first place? Simple: stories reach people on a level no metric or status update ever could. They stir emotion. They spark buy-in. They help people – customers and teammates alike – realize value. That’s something numbers alone can't do. Here’s the hard truth: most teams do everything possible not to share stories. They treat [storytelling](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/) as a “nice to have.” They assume leadership doesn’t care. They let success stories die in random Slack threads or buried meeting notes. So let me ask: when was the last time your entire organization heard about a huge CS win – not in a throwaway email, but in a meaningful, visible way? If you’re drawing a blank, that’s okay. That’s exactly why we’re doing this. _This post is for paying subscribers only._ ### The perils of poor customer data hygiene (and how you can prevent it) URL: https://www.customersuccesscollective.com/bad-customer-data-hygiene/ Last updated: 2025-09-23T17:12:06.000Z It’s a sinking feeling you’re probably trying to ignore. That little voice in your head going: “Our [data](https://www.customersuccesscollective.com/data-scorecard-framework/) *might* be… a bit of a mess”? Hate to break it to you, but it’s probably right. In fact, [70%](https://modernsaleshq.com/state-of-your-crm-data) of revenue leaders lack confidence in their CRM data. And it’s not just a housekeeping issue; it can affect everything from pipeline accuracy to [customer experience](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/) to retention. If you’re thinking, “Sure, our data’s not *great*, but we’re just about getting by…” let this be your wake-up call. The following three things should not be happening with clean customer data: - You send [emails](https://www.customersuccesscollective.com/follow-up-emails-non-responsive-prospect-framework/) that don’t match the customer’s region. - Important bug reports fall through the cracks. - Your team’s insights arrive after the customer churns. Good customer data hygiene doesn’t just prevent these horrors from occurring. It doesn’t just save a mountain of [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) or bolster your [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)’ (CSM) reputation. While all three of those things are good, clean CRM data offers much more: it sets your entire business ecosystem up for success. ## The root cause of dirty CRM data Let’s clear one thing up: dirty data within businesses is pervasive, so before we start, you’re not alone. It’s surprisingly common for teams to have customer data scattered across 5–10 – maybe even 20 – different platforms, including CRMs, support tools, billing systems, and product databases. For example, 20% of data might live in your CRM, 35% in your platform, and 10% in billing. This creates a world where different departments look at things differently and have disparate data sets across their tooling. That kind of fragmentation creates confusion *fast*. A fundamental issue is the lack of a common language within the business, preventing people from talking about what's happening with their customers in a unified way. Different teams build their own definitions of what a “customer” means. Sales might count logos. CS might look at users. Finance sees contracts. Nobody’s aligned whatsoever. And this isn't theoretical. While working as the **Head of Marketing at Syncar**i, **Aaron Langraf** revealed that one of their clients suffered from poor data hygiene so severe, they reportedly spent three months trying to align their go-to-market divisions on the definition of “an account.” Three months. Over a single definition. But even when modern [SaaS](https://www.customersuccesscollective.com/customer-success-tips-to-make-your-saas-product-stand-out/) platforms claim to offer integrations, the connections are often half-baked. Dev resources go toward building [product features](https://www.customersuccesscollective.com/new-product-features-email-template-framework/), not data plumbing. This exacerbates the problem, leading to a "siloed thing over here" that's hard to connect to what individual teams care about. So you end up with a patchwork stack where marketing can’t see [usage data](https://www.customersuccesscollective.com/product-usage-metrics/), CS can’t see billing, and sales can’t see anything without hunting for it. And the larger your company grows, the more those silos harden. Product data lives with engineering. Usage data is locked in separate databases, making it difficult for [marketing, sales, and customer success](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) to access it. Everyone feels unnecessarily aimless. [CS Ops: The ultimate guide to customer success operationsCustomer success operations, otherwise known as CS Ops, is a new type of role we’re beginning to see crop up within customer success. Like any ordinary operations role, CS Ops functions within customer success to help it run smoothly.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-344.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CS-Ops-1.jpg)](https://www.customersuccesscollective.com/customer-success-operations/) ## The operational repercussions ### Customer success Many CS teams don’t have the ops resources they need to get reliable data. It was revealed at **Customer Success Summit San Francisco 2022** that a significant portion of CS leaders don't have dedicated [CS Ops](https://www.customersuccesscollective.com/customer-success-operations/) resources for data, often needing to "beg, borrow, and steal" from sales or RevOps. So they’re left manually trawling across tools like Stripe, Salesforce, and Intercom – all just to prep for a client call. And when data takes too long to access, or insights land after the fact, teams shift from being proactive to reactive. They can’t confidently prioritize accounts, and CS leaders struggle to build a clear picture or put data behind their team's effectiveness. (Can you see how this is snowballing into a nightmare?) Left untreated, dirty data can even lead to [burnout](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) – not from the work itself, but from **working without clear direction**. ### Sales and account management It goes without saying that sales is a time game. While in B2B, it’s common for sales lifecycles to last for 6–12 months, that doesn’t negate the fact that speed matters in sales. But without consolidated, up-to-date customer data, it’s harder to act fast – or to even act right. [Account Managers](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) might miss signals that a customer’s ready for expansion. Or they might not even realize that the key decision-maker left the company six months ago. When you can’t trust your customer insights, it’s easy to miss out on meaningful revenue from your existing base. In fact, poor data hygiene carries a hefty price tag, with Gartner estimating that organizations lose an average of [$12.9 million](https://www.gartner.com/smarterwithgartner/how-to-improve-your-data-quality) annually due to bad data. ![The Data Hygiene Cost Pyramid (in "Sales and Account Management") Image type: Inverted pyramid Concept: Top (largest): Lost revenue from missed expansion Middle: Time spent chasing information Bottom: Missed buying signals, old contact info, etc. Why: Shows the cumulative impact of poor data, helping sales/AM readers visualize where losses accumulate.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/The-data--hygiene--cost--pyramid.jpg) ### Marketing Marketing is often left trying to piece together audience segments with incomplete inputs. That’s how you end up sending US customers non-US content, or sending [daily emails](https://www.customersuccesscollective.com/completed-first-action-emails-framework/) to users already overwhelmed by [onboarding](https://www.customersuccesscollective.com/customer-onboarding/). Without clear visibility into usage or account health, intent signals can get missed. Campaigns underperform. And messaging ends up being reactive instead of genuinely helpful. And let’s not forget the soft costs: damaged brand trust, internal inefficiencies, and the constant “we can’t segment that list because the data’s a mess” loop. These are major ramifications, which are (you guessed it) *entirely* avoidable. So, while each team feels the pain in slightly different ways, it’s all tied to the same thing: customer data that’s scattered, stale, or just not easily accessible. With poor data management, the long-standing industry goal of a "single source of truth" is proven elusive. Attempts to dump everything into CRM or data warehouses fail because data isn't accessible to all who need it, or insights decay before they can be acted upon. [Data scorecardA self-assessment tool that helps you evaluate the quality of your data across key dimensions, such as accuracy, completeness, and consistency.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-343.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Data-scorecard2-3.png)](https://www.customersuccesscollective.com/data-scorecard-framework/) ## What prevents companies from achieving better data hygiene? There are a number of clerical errors that seem relatively harmless when looked at in isolation, but they’re causing your CRM data to seriously underperform. But here’s the issue: everyone *knows* data quality matters, so why is it still so hard to fix? There are a few common blockers: ### Limited resources Especially for earlier-stage companies, fixing data issues can feel like a “nice to have,” or something that’ll get sorted out down the line. Those are pretty famous last words, considering most things are pretty easy to ignore until they break! ### Complexity and volume of data Modern tech stacks are highly bespoke, and stitching together that amount of data (like accounts, opportunities, contacts, and unique product usage data) is a big lift. Many teams use 30–50 different platforms. Unifying ### Quality control issues Even if you can pull the data, it might be inconsistent or out of date (data decays at an average rate of [30% per year](https://www.datasciencecentral.com/data-enrichment-benefits-increase-sales-efficiency-amp-customer/)). There are also inherent data security risks when handling vast amounts of customer information. ### Misalignment across teams Different functional teams often have different opinions on who their "best customer" is, leading them to allocate resources to initiatives that serve their department rather than the broader organizational value. Not everyone agrees on what “healthy” looks like. So they pull in different directions. And because no one function owns the full customer experience, data hygiene often becomes everyone’s responsibility… and no one’s priority. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-342.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1542903660-eedba2cda473-4.jpeg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## Why good data equals better outcomes Here’s the good news: when companies take the time to get their customer data in shape, the payoff is very real. ### ​Proactive engagement Instead of [reacting to churn](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) or [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) signals after the fact, you can spot and act on them earlier. It creates more natural, relevant touchpoints and better relationships. ### Better customer visibility Not everyone needs to be in one tool. But everyone does need access to the right data. That’s where the idea of “distributed truth” comes in. Each team works in its own system, but the most important fields are synced across. ### Better alignment across functions When all teams share the same understanding of customer health, you get smoother handoffs and clearer focus. Marketing builds better segments. Sales passes clean intel to CS. CS identifies [cross-sell](https://www.customersuccesscollective.com/cross-selling/) opportunities earlier. It all clicks into place. ### Clearer value realization When your data’s clean, it becomes much easier to track how customers are using your product and whether they’re getting value. You can move past vanity metrics and toward measuring actual outcomes. And the impact isn’t just on your customers. It flows through to your employees and bottom line, too: - Empowered teams that know where to focus - More efficient use of tools and resources - Stronger retention and expansion performance “McKinsey finds that improving customer satisfaction by 20% can lift cross‑sell rates by [15–25%](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/experience-led-growth-a-new-way-to-create-value), and roughly[ 80% of value creation](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/experience-led-growth-a-new-way-to-create-value) comes from unlocking new revenue from existing customers—an outcome made far more achievable through clean, high‑quality data.” [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 5 ways to avoid the pitfalls and strategize for the future Fixing customer data hygiene doesn’t mean ripping everything out or starting over. But it does require a clear strategy, one that embraces new ways of thinking, smarter tooling, and a more unified view of your customer. ### 1\. Prioritize what matters Instead of trying to collect all data, decide what data is most impactful for your customers and business goals. Try to pick 3–5 key data points that really matter for your team. Track them. Test their impact. Get rid of any data that doesn't align with insights about customer health. This was a hard-earned lesson for **Patti Zack, former Chief Customer Officer at FiscalNote**. In her keynote at Customer Success Summit Las Vegas 2023, she recalled how her team got stuck measuring the wrong things: > *“We were spending a ton of time tagging and naming events in our flagship product – every button click, every interaction – just so someone could prove the customer was ‘using it a lot.’ But honestly, who cares if they clicked a button? That told us nothing about customer health, and it wasn’t useful to the customer either. It was just wasted effort from our product team.”* Her advice? Be ruthless about what’s actually meaningful, and make sure the data you’re collecting has a purpose. ### 2\. Align on shared definitions Every team needs to be speaking the same language, a “lingua franca,” when it comes to North Star metrics. That means defining key terms like active user, engaged account, or even health score – and making sure those definitions are agreed upon and documented across teams. Without this shared understanding, data loses its power. So, write it down! During a panel discussion at Customer Success Summit Amsterdam, **Isabel Lobato, Account Executive at Miro**, highlighted this exact challenge: > *“At Miro, we use tools like Looker so that sales and CS can see the same data. That part is very objective — we’re literally looking at the same report. But the human side of customer success adds important context. Things like customer sentiment or long-term value… you can’t get that from a dashboard. That’s where CS steps in.”* ### 3\. Sync across systems, don’t centralize everything Trying to stuff every team into one system rarely works. Instead, smart orgs focus on syncing what matters across the tools people already use – that’s the idea behind what Adam Landgraf refers to as “distributed truth.” **Aaron Landgraf**, **former Head of Marketing at Syncar**i, shared how this looked in real life: > *“We brought Jira tickets into Salesforce, because that’s where I work most. Now, when I look at a customer account, I can see their product enhancement requests, Zendesk issues – what’s been resolved, what hasn’t – their NPS score, ARR, all in one place. So if I’ve got a QBR coming up, I’m not spending two hours chasing data across five tools. It’s all synced. I get the snapshot I need, fast.”* ### 4\. Build a health score worth using Too many health scores are glorified traffic lights — red/yellow/green dashboards that look tidy but say very little. A good health score should be proprietary, meaning it reflects your product’s unique value. It should pull signals from multiple functions, be weighted by what truly drives success, and evolve as your product and customers do. ![Image type: Side-by-side system maps Left: A monolithic system with arrows pointing into a CRM, labeled “centralized” Right: A web of tools with key fields synced, labeled “distributed truth” Why: Illustrates the difference between forcing all data into one place versus syncing what matters across teams.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Health-score-evolution-funnel.jpg) A health score should be a source of truth — not a traffic light system that everyone ignores. **Patti Zack, former Chief Customer Officer at FiscalNote**, explained why she went all-in on building a comprehensive health score: > *“A customer health score is your proprietary metric. You can’t take Salesforce’s health score and apply it to HubSpot. It has to be yours — quantifiable and comprehensive. That means pulling data from finance, marketing, product, sales, and success. It’s the radar for your team. You wouldn’t fly a plane without radar — but a lot of companies are flying blind.”* Make sure your score reflects how your product delivers value. Weight the right metrics. And don’t forget to layer in the human perspective — especially when it comes to sentiment, strategic fit, or renewal risk. ### 5\. Operationalize your data and keep evolving Clean data isn’t a one-off project. It needs ownership, continuous upkeep, and feedback loops that make it better over time. It’s a living, breathing thing. Too often, teams build the model and walk away. Who owns your data model? Who's responsible for updating definitions, surfacing anomalies, and turning customer feedback into action? If the answer is “kind of everyone,” that’s a red flag. **Patti Zack**, **former** **Chief Customer Officer at FiscalNote**, made this crystal clear: > *“Data is all about iteration. What happens when your product changes? (I hope your product is changing.) This actually happened at FiscalNote. We delivered on an enhancement called Composed Page, and we realized that that was actually more important to our customers and created a stickier value for our product – and so we amended our health score to add it.”* Once you have clean data and aligned metrics, you can start to predict, not just report. --- ## Let’s reflect We’ll wager that reading about data hygiene probably wasn’t at the top of your list today. But if you’ve made it this far, you already know the stakes: clean, aligned, and operationalized customer data is foundational to delivering value, retaining customers, and scaling sustainably. So here’s your challenge: - What data are you collecting today that actually drives decisions – and what’s just noise? - Is there one shared definition of customer health across your org, or five? And, perhaps, most importantly: - Who owns your data model, and are they actively evolving it as your product and customers change? If these questions made you sweat a little, you’re not alone. But that’s also your cue to take action. ### Your three-step action plan 1. **Audit your data sources:** Identify your top 3–5 metrics for customer health and business outcomes. Cut the clutter. 2. **Write down shared definitions**: Not in someone’s head. Not in Slack. A doc. A single source of (linguistic) truth. 3. **Assign ownership and iterate**: Treat your data model like a product: assign a Product Manager, gather feedback, and evolve it as things change. To help you dive deeper, here are **three great resources** that bring this to life: - [**Unlock growth potential with a data-driven customer health score**](https://www.customersuccesscollective.com/unlocking-growth-potential-with-a-data-driven-customer-health-score/): Discover how leading CS teams are designing health scores that actually move the needle. - [**Why data is the key to scaling customer success**:](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/) Learn how to balance automation, alignment, and ownership to scale sustainably. - [**How to balance data with personal knowledge in CS**](https://www.customersuccesscollective.com/how-to-balance-data-with-personal-knowledge-for-customer-success): A great reminder that data tells you *what*, but humans know *why*. ### How to get your CEO to notice your customer success team URL: https://www.customersuccesscollective.com/get-your-ceos-attention/ Last updated: 2025-09-26T12:43:10.000Z Here's the uncomfortable truth: your [CEO](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/) doesn't “get” [customer success](https://www.customersuccesscollective.com/what-is-customer-success/). And honestly? It's not *entirely* their fault. [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) need better ways of making their impact known. Yes, customer success has been around for 15+ years, but many CSMs still struggle to translate their work into the cold, hard [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) that make executives sit up and pay attention. Teams of CSMs know retention matters. CS leaders know retention matters, but when they’re sitting in that boardroom trying to justify [budget](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/), "happy customers" doesn't cut it anymore. ### Why boardroom impact is non-negotiable The game's changing fast. Revenue responsibility is landing squarely on CS teams' shoulders. Which is great – except it's tough to draw that straight line from your customer health scores to actual dollars. Here's what's happening: leadership sees you as part of the operational machine. Important? Sure. But they're missing how you directly drive sustained profitability and scale. ### You need to speak the language of the C-suite. That means metrics that make sense to people who live and breathe revenue numbers. “The love language of the company is revenue,” according to **Rav Dhaliwal, Investor, Venture & Limited Partner at Crane Venture Partners**. “Whether we like it or not, this is how boards and executives think. You have to speak their language.” And **Jasmine Reynolds, Senior Enterprise Customer Success Manager at Pluralsight**, reckons that “by 2026, 75% of high-growth SaaS companies will merge their CS and sales functions into unified revenue pods.” Led by customer success. ## Key customer success metrics for CEOs and board members Your CEO cares about one thing: numbers that directly impact the company's financial health and long-term survival. These are the metrics that matter: ### Gross revenue retention (GRR) This is your foundation metric. It shows the percentage of recurring revenue you're keeping from existing customers over a specific period – no [upsells](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) included. Just pure retention power. ### Net revenue retention (NRR) and net dollar retention (NDR) Here's where it gets exciting. NRR captures the total revenue from existing customers, including [upsells](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), cross-sells, and [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), minus any churn or downgrades. Revenue-generating CS teams? They can hit NRR rates up to two-times higher than traditional models. ### Upsell and expansion revenue Looking for a direct contribution to growth? Setting your sights on upsell and [expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) revenue is your best bet here. Not only are you identifying new opportunities, you’re monetizing the value you've already created. As **Jasmine Reynolds, Senior Enterprise Customer Success Manager at Pluralsight**, puts it: > *“When CS leads expansions, win rates soar and discounts drop. And it's because we are already building that value through their lifecycle and through their experience... Why am I discounting what you already see in value?”* ### Customer health scores and value realization Financial metrics are king, but customer health scores are your crystal ball for future retention and expansion. The most important question: Are customers actually seeing value from your solution? Value looks different for every customer, but you can quantify it through "verified outcomes" programs. Even when outcomes aren't perfectly met, they stay two times longer because they see you as a true partner. The key? Collect these outcomes during the sales cycle, baseline them, then measure and celebrate post-implementation. ### Adoption and engagement metrics These feed into overall customer health and signal product usage. But here's the reality check – focusing only on these creates "watermelons": green on the outside, red on the inside. NPS correlation with retention is surprisingly weaker than you'd think. ## Strategies for demonstrating ROI and business impact Translating CS activities into meaningful executive-level insights requires a multi-faceted approach: ### 1\. Understand your internal stakeholders' definition of ROI Here's the thing: “return” means different things to different people. Your leadership cares about money (headcount vs. dollars). But your customers? They want better experiences, efficiency, and solutions to real business problems. Stop using one-size-fits-all reporting. Tailor your metrics and stories to what each audience actually cares about – from functional heads to board members. ### 2\. Cultivate commercial knowledge within customer success teams CSMs need to start doing two things: - Articulate product value in financial terms - Understand how customers manage budgets and measure success This means understanding customer budget cycles and procurement processes. When your CSMs can speak CFO language, everything changes. No one’s disputing that a "15% increase in [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) is good. But for getting your C-suite, or board’s attention, it ain’t gonna cut it. Go the next step further and highlight the value e.g. “this saves our customers $700K annually" or "this generates $2M in new revenue." *That’s* what turns heads. “CS professionals and sales professionals do the same thing – influence, persuade, and negotiate,” says Rav Dhaliwal. "Sales teams get trained for it. So make the case to your line manager for the same training! Sit in. Learn how your company actually sells.” ### 3\. Build strategic, multi-threaded relationships One champion isn’t enough. To drive real impact (and protect against churn), you’ve got to build strong ties across the customer’s org… especially with folks who hold the coveted purse strings! Here’s how to make it happen: - **Don’t stop at your day-to-day contact:** Connect with decision-makers “above the line” – think your CIOs, CTOs, CFOs. *These* are the people shaping strategy and approving budgets. - **Map the org:** Get a clear picture of who’s who inside the account. This'll help identify influencers, blockers, and champions at every level. - **Use your network:** Struggling to get a direct intro? Try tapping into your mutual LinkedIn connections, community relationships, or internal advocates as an alternative way to open new doors. The key is to leverage what's already working, but crank things up a notch and do them systematically. You've got satisfied customers? Great. Now tell me: what are you doing with that satisfaction? Every testimonial, case study, and customer introduction should be tracked and tied to pipeline influence. This isn't just nice-to-have marketing content; this stuff is the golden proof that CS directly impacts sales velocity and win rates. **Make onboarding a competitive advantage** Most companies think onboarding is about product training. Wrong! It's about getting customers to their "first moment of value" as fast as possible. Measure time to first value. Optimize for it. Multi-threaded relationships give you more context, more support, and more resilience when things shift. And when the whole room knows your value, deals move faster. ### 4\. Monetize customer success Do you know what’s truly wild? You're delivering implementation services, advanced training, and premium support without charging a single dime. Meanwhile, consultants are billing $300/hour for the same expertise. It’s time to stop treating customer success like a freebie. As Swati Chopra, **ex-Chief Information and Technology Officer at Partners&.**, puts it: > *“When CS is treated as a ‘freebie,’ corners may be cut, potentially leaving your CSMs stretched thin over multiple clients, which can affect the quality of service provided.”* This might work for small customers, but it falls apart fast with enterprise clients who expect “white-glove” treatment. And guess what? Many of them are willing to pay for premium, personalized service… as long as they get real value in return. Start monetizing specialized CS services. Offer tiered premium packages. This isn't just about revenue (though that's nice) – it's about getting leadership to see CS as a business driver, not a cost center. Co-design these offerings with willing customers first. Pilot them. Then watch your ACV climb. Because ultimately, monetizing CS isn’t just about adding a new revenue stream. That’s only a part of it; it’s really about shifting the perception of CS entirely. Let’s say it again for the people in the cheap seats: > Your CS team is either a revenue driver or it's overhead. And in 2025, there's no middle ground. --- ### Ready to turn customer success into a growth engine – and your career into a rocket ship? Get the immediate solutions for today, strategic knowledge for tomorrow, and the connections that make it all possible inside CSC Pro+ membership. Inside the membership, you’ll get: - **Just-in-time resources** to tackle challenges fast and execute with confidence – including tried-and-tested templates, frameworks, case studies, and playbooks - **Unmatched networking opportunities** to connect with CSMs who’ve been in your shoes – through our private community, mentor program, meetups, and summits - **Lead and execute with complete confidence** with access to member-only insights, early CSC reports, and 100s of hours of OnDemand video from top brands - **Career advancement** through CPD-endorsed certifications that help you stand out, accelerate growth, and fast-track your next opportunity Fast-track your customer success career with the resources, connections, and confidence to lead. [ Become a member today ](https://www.customersuccesscollective.com/signup/) ### Customer health score calculator URL: https://www.customersuccesscollective.com/customer-health-score-calculator-template-framework/ Last updated: 2026-02-03T10:42:42.000Z ## What is a customer health score calculator? The customer health score calculator is a practical, data-driven template that helps customer success teams monitor the well-being of their customer accounts. By combining multiple customer signals, such as product usage, support interactions, sentiment, and engagement, it provides a single, easy-to-understand score that reflects overall account health. Whether you're aiming to reduce churn, identify upsell opportunities, or just stay proactive in your outreach, this calculator offers a clear, standardized way to evaluate how each customer is doing and where your team should focus its efforts. ## What’s inside the template? This calculator is structured around four core metrics that collectively determine a customer’s health score: - **Product usage score** – Based on how often customers log into your product. - **Support score** – Reflects how many support tickets are open versus resolved, and whether any are critical. - **Sentiment score** – Captures customer satisfaction using Net Promoter Score (NPS) ratings. - **Engagement score** – Tracks customer touchpoints over the last 90 days, including emails, meetings, and executive business reviews (EBRs). Each customer gets a final score out of 100, automatically color-coded: - **Green (80–100)** – Healthy - **Yellow (60–79)** – Caution - **Red (0–59)** – At-Risk The template includes a built-in dashboard for score input, automated total calculation, and health status classification. ## How to use the template 1. **Input your data** – Enter the relevant customer data in the dashboard across four columns: product usage, support, sentiment, and engagement. 2. **Follow the scoring logic** – Use the provided logic sheets to assign scores based on login frequency, ticket volume, NPS, and recent interactions. 3. **Track customer health** – Once scores are added, the template calculates a total score and assigns a color-coded health status. 4. **Take action** – Focus efforts on Red-status accounts to reduce churn, and engage with Yellow accounts to improve satisfaction and adoption. Use this view to plan proactive outreach and quarterly reviews. The calculator gives you a centralized, at-a-glance summary of where every customer stands—so no one falls through the cracks. ## Download your customer health score calculator ![Customer health score calculator](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Customer-health-score-calculator.png) [Customer health score calculatorCustomer health score calculator.xlsx113 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/07/Customer-health-score-calculator.xlsx "Download") [Customer health score calculator![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/spreadsheets_2023q4-17.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLMA5ccdkOaXEKUm0ZLEW1D1IRrMIJegl_qwqGzZvOCluYKaznqTS7UgYHc6E9Fup5JXSzZdDHE9W7g5CB4l6AwO16nBz5CgFFMczyr40tV3bf2cx4-w1200-h630-p)](https://docs.google.com/spreadsheets/d/178P4UYzggdOramz89YPgz6wN7i5uHu4p%5FFa48i6JH6I/edit?gid=0#gid=0) _This post is for paying subscribers only._ ### Choosing the right engagement model for your customers URL: https://www.customersuccesscollective.com/choosing-the-right-engagement-model-for-your-customers/ Last updated: 2026-08-14T12:45:14.000Z Designing the right [customer engagement](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) model has been one of the most impactful undertakings in my customer success career. It’s not just about when we meet with customers or what we say, it’s about building a structured, intentional approach that drives real outcomes and deepens trust over time. Along the way, I’ve encountered plenty of challenges: inconsistent execution, unclear ownership, and missed opportunities to demonstrate value. But through trial, iteration, and collaboration, we developed a model that helped us move from reactive to strategic, and strengthened our partnerships in the process. In this article, I’ll walk through the five key components of that model, the plays that helped us stay aligned, uncover value, and ultimately drive better outcomes for our customers at every stage of the journey. ## Why engagement models matter When we think about how and when we engage with our customers, it really boils down to what we’re trying to accomplish. Customers come to us because they have a problem. When they purchase our solution, what we’re really doing is helping them solve that problem – **aligning with their goals**, **enabling them**, **supporting successful deployment**, and most importantly, **staying with them throughout their entire journey.** Customer success, at its core, is about being a proactive advocate. We aim to be their partner in everything they do, helping them maximize the value of their purchase, navigate innovation, and prepare for the next steps in their journey. A major theme in all of this is value. How do we ensure customers actually see the value of what they’ve invested in? It’s easy to talk about what we want to do, but the real question is: how do we make that happen? ## Building a structured approach To connect all these dots, we need a clear, prescriptive engagement model. Let me ask, do you have one in place at your company? A mapped-out approach that says: do this at this time, with this person, this often? A couple of years ago, we didn’t. What we had instead was more of a loose suggestion: “Here’s what we want you to try with customers, let us know how it goes.” And as you can imagine, when things are left open-ended like that, they often don’t get done consistently, and they don’t deliver the outcomes we need. So we created a model we call Success Connect. It’s structured around five core components: 1. **Pulse check** 2. **Success planning session** 3. **Executive Business Reviews (EBRs)** 4. **Innovation or roadmap discussion** 5. **Value unlock session** Each of these plays a specific role in driving meaningful engagement. ![Success Connect model](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfaWtFuTeVcxdOEoMITEC8sf9j4NlJT86LEov3nQr0G29IOoWO9yP-rM0w654dzpssFLPwAbvFjJCg8_fu5EeXYBKmT68Bsk-xF-Qn9h76QR95MgRYFn1PovaRPYZ5CJtXSnC5Yig?key=1Utb3LyeSw2TqHTsls2ngw) _This post is for paying subscribers only._ ### The customer success leader’s guide to strategic negotiations URL: https://www.customersuccesscollective.com/negotiation-skills-for-customer-success/ Last updated: 2025-07-24T11:26:07.000Z You didn’t sign up to sell, but now… well, you own revenue. Like [nearly half of customer success (CS) teams](https://www.customersuccesscollective.com/state-of-customer-success-report/), you’re responsible for [upsells](https://www.customersuccesscollective.com/up-sell-templates-framework/), [cross-sells](https://www.customersuccesscollective.com/cross-selling/) *and* [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/). As CS shifts from a support function to a strategic growth driver, the definition of success is changing fast. This evolution brings exciting opportunities, but also new pressures. CS leaders must now rethink how they approach [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), performance, and, critically, **negotiation**. What used to be a sales-led conversation is increasingly in CS’s hands. The challenge? Many [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) chose this path because it originally prioritized relationships over revenue. But [revenue responsibility](https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/) isn’t going anywhere. And that means negotiation skills are no longer optional – they’re essential. ## The evolution of the CSM role Under the traditional **RACI model** (**R**esponsible, **A**ccountable, **C**onsulted, **I**nformed), CSMs were often "Accountable" for identifying opportunities but transitioned quickly into an "Informed" role once Sales took over. Today, more and more CSMs are becoming directly "Responsible" for closing deals. When I [built my first customer success team](https://www.customersuccesscollective.com/building-successful-customer-success-teams/), the company’s need for renewal ownership shaped our structure. Those of us who had built trusted client relationships naturally stepped into negotiation roles and quickly learned the importance of managing objections (which always come up!), [building trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), and creating a collaborative negotiation environment. There was some initial concern that this was taking away opportunities from the Sales Executives to craft upsells and chip away at their quota. However, when this time-consuming activity was left to those already ingrained in accounts’ current states, our colleagues in our sales team were thrilled to have time to devote to larger deals and new logo acquisition. By showing this early ROI for our sales departments helped bolster buy-in from the internal detractors. [What’s the next stage in the evolution of customer success?Does your company, and its executives, still treat customer success as a cost center? Do you feel like you’re at the head of the table, or still in the corner of the room?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-335.png)Customer Success CollectiveEdward Chiu![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/FT_14.10.29_evolution-promo.jpg)](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) ## Elements of negotiation ### Mutual pathways to success Renewals. Upsells. Increases to annual contract value (ACV). Too often, these deals follow rigid, single-path frameworks that limit a CSM’s ability to explore creative, value-based options. But CSMs excel at consensus building and partnership. Through [active listening](https://www.customersuccesscollective.com/how-to-use-deep-listening-for-customer-success/) and regular touchpoints like check-ins and executive business reviews, CSMs gain deep insight into what success looks like for each client. Some clients prioritize predictability for budgeting purposes, while others value flexibility in payment terms. When we align your negotiations with your *client's* version of success, our CSMs can position themselves as a [partner and *not* an adversary](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/), solely looking out for their own interests. [How customer success leaders can be partners not vendorsFor subscription businesses these days, it’s not enough to merely provide a product or service – that’s pretty one-sided. To cut through the competition, you must strive to cultivate a partnership that drives mutual success. Both you and the customer need to benefit from customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-336.png)Customer Success CollectiveRenee Rooney![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Renee-Rooney.jpg)](https://www.customersuccesscollective.com/customer-success-partners-not-vendors/) ### In action We had a technology client whose CSM learned that their budget cycle was changing. The client shared that annual payments created a ton of pain points for their team and presented an unnecessary hurdle when adding new functionality due to required budget increases. While cash flow is critical for SME businesses like ours, our CSM recognized an opportunity: by accommodating the client's need for quarterly payments, we could secure a hefty upsell, strengthen the relationship, and transform the team leader from a passive participant into an active promoter of our partnership. Our CSM successfully **negotiated a multi-year contract** that locked in the unique payment schedule, all the while securing a year-over-year increase that exceeded the client's typical budget parameters. ### Celebrate wins Great CSMs celebrate the wins the partnership has fostered along the way, so the natural next step is to review how to continue this partnership. This approach builds trust, makes it easier to overcome objections from procurement or other internal detractors, allowing the CSM to offer multiple options tailored to different stakeholder priorities. Negotiations aren’t a one-and-done moment but something the CSM should be thinking about actively throughout the year. By planting seeds and creating fertile moments of celebrations, the deal will be able to take root more naturally and feel like an extension of an ongoing business conversation. ![CSM negotiation path: Relationship-building → Value delivery → Objection handling → Renewal discussion → Closed deal](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/CSM-negotiation-path.jpg) ## Internal value framework Negotiations aren’t only about ACV. Understanding the full range of deal components and how each one impacts value is critical. Here’s a breakdown of common elements, what they mean, and who typically cares most about them. ![Deal element Description Primary stakeholders Total contract Value The full value of the contract Budget holder, executive buyer Term length Contract duration (e.g., 6 months, 1 year, 3 years) Champions, power users, procurement Payment schedule Timing of payments (e.g., monthly, quarterly, net 30) Budget holder, procurement Products/Line Items Specific products or services included Champion, procurement Discounts Bundled or legacy discounts applied Champion, procurement Auto-renewal Terms under which the contract renews automatically Budget holder, procurement](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Internal-value-framework--1-.jpg) Taking the time to map out which elements matter most to your business and your customer stakeholders, from champions to power users to their managers, helps identify what makes a deal successful. Discussing these internally also ensures that CSMs are prepared to adapt mid-negotiation and address objections without sacrificing key value drivers. Anchoring on key metrics that matter most to your business while also knowing which elements your business partners are going to need to anchor on provides a strong foundation for what pathways to success are most likely to take hold within a customer’s organization. ## Procurement: Friend or foe? A wise leader once said, “Good procurement works for the business, so if you’ve aligned with the business, procurement should just be a formality.” In practice, procurement often brings insights that even your most engaged champions may lack. The best way to navigate procurement? Bring the business back into the conversation. Very recently in the US, the tariffs disproportionately impacted some of our key clients in the fashion industry. When our primary business contact informed us that their internal procurement team had started to review all contracts in a bid to cut costs, a CSM on my team immediately set up a call with their team leader and the business contact. [![Become a CSC Insider. Access exclusive content and templates for free.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-1.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) This allowed us to collaborate with our client to ensure that what was presented to procurement would satisfy our business needs, while supporting the client's most critical functions. By presenting a deal that we knew the business would push for, our CSM was able to avoid full churn and maintain value through pretty uncertain times. Sometimes your internal contacts may feel powerless against procurement. But involving them in conversations about roadblocks and how those issues might jeopardize the business’ success metrics can unlock influence they didn’t realize they had. When CSMs can pivot to alternative deal paths, they demonstrate their flexibility and reinforce that the goal is a win-win agreement for everyone involved. ## Do’s and don’ts of CSM negotiations ### Do: - Know your value to the client - Align on what success looks like - Forecast renewal and expansion of ACV to drive accountability - Practice, practice, practice! ### Don’t: - Undermine your champion - Let objections shut down conversations - Leave negotiations until the final stages - Forget your CS roots – relationship building is your superpower ![Do’s and don’ts of CSM negotiations Do: Know your value to the client Align on what success looks like Forecast renewal and expansion of ACV to drive accountability Practice, practice, practice! Don’t: Undermine your champion Let objections shut down conversations Leave negotiations until the final stages Forget your CS roots – relationship building is your superpower](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Do-s-and-Don-ts.jpg) ## Techniques for building negotiation skills ### Knowing the language of negotiation Being fluent in negotiation terminology empowers CSMs to respond confidently and quickly. It helps distinguish between true business-critical issues and surface-level pushback. A strong foundation in the language of CS metrics also enables more effective forecasting and deal construction. Resources like[ this NRR vs CR primer](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) and[ CS metrics calculator](https://www.customersuccesscollective.com/customer-success-metrics-calculator-framework/) are great tools for training and standardization. They help teams evaluate deal health and establish benchmarks that give CSMs more autonomy and confidence in negotiations. Instilling ownership by asking CSMs to forecast renewal ACV, new ACV, and churn fosters accountability and provides a strong foundation for performance coaching and compensation planning. Agency not only leads to a better outcome for both parties at the negotiation table, but it is also shown time and time again to make employees feel valued and do a better job. ### Role-playing and practice Negotiation is a skill that improves with practice. Internal role-play exercises offer a safe space for CSMs to try out new strategies, experiment with different personas, and test boundaries, whether it’s pushing back on procurement or empathizing with internal business challenges. Realistic role-playing scenarios with competing stakeholder interests are particularly effective. Afterward, encourage follow-ups where CSMs write mock emails or propose sample deal terms. These exercises help build muscle memory and develop confidence without risking real deals. During annual kick-offs, we always bring our CSMs and Sales Directors together and use real-life situations that have come up during the past year to allow everyone to walk in the uncomfortable shoes of their peers. There is, in some team members, a sense of competition and belief that making mistakes among peers is going to negatively impact their career, but this could not be further from the truth – those who are willing to be vulnerable often find themselves trying new talk-tracks out and elevating their game quickly. Usually, by the third or fourth role-playing session, even the most competitive team member starts to see the value in stepping out of their comfort zone. [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-333.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--4.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ### Safe practice opportunities While it may be tempting for leaders to step in during tough negotiations, it’s vital to give individual contributors the space to lead. One CSM on my team who had a strong background in different CSM roles, but had never overseen renewals, tended to bring me to every meeting that she thought might involve negotiations. Finally, I was on some well-deserved PTO, and a client reached out needing to speak with her about the budget ASAP. She had to dive in and take the call, which quickly gave her the confidence to start pursuing these conversations independently. CSMs often have the deepest rapport with customers, and that trust can be the key to successful outcomes. They’re the best judge of their clients’ temperaments and business savvy. If, traditionally, a business finds that renewals take 90 days to close, ask the CSMs to initiate a conversation with a trusted business partner 120 days before the renewal. The extra buffer takes the pressure off and provides plenty of time for coaching. [Essential sales skills for customer success managersI’m going to talk you through some methodologies and best practices to help you make sales skills part of the customer success toolkit.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-334.png)Customer Success CollectiveMark Higginson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/premium_photo-1664201890468-74a27ce2ce31--1--1-1.jpeg)](https://www.customersuccesscollective.com/why-sales-skills-need-to-be-a-part-of-every-csms-tool-kit/) ## Conclusion Growth and revenue generation are becoming more important as margins and resources are getting crunched across industries. As customer success takes on a more central role in revenue generation, negotiation becomes a core skill, but that doesn’t mean abandoning what makes CSMs special. By applying their strengths in relationship-building, listening, and creative problem-solving, CSMs can lead negotiations that are thoughtful, flexible, and aligned to long-term success for both the customer and the business. --- **If you’re looking for practical resources, peer support, and the kind of knowledge that moves the needle – CSC membership was built for you.** With [Pro+membership plan](https://www.customersuccesscollective.com/pro-plus-membership/), you’ll get: - **Just-in-time resources** to solve problems fast – no starting from scratch - **A network of experienced CSMs** to learn from, lean on, and grow with - **Strategic insights** to lead with confidence and make smarter decisions - **Career development tools** to help you stand out and move up Whether you’re tackling a new project or planning your next career step, you’ll have everything you need – in one place. Isn't it time to make decisions that drive meaningful results? [ Invest in your future ](http://customersuccesscollective.com/signup/) ### Customer Support Summit: B2C Edition | Virtual, July 2025 URL: https://www.customersuccesscollective.com/customer-support-summit-b2c-edition-virtual-july-2025/ Last updated: 2026-08-05T12:13:44.000Z Catch up on all sessions from our first ever B2C Support Summit, with insights from the likes of Expedia Group, Crestron Electronics, Dell Technologies, and more. _This post is for paying subscribers only._ ### How to lead successful AI adoption in your customer success team URL: https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/ Last updated: 2025-07-10T14:19:13.000Z As a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) leader, I found myself facing a challenge that many others are probably navigating too: [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) was suddenly everywhere, but my team wasn’t sure how, or even if, they *should* be using it. I wanted to help them feel more confident, more supported, and more equipped to work smarter with AI. That’s what set me on this path: researching how to implement AI in a thoughtful way, testing what worked in real team environments, and sharing what I learned along the way. ![5 steps to AI adoption. Step 1: Focus on tasks, not full workflows. Step 2: Listen to your people. Step 3: Do diligence mapping. Step 4: Start with what’s most adoptable. Step 5: Lead the change intentionally](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/5-steps-to-get-your-team-using-AI.jpg) ## Why you need an AI strategy now We’re truly in a transformative time where AI is being migrated into job roles globally. It’s not just about having the tools, but about how we introduce them in ways that actually make work better for people. Of course, it's not just customer success being impacted by this revolution. [One study from the World Economic Forum](https://www.weforum.org/publications/the-future-of-jobs-report-2023/) in 2023 found that 75% of companies plan to integrate AI into job roles within the next five years. And [Goldman Sachs reported](https://www.forbes.com/sites/jackkelly/2023/03/31/goldman-sachs-predicts-300-million-jobs-will-be-lost-or-degraded-by-artificial-intelligence/) that AI could alter 300 million jobs globally. That’s massive. Yet, even with all this momentum, a study of 550 companies showed that [96% faced challenges](https://www.fivetran.com/learn/ai-readiness) with long-term AI adoption. Another study of [1,600 professionals found that 41% experienced resistance](https://go.writer.com/enterprise-ai-adoption-survey) to using AI tools. What’s driving this hesitation? A major theme: poor change management. ## Common barriers to successful AI adoption When I dug into the research, three main barriers kept coming up: 1. **Lack of understanding**: Teams [weren’t sure how to use AI tools](https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/) or how to measure their impact. 2. **Resistance to change**: There was fear, discomfort, and [uncertainty about AI](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/). 3. **Poor integration**: Many companies were layering AI on top of existing processes without aligning it to workflows. We’re in this interesting paradox – there’s a huge surge of interest in AI, but actual adoption remains pretty low. That’s where thoughtful change management really comes in. These findings echo what we’re seeing in the field. In the [State of Customer Success 2025](https://www.customersuccesscollective.com/state-of-customer-success-report/), only 15.9% of CS teams are automating adoption nudges, while 65.9% still rely on human-led check-ins. And despite [generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) being on the scene for the last few years, **more than half of customer success teams globally aren't using these AI tools**. ![In 2025, 52% of customer success teams don't use generative AI in their jobs.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/52---of-companies-don---t-use-generative-AI-.jpg) Source: **The State of Customer Success 2025* It’s clear that even with the tools available, meaningful change takes thoughtful leadership and team enablement. ## The role of change management [Change management](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/) isn’t new. If you’ve been through a [merger](https://www.customersuccesscollective.com/mergers-and-acquisitions/), reorg, or big process change, you know how messy it can get. People need support through change. McKinsey found that only 35% of change initiatives succeed, and when they don’t, the impact is real – burnout, change fatigue, talent loss, and inefficiency. That got me thinking: how can we be more thoughtful about bringing AI into our workflows? ## Starting with the right AI strategy I didn’t have a background in AI strategy – I *definitely* wasn’t an expert. So I decided to take the initiative and start learning. I came across [**Dr. Andrew Ng**](https://www.customersuccesscollective.com/customer-lifecycle-campaign-plan-template-framework/), a global leader in AI, and took his online course, *AI for Everyone*. It was a fantastic intro to AI strategy and helped shape my approach. One of the biggest takeaways I learned? **Focus on tasks within a job role, not the full workflow.** ### Step 1: Focus on tasks, not workflows At first, I thought I’d just layer AI onto our existing [customer journey](https://www.customersuccesscollective.com/current-state-customer-journey-map-framework/). But after learning more, I realized the better approach was to identify specific roles on the team – like CSMs, onboarding specialists, support reps – and map out the tasks they do every day. For example, our CSMs: - Handle tons of [emails](https://www.customersuccesscollective.com/email-frameworks/) (inbound and outbound) - Build [success plans](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/) - Create [executive business reviews](https://www.customersuccesscollective.com/executive-business-review-template-framework/) (EBRs) - Drive [customer value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) - Mitigate [risk](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) - Support [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) This gave me a clear picture of where AI might help. ![Common Approach vs.Christine’s strategy. Common approach: Apply AI to the whole customer journey; Focus on biggest pain points; Let tools drive the process. Christine's strategy: Start with tasks in one job role; Focus on easiest areas for adoption; Let team pain points guide implementation.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Common-approach-vs-Christine-s-strategy.jpg) ### Step 2: Listen to your people The next step is to just listen to the people you support. That was an easy one for me – my team is really open and honest about where they’re getting stuck. Some of the feedback I heard: - “It takes me forever to build presentations.” - “I just got assigned a new account and need to ramp up fast.” - “There’s so much info scattered everywhere – I don’t know where to start.” Mapping these [pain points](https://www.customersuccesscollective.com/challenges-facing-customer-success/) to the tasks helped me prioritize where AI could add value. ### Step 3: Do diligence mapping Another best practice I didn’t have prior experience with is something called "diligence mapping," and I’ve never seen it in any other change management models. But it turned out to be incredibly valuable. Diligence mapping means partnering with someone who deeply understands the technical side of AI at your organization. For me, it was our business systems leader – he knew which tools we had, how they worked, and how to track adoption. We started meeting weekly. I’d share task maps and pain points, and he’d help me figure out how our tools could address them. That partnership made all the difference. [![Become a free Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Step 4: Start with what’s most adoptable, not most impactful This one might feel counterintuitive. Traditional change models tell you to start where the pain is greatest. But with AI, the best place to start is where you’re most likely to get adoption. What I personally found is it’s all about micro wins – those short, baby steps that help build momentum. For us, that was presentations. We had just refreshed our customer books, and we needed high-impact decks focused on value. So we used [NotebookLM](https://www.customersuccesscollective.com/notebooklm-for-customer-success/), a free AI tool that helped us synthesize a large amount of information, like previous calls, emails, and client websites, and then guide CSMs with clear prompts. That small win sparked excitement. From there, we expanded to: - Writing faster, more polished emails - Identifying and addressing risk - Using tools like [Gemini](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) for problem-solving We also leaned into built-in features like Atlassian’s Ask AI in our Wiki to help surface the right content faster. ### Step 5: Lead the change intentionally This is the part where change management really matters. Remember those three barriers – lack of understanding, resistance, and poor integration? I made it a specific point to be really thoughtful about those barriers and try to counteract them wherever I could. **Build understanding** I overcommunicated the *why*. We had working sessions, one-on-ones, and team meetings – all focused on giving people a safe space to learn and try. **Normalize AI use** I framed AI as a helpful tool, not a job threat. I showed I was invested in their development, and I encouraged champions on the team to share their wins. **Leverage the tech partner** That continued relationship with our technical leader helped us stay aligned on what tools made sense and how to use them. **Apply best practices from change management** One [change management](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/) best practice I leaned on was called the [Rule of Seven](https://www.umaryland.edu/cpa/rule-of-seven/), which actually comes from marketing research. It essentially means that people need to hear something about seven times before it sticks. So we made AI a regular part of our conversations. It wasn’t a scary “new thing” anymore; rather, it became part of how we worked. ![The Rule of Seven: People need to hear something 7 times before it sticks. Christine used this principle to normalize AI adoption through regular team conversations.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/People-need-to-hear-something-7-times-before-it-sticks.jpg) **Model what good looks like** As a leader, you set the tone. If your team is using AI, you should be using it too. It’s really about modeling a mindset of curiosity and openness, so that becomes the normalized behavior across the team. Ask questions, stay curious, and be open to learning alongside them. When you lead with that mindset, it gives your team permission to do the same. ## Results and takeaways And what I was able to see is that by following this approach – mapping tasks, listening to pain points, and layering in AI step-by-step – **we went from zero adoption to over 80 instances**. Now *that* felt like real traction. Here are my key takeaways if you're looking to implement AI thoughtfully in your team: - **Start small**: Focus on specific tasks and pain points. - **Partner smartly**: Do diligence mapping with technical experts. - **Prioritize adoption over impact**: Quick wins build trust and momentum. - **Lead the change**: Communicate often, normalize use, and model the behavior you want to see. AI is here to stay, but how we implement it will define whether it helps or hinders. Thoughtful strategy and change management are the keys to making it work, not just for the business, but for the people in it. --- *This article is based on a session Christine delivered at our AI for Customer Success Summit. You can watch Christine's full presentation – and others like it – OnDemand with a* [*Pro+ membership plan*](https://www.customersuccesscollective.com/pro-plus-membership/) [Watch OnDemand](https://www.customersuccesscollective.com/pro-plus-membership/) ### Customer lifecycle campaign plan template URL: https://www.customersuccesscollective.com/customer-lifecycle-campaign-plan-template-framework/ Last updated: 2025-07-08T14:02:51.000Z ## What is a customer lifecycle campaign plan template? A customer lifecycle campaign plan template is a strategic framework for engaging customers at every stage of their journey, from onboarding to advocacy. It helps teams deliver the right value at the right time by aligning messaging, content, and KPIs to key customer milestones. Whether your goal is faster time-to-value, higher retention, or scalable expansion, this template equips you to drive long-term growth through proactive, personalized lifecycle marketing. ## What’s inside the template? This comprehensive template provides a step-by-step guide to planning, executing, and optimizing campaigns across the full customer lifecycle. It includes: - **Defined lifecycle stages:** Onboarding, adoption, engagement, renewal, expansion, and advocacy - **Campaign components per stage:** Clear themes, triggers, cadences, content types, owners, and delivery methods - **Target segment framework:** Segment by customer type, industry, tier, and persona for maximum relevance - **Measurement plan:** Key metrics like activation rate, NPS, CSAT, and expansion revenue, tied to each stage - **Tech stack guidance:** Recommended tools for CRM, automation, in-app messaging, and analytics - **Feedback & optimization loop:** Built-in recommendations for A/B testing, stakeholder alignment, and quarterly content refreshes Everything is structured in a modular format so you can tailor the plan to each segment or product line with ease. ## How to use the template 1. **Define your campaign objective:** Clarify the desired outcome for each lifecycle stage. 2. **Segment your customer base:** Use attributes like company size, industry, tier, and role to create targeted campaign plans. 3. **Build your lifecycle journey:** Fill in campaign components for each stage—theme, cadence, triggers, content, and owner. 4. **Track the right metrics:** Align campaign success with activation, usage, NPS, expansion, and renewal KPIs. 5. **Launch and iterate:** Execute campaigns using your existing tools, then optimize performance monthly with team reviews and customer feedback. This template turns the lifecycle into a growth engine, driving value, loyalty, and revenue every step of the way. ## Download your customer lifecycle campaign plan template ![Customer lifecycle campaign plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Customer-lifecycle-campaign-plan-template-1.png) [Customer lifecycle campaign plan templateCustomer lifecycle campaign plan template.pdf176 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/07/Customer-lifecycle-campaign-plan-template.pdf "Download") [Customer lifecycle campaign plan templateCustomer lifecycle campaign plan template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/07/Customer-lifecycle-campaign-plan-template.docx "Download") [Customer lifecycle campaign plan templateCustomer lifecycle campaign plan template A customer lifecycle campaign plan is a structured strategy designed to deliver the right value, at the right time, across every stage of the customer journey. This template is designed to help you: Accelerate time-to-value (TTV) Improve retention and a…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-60.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLy1IuDX20PpcNRgzZj4NbGYulNwEbgBtfNlhxDHymOtZU8uiL6-daLRVW2w7j-txAPUPcrTF5b2cDqbwhSHEVHHyW26eSFU7eUixhLBAD1gnWnPs9t-w1200-h630-p)](https://docs.google.com/document/d/101F1SrDIxzdSTx8E7LRu1C3K6edq6nAw9L6A868MYVU/edit?usp=sharing) _This post is for paying subscribers only._ ### Why CS Ops is the antidote to your company's misalignment URL: https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/ Last updated: 2025-07-24T13:10:34.000Z Aligning business-wide initiatives and driving frictionless renewals are key goals for any [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) leader in a business that follows a recurring revenue model. By the end of this article, we'll have unpacked frameworks, skills and mindsets to align your broader organization around customer success. Whether you're leading a small scrappy team or a large global organization, this article will provide actionable insights you can implement right away. Let's dive in! ## Transitioning to a recurring revenue model at Cisco I've been at Cisco for a little over six years now. I was actually part of the very first founding customer success team when the company decided to make a major transition in its business model and operations. Up until that point, Cisco had primarily been selling hardware networking equipment to its customers. However, the company wanted to switch to a software and subscription-based recurring revenue model. Cisco reached out to me and said: > "Hey, we're trying to evolve our hardware business into more of a software and services model fueled by recurring subscription revenue. Can you help us build out a customer success team to support this transition?" I joined Cisco and was one of the founding members of their customer success team. My role was focused on strategic initiatives, but I started out as a regular Customer Success Manager (CSM). I spent time trying to deeply understand our customers' needs, challenges, dynamics and how we could help some of Cisco's top customers from a customer success operations perspective. ## Evolving into customer success acceleration Now, six years later, I'm still at Cisco but my role has evolved. I currently work in an area we call "CS acceleration" which sits under our main customer success organization. I work under a great leader named Kelly Hall. In my current role, we focus on identifying and driving strategic initiatives across the customer success organization now that many of our customers are fully aligned with Cisco around our software and subscription model. A big part of my job now is figuring out how we can accelerate the process of making sure customers are seeing value and deriving business outcomes from Cisco's solutions as quickly and seamlessly as possible. - *How can we speed up the time it takes for customers to gain concrete value once they purchase from Cisco?* - *How do we start automating and optimizing our processes to ensure customers achieve success fast?* Those are some of the key questions we're tackling under the CS acceleration umbrella. ## Core customer success skills and mindsets I want to focus on sharing some insights both on the tactical "what" skills that are important for CSMs as well as some of the broader "how" skills and strategies that can really move the needle when it comes to aligning your organization around customer success. ### Lean in by facing your fears A few years ago, I attended a seminar in Salt Lake City with a good friend of mine who is one of the top cognitive behavioral therapists in the world. He was teaching about strategies for overcoming fear, uncertainty, and inertia. He said that one of the best ways to overcome fear or anxiety is to simply lean in and directly do the thing that scares you the most. Don't hesitate or overthink it - just go for it. As part of the seminar, he had us go out into the streets of Salt Lake City and actively find opportunities to face our fears head-on. At the time, one of my biggest personal fears was dancing in public. I've always loved dancing, but the thought of randomly dancing publicly really terrified me for some reason. So my friend told me to go dance publicly to face the fear. I went over to a busy street corner, feeling totally awkward and scared at first. I started shaking my hips a little, trying to work up the nerve. People were staring and commenting "What's that guy doing?" I could feel the fear rising up as my cheeks flushed red. But then I remembered my friend's advice - lean in and connect. These were strangers I'd never see again, so I just went for it. I totally let loose, dancing my heart out to the music in my head. Something interesting happened - I started having fun with it and even making connections, and interacting with the people watching me dance. I tell this story because it relates directly to a core customer success skill - the ability to lean in. At Cisco, we even have a framework we call **"lean-in"** to describe how CSMs can drive value through alignment. I want you to imagine you have the ability to lean in and connect with customers without hesitation or fear. How much value could you drive if you were able to lean in and proactively engage with customers, sales teams, product teams and executives across the organization? ### The "lean-in" model for driving organizational alignment This lean-in model represents the trusted framework we've developed at Cisco to enable CSMs to drive value through organizational alignment: [![Customer success operations: Frictionless renewals](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/wLVDPIxK6SQoWZ6H27QHjbf0MMfwaTw8S0LpFfdYoLHt7NUoyzyyeiEZcywE6aYY7w0Gh784eJRuLO2kxIq6okjjHXTWhwtdWMxeFzMAdA0Pn_5ks2sX8rfglTbQQEGjn2rpJVw8HGahM_WDZ6l2wRE.png)](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment) Source: Cisco You've probably heard the term "CS Ops" recently in customer success circles. [Customer success operations](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/) is a hot new area, similar to what social media was like 10 years ago. Everyone knew social media was important but companies were still trying to define their strategy and approach. Many companies admit they don't yet have a strong customer success operations strategy or organizational structure in place. Oftentimes CSMs at these companies feel isolated or fragmented rather than empowered to drive alignment. That's why frameworks like the “lean-in” model are so critical - they give customer success teams a blueprint for how to align the broader organization around customer success. Walk through this customer lifecycle methodology and you'll see how it represents a transition in how customers initially connect with sales teams or account reps vs. longer-term engagement: 1. **Customers come first** \- they're still connecting with sales reps and account teams during initial purchases. 2. **Product management** \- PM teams are responsible for building great products that customers will see value in. 3. **Cross-functional CS communities** \- These are forums where customer success managers across different segments (high-touch, mid-market, tech experts, etc.) come together to share best practices and align on initiatives. 4. **CS programs** \- Cisco has over 18 major customer success programs and each program has an executive leader who presents to the CS communities on things like [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) analytics, [churn predictors](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/), expansion playbooks, etc. This level of organization ensures CSMs have the assets and insights they need to drive adoption and [retention](https://www.customersuccesscollective.com/customer-retention) in a measurable way. As customers move through these stages, your sales team also starts to see the incredible value generated by proper customer success planning and execution. This makes them hungry to understand how they can target the highest growth opportunities and forecast renewals based on the same metrics and insights customer success leverages. This is why it becomes so important to have forecasting models and processes in place to predict and push customers towards frictionless, on-time renewal based on their actual usage, adoption and risk of churn. ## A hypothetical example Let me give you a hypothetical example: Imagine you're at work and your Chief Technology Officer (CTO) calls you with an urgent request to create a customer success program that tightly aligns your renewal teams with frontline CSMs. The CTO explains that the goal is to move your entire customer base towards frictionless, seamless renewals while also rapidly increasing product adoption. Here's a bit more background information from the CTO: > *"We need help urgently addressing some company-wide changes, sales restructuring, and implementing more scalable customer success solutions.* > > *"The organization needs to improve our company-wide initiatives around reducing churn and better-serving customers' needs. This will ultimately lead to increased customer renewal rates, lower churn, and more upsell opportunities due to deeper product adoption.* > > *"The objective is we have a customer base of 5,000 customers who all have renewals coming up in the next six months. Half of those customers are currently spending over $150,000 in annual recurring revenue with us.* > > *"However, only about 10% of our entire 5,000 customer base are actively using and adopting our product capabilities based on analytics. We need to increase that adoption number dramatically while ensuring customers renew with us long-term."* Shortly after the call, you receive a follow-up email from the CTO with an attached Excel document containing all 5,000 customers. The email says: > "Here is the detailed customer renewal data we discussed. It should be self-explanatory, but let me know if you have any questions. > > We'd love to make sure we get this kicked off and start realizing results next week. Looking forward to seeing what we can accomplish together over the next few weeks." You eagerly open up the attached Excel file, ready to dive in and start analyzing the data. But you're quickly overwhelmed when you see this: [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/mVXY0krtONBE5V89TL5LJcVYeoeO9QofaxKPq9YAn-kfzYEXyeGuFbwLGuhS5WVrCjk0Y9XtKuNx6k9kZeL5ZI1gEbVgNd0Gtgibc8K-BUSOyRY7I8JqCO9qEX8qJ44s9y7qj_nqeB2cbV5h1u65Km4.jpeg)](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment) Source: Cisco This probably looks familiar right? We've all had an executive or stakeholder hit us with a massive dump of data and simply say, "Build me a program/process to fix this!" It's so easy to get overwhelmed in situations like these. But I want to share a few techniques I've learned over the years for how to approach challenging scenarios like this in a step-by-step manner. ## Step-by-step techniques for tackling overwhelming problems ### Know your organization's limits [![Know your organization's limits](https://lh7-us.googleusercontent.com/9rhNbvHAEgDpy6YM2OaBUgP2fgvC-80NxE7Li_OLEtaCZTRODGr19MnCNJJzYew2bOqhXwEBxTuc0NF5rrwj5zOKDzNFS3R_07KD7K6qwkCJgQrMuMlJkHzDbqPN9hK53fb3NqQOYcY9JAm8b84HZB0)](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment) Source: Cisco I call this "level setting" with executives and stakeholders. Just like how there's no scientific law that says meetings must be 30 or 60 minutes long, you have to know your own limits in terms of bandwidth, resources, and capabilities. Identify effective workflows and processes given your organizational constraints - don't overcommit. ### Identify core value pillars Get clear on three to five core company values or pillars you want any new program or initiative to align. This helps guide you when stakeholders ask you to magically "run effective motions across the whole company." [![Customer success foundational values: velocity; activiation; learning; use; embed; and simplify](https://lh7-us.googleusercontent.com/L1-QSeBUVL1S9Sd7q1oGy9cojlVEb7BnImylmPeHjUxDsGON8Gl7AwnJwL_tML7LMsiV65tofEsxalNpgaDF9bB9UsVfM5yBYwWqzv-aSIWNRCHC_zqZ24xBpizlc3-Z-Fr_ZU2T73MBfzUiSsljBHA)](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment) Source: Cisco This is a values framework we built out at Cisco. Really, you can choose any acronym when it comes to your organization. But the first one, when we get asked things like: - “I have 5,000 customers and we want to create a strong alignment with sales.” - “We want to be able to increase and improve adoption.” We start creating the specific acronyms to identify once we're asked something exactly what foundational pillar this falls under. The **“V”** stands for **“velocity,”** having a strong alignment with sales of the point of sale. The **“A”** stands for **“activation.”** How do we have a seamless activation process? How do we make sure that we're aligning our customer success initiatives to make sure that a customer is [onboarding](https://www.customersuccesscollective.com/customer-onboarding) within a specific amount of time? The **“L”** stands for **“learning”** that's one of my favorite ones. For example, as of today, a CSM for every program that we have has 21 specific assets that they can execute with their customer success motion. They'll have seven success tips that they can send from a digital aspect. They'll have seven one-on-one accelerators where they can have a specific technical expert working with their customer, or they'll have webinars where they can sign their customer for these “Ask the Expert” sessions where the customer can ask live questions. And that's giving the autonomy to the CSM to be able to identify what resources they have. The **“U”** stands for **“utilization”** on how we are measuring insights on what they're using. And the **“E”** stands for **“embedded”**. We want to make sure that we've embedded a strong process just to make sure that the customer is looking at how they can grow their portfolio. But we want to make sure that if we ripped out the solution tomorrow, would they feel the impact on the business? Finally, we always like to add value for ourselves within the organization. For me, that’s to **simplify** just to make sure that you don't overcomplicate the process. ### Map values to stakeholder outcomes With your values defined, map them to stakeholders' [desired outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/). When sales ask me for help, I talk about profitability, quota attainment, and reducing [churn](https://www.customersuccesscollective.com/customer-churn/). For CSMs, it's enabling their performance. As you start doing that, you'll start seeing specific motions that you can run across your organization. ### Analyze the data Let’s return to the hypothetical conversation with your CTO, where they discussed some of the customers that they wanted to run specific motions on. 📩 ****The brief from your Chief Technology Officer:** "We need help urgently addressing some company-wide changes, sales restructuring, and implementing more scalable customer success solutions. “The organization needs to improve our company-wide initiatives around reducing churn and better serving customers' needs. This will ultimately lead to increased customer renewal rates, lower churn, and more upsell opportunities due to deeper product adoption. “The objective is we have a customer base of 5,000 customers who all have renewals coming up in the next six months. Half of those customers are currently spending over $150,000 in annual recurring revenue with us. “However, only about 10% of our entire 5,000 customer base are actively using and adopting our product capabilities based on analytics. We need to increase that adoption number dramatically while ensuring customers renew with us long-term." Break it down into bite-sized chunks tied to your core values: - **Velocity:** Half of our customers are over $150K. The top 750 customers make up 50% of the annual contract value (ACV). - **Activation:** 10% adoption of our customers. Are they stuck during onboarding? What is going on? - **Learning:** We know customers are requesting “getting started” sessions and overviews to help with adoption. - **Use:** Software upgrades are preventing us from seeing insights from our customers. - **Embed**: 5,000 customers represent the total customer base. 25% are renewing in the next six months. ### Set smart goals Now shape the opportunity into a smart goal for your program or initiative. For example: - Reach 90% of customers renewing - Hold 60% renewal rate - Increase expansion revenue by 30% ### Develop a phased execution plan With your smart goal set, build a phased approach: - **Phase 1:** Test renewal playbook with 10 customers - **Phase 2:** Expand to top 100 customers - **Phase 3:** Full rollout to the entire customer base So in summary, instead of panicking when stakeholders overwhelm you with asks, follow this process: ⭐️ Level set on realistic scope ⭐️ Map to company values ⭐️ Analyze the data ⭐️ Set a smart goal ⭐️ Build a phased rollout plan ## Breaking down overwhelming data Let's return to the giant Excel spreadsheet the CTO sent over. Instead of shutting down, I simply added a period after the first digit of every number strand. This made the data much easier to digest visually. I could start noticing patterns and clusters in the data. My point is this: - You don't have to solve everything all at once. - Break it down into stories and segments. - Get clear on the first opportunity and develop an initial 90-day plan. - Stay focused on the customer and what they need to drive adoption and renewal. ## Key mindsets for customer success leaders In this article, we covered some of the key "what" skills and frameworks like “lean in” that help CSMs drive alignment. But I want to wrap up by talking about some broader "how" skills and mindsets that set truly great customer success organizations apart. Here's the key: know when you're "on the field" versus "off the field." ### When you're on the field When we're on the field, we're heads down building [customer-centric programs](https://www.customersuccesscollective.com/customer-led-growth/), mapping journeys, and executing motions to accelerate value realization and adoption for customers. This is where all the tactical skills we discussed come into play. ### When you're off the field Once you're "off the field", it's time to focus on building relationships, networks, and dynamics between you, your peers, executives, and colleagues across the organization. This is when you can get creative, learn together, and collaborate on elevating the customer-centricity of the overall company. If you only focus on field execution without building trusted relationships off the field, you'll hit the ceiling fast in your career growth and impact. Truly dynamic companies have [customer success leaders](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/) who can toggle between driving rigorous customer adoption execution on the field while also nurturing and evolving relationships with sales, support, product, and leadership off the field. That's how you build a network of allies across the organization who will fight in the trenches alongside you when challenging situations inevitably arise during complex [customer renewals](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), re-negotiations, or critical expansions. ## Final thoughts So in summary, master both the tactical "what" skills around customer success execution as well as the softer "how" skills required to build trusted relationships. That's the formula to accelerate your customer's value realization and your own career trajectory. I hope these frameworks and tactics provide a roadmap to help you transform your company's customer success capabilities. But remember - it all starts with you leaning in. You got this! --- *This article is based on a presentation given by Roger at Customer Success Summit San Francisco in September 2023\. Catch up on* [*this presentation*](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-september-2023/?wchannelid=a0jish5o95&wmediaid=5sk4ty0fhb)*, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- ## Ready to turn CS Ops from reactive to revenue-driving? Join hundreds of CS leaders for a one-day event packed with real-world strategies, fresh insights, and the kind of conversations you *can’t* get on Zoom. You’ll walk away with: ✅ Actionable takeaways you can apply right away to improve retention, adoption, and renewals ✅ Direct access to the latest CS trends shaping strategy across high-performing Ops teams ✅ New ideas from peers tackling the same alignment, automation, and scalability challenges ✅ Meaningful connections with operators and leaders who get what you’re building Whether you're leading a CS Ops team or building the function from scratch, you’ll leave with practical solutions and a clear next step. [ Turn ideas into impact ](https://events.customersuccesscollective.com/) ### 10 practical ways to use AI in your customer success role every day URL: https://www.customersuccesscollective.com/ways-to-use-ai-in-customer-success/ Last updated: 2025-07-11T11:30:24.000Z “I know I should be using [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) for my job, but I don’t really know *where* to start.” This may be the most honest and relatable – and dare we say, *unifying* – reflection on the current state of AI in the workplace. With AI, you’ve got a whole lot of noise but not a lot of answers, which is a big thumbs-down in our book. For [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/), AI represents a massive shift in work priorities. It’s not about shiny tech or [automating everything](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) to oblivion, it’s about working *smarter*, making better decisions *faster*, and staying one step ahead of customer needs. The best part? You don’t need to be an AI expert to start benefiting. From analyzing customer conversations to spotting churn risks, writing smarter [emails](https://www.customersuccesscollective.com/up-sell-templates-framework/), and prepping for high-stakes [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/), AI is already baked into the tools many of us use every day. In this guide, we break down 10 practical, real-world ways CSMs can use AI right now to deepen **customer understanding, scale proactive support, boost productivity, and level up their strategic value.** Keep reading to find out what modern CS looks like. ## 1\. Extracting actionable insights from customer interactions The days of fumbling around in the dark are over. AI tools can analyze thousands of conversations (calls, chats, emails, support tickets) in real time. **You only have to wind the clocks back a few years to appreciate just how revolutionary this is.** Tools with built-in AI don’t just log activity – they interpret intent, track themes, highlight churn signals, and identify new opportunities across your entire customer base. From summarizing feedback across Slack or Teams messages, interviews, and surveys to detecting recurring complaints or knowledge gaps, AI helps CSMs go from guesswork to precision. Want to know what’s frustrating your enterprise clients during [onboarding](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/)? Or what themes are tied to churn in mid-market accounts? Ask, and AI delivers contextual answers fast. [Support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/), [NPS](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) responses, and sales calls now become a goldmine of insight, not a graveyard of missed signals. ## 2\. Monitoring product usage and telling data-driven stories Just launched a [new feature](https://www.customersuccesscollective.com/new-product-features-email-template-framework/)? Rolled out a bug fix? You hope things are going well… but a hope and a prayer is not a strategy. AI gives CSMs a live [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) of how customers are interacting with the product, warts and all. What does it analyze? We’re talking: [usage patterns](https://www.customersuccesscollective.com/product-usage-metrics/), session data, and support conversations – the lot. AI tools can surface [early signals](https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn/) like adoption drop-offs, error spikes, or sudden workflow shifts. And when it comes time to report, AI does the heavy lifting. Need a root cause analysis? A business case for more headcount? A trend report for leadership? AI helps quantify impact and propose next steps – no data analyst required. Less spreadsheet wrangling. More [storytelling with data](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/). [The power of data visualization and storytellingIf there’s one thing to be said about customer success, it’s this: it’s all about building strong, lasting relationships. To do this effectively, you need to clearly understand your customers’ needs, challenges, and goals. This is where data visualization and storytelling become critical skills.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-330.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--30---1-.jpg)](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/) ## 3\. Driving intelligent, personalized engagement CSMs have historically been stuck in the purgatory of time-triggered playbooks: day 30, send "this" email; day 60, send "that" follow-up. AI changes that. Now, your outreach can be based on what’s *actually* happening – in-product behavior, sentiment shifts, or success milestone completion. AI-generated emails sound like you – but with superpowers, referencing recent usage trends, company news, or progress milestones. It can also [segment customers](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/) dynamically and predict behaviors like [expansion](https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/) readiness or [churn risk](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). Smart nudges trigger alerts when usage drops or a power user vanishes, so you follow up before the fire starts. And honestly? Customers *do* notice the difference. Relevance is the winner here, folks. ## 4\. Smarter onboarding for customers and CSMs No two customers are the same. A Head of Ops in fintech will need a totally different onboarding path than a Product Manager in healthcare… so why would you onboard them in the same way? AI lets you tailor [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) content based on role, industry, goals, or even learning style. It can generate interactive tutorials, walkthroughs, and support documentation dynamically. The same goes for [new hires](https://www.customersuccesscollective.com/head-of-customer-success-interview-questions/). Instead of firing over spreadsheets and outdated docs, you can hand them AI-generated summaries of each account: product usage, decision-maker intel, support history, and more. And if there's been a big gap between [CSM hires](https://www.customersuccesscollective.com/new-hire-onboarding-checklist-framework/), you know how challenging it can be to [get new team members up to speed](https://www.customersuccesscollective.com/onboarding-new-customer-success-managers/) on everything that's changed. ## 5\. Automating operational and communication workflows CSMs juggle a lot. But do they *really* need to manually log every call, draft every summary, or build every renewal template? (The answer’s no if you were wondering.) AI handles recurring tasks like follow-ups, CRM updates, calendar scheduling, and even QBR prep. It’s like having a virtual assistant that works 24/7 and never asks for coffee. Tools like [Fathom](https://fathom.video/), [Otter.ai](https://otter.ai/), and [Zoom's AI Companion](https://www.zoom.com/en/blog/ai-note-taker-save-time-stay-focused/) summarize meetings, extract action items, and suggest follow-ups. You still bring the human insight; AI just accelerates your ability to communicate it. ## 6\. Becoming a knowledge hub with instant retrieval Digging through [Confluence](https://www.atlassian.com/software/confluence) pages, Slack threads, or old onboarding docs is a serious productivity killer. Internal AI assistants like [Atlassian’s Ask AI](https://www.atlassian.com/platform/artificial-intelligence) or [Guru’s AI Search](https://www.getguru.com/) make finding institutional knowledge fast and painless. Ask a question in plain language: "What’s our SLA on implementation delays?", and get a clear, contextual answer instantly. At the same time, as AI tools become more common, CSMs need to explain them clearly to both [technical and non-technical](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) stakeholders. Being able to demystify how AI models work, or why a chatbot behaves a certain way? Now that’s real influence. You don’t have to become an engineer, but you *do* need to be a translator. [The anatomy of the customer health scoreA customer health score is a critical metric but one filled with challenges. How? Well, if you’re in an environment with constrained resources, overwhelming data, and escalating pressure to meet objectives.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-332.png)Customer Success CollectivePatti Zack![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--2-.jpg)](https://www.customersuccesscollective.com/the-anatomy-of-the-customer-health-score/) ## 7\. Proactive customer health management and risk mitigation AI’s risk radar is *always* on. It picks up subtle cues – declining usage, negative sentiment, unresolved tickets, and ghosting execs – and connects the dots before the situation escalates. It flags risks early and can even suggest mitigation tactics. Need to brainstorm a renewal-saving action plan? Tools like [ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) or [Notion AI](https://www.notion.com/help/guides/category/ai) can draft one based on similar past cases. Instead of panicking at QBR time, you’re ahead of the curve. ## 8\. Scaling strategic reporting and decision-making AI helps turn raw data into strategic insights. Whether it's visualizing trends across accounts or generating leadership-ready reports, you no longer need to rely on a data team to get answers. From forecasting risk and expansion to drafting business cases or justifying program changes, AI lets CSMs tell compelling stories backed by evidence. It doesn’t just crunch numbers, it elevates them. ## 9\. Elevating your role and technical fluency with AI AI isn’t replacing CSMs, it’s upgrading them. The best CSMs of tomorrow will be those who can harness AI tools to work smarter, not harder. Knowing how to use AI effectively is fast becoming a core competency, not a nice-to-have. Whether it’s analyzing customer data or streamlining operations, AI fluency will set you apart. It’s all about staying relevant and sharp. ## 10\. Turning feedback into high-impact internal advocacy CSMs are the [voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) – you don’t need *us* to tell you that! But that voice is staggeringly more powerful when amplified by AI. Modern tools surface actionable insights from conversation data and user behavior, making it easier to funnel specific, quantifiable feedback to product, sales, and engineering. The best way to approach this is to re-align your mentality to “38% of enterprise users struggle with our mobile login flow,” rather than, “I guess some folks are complaining?” AI turns anecdotal feedback into evidence-backed advocacy. And that kind of clarity gets results. --- ## Important considerations for Customer Success Managers using AI ### Trust but verify Always evaluate AI-generated output for accuracy, tone, and alignment with your communication goals. Critical thinking remains essential. ### Maintain a personal touch Even with automation, ensure your communications reflect a human voice. Customers can tell when responses are overly generic or robotic. ### Data security and privacy Protect customer data by ensuring AI tools follow strict data governance policies. Avoid using sensitive data in tools that train public models and prioritize solutions with strong privacy guarantees. ### Strategic adoption Start by applying AI to high-impact, low-resistance areas to achieve early wins and build momentum for broader adoption across the team. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/CSC_State_of_Customer_Success_Leadership_2025_Email_v2--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report/) ## How to implement AI in CS workflows the *right* way You might think that implementing AI in customer success workflows starts with technology, but you'd be wrong. It starts with [*tasks*](https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/). **Christine Lawther, Director of Customer Success at Sprout Social**, shared a practical strategy that [**helped her team go from** **0 to 80 instances of AI adoption**. ](https://www.customersuccesscollective.com/ai-adoption-in-customer-success-teams/) Her method? ### Start small, stay specific, and prioritize usability The first step is to zoom in on one specific CS role – say, a Customer Success Manager – and list out their core responsibilities. These might include sending proactive outreach, drafting QBR presentations, or identifying churn risks. Once the tasks are clear, the next move is to listen. ### Listen for the pain points What Christine did was gather pain points from her team, such as the time spent pulling data or the struggle to get up to speed with new accounts. Mapping those frustrations back to core tasks helps pinpoint where AI can have the biggest day-to-day impact. Then comes diligence mapping – a unique tactic in AI strategy. ### Partner up with your tech counterpart This means partnering with a technically fluent colleague (like a business systems lead) who knows your company’s AI capabilities inside out. Together, you align business value with technical feasibility. ### Prioritize for quick wins, not perfect impact Critically, Christine Lawther recommends prioritizing tasks where AI is most likely to be adopted, not necessarily where it’ll drive the biggest impact. Early wins, like using [NotebookLM](https://www.customersuccesscollective.com/notebooklm-for-customer-success/) to summarize customer intel or Gemini to draft value-based emails, build momentum. Over time, these micro successes stack up. Finally, [change management](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/) has to run in parallel. ### Don’t skip the change management Christine used techniques like the "Rule of Seven" to regularly expose her team to AI in meetings, 1:1s, and safe practice sessions. By reinforcing intent – helping the team work smarter, not harder – she created buy-in across the board. With the right mix of task-level focus, [cross-functional collaboration](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), and consistent support, integrating AI into CS workflows can be more than a tech upgrade – it can be a true team transformation. ### The future is data: Driving customer success with strategic insights URL: https://www.customersuccesscollective.com/driving-customer-success-with-strategic-insights/ Last updated: 2026-08-14T12:45:33.000Z As we look to the future of customer success, one truth stands out: data is no longer just a background function; it’s the foundation for everything. Over the past decade, we’ve seen data move from passive reporting to driving real-time decisions, automating workflows, and informing customer journeys. But we’re now entering a new era. The rise of AI and advanced analytics has raised the stakes and the expectations. Success is no longer just about collecting data, but about ensuring it’s clean, connected, and meaningful enough to power strategic action. In this article, I’ll explore why data cleanliness matters more than ever, where common pitfalls lie, and how to build a data strategy that’s fit for the AI-powered future. ## Why data cleanliness is critical for AI As the Director of Strategy and Operations at WordPress VIP, at the heart of everything I do is a simple principle: data cleanliness. It’s the foundation of everything we hope to [achieve with AI](https://www.customersuccesscollective.com/reinvent-customer-success-for-the-ai-era/). Without clean, reliable data, your AI outputs are compromised from the start. You can’t expect to build anything strategic or scalable if your inputs are flawed. Now, some might believe that AI can solve all of our data challenges. I take a different view. Your output is only ever as good as your input. And keeping data clean? It’s hard – really hard. There are countless moving parts to align: matching up [datasets](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/), maintaining consistency, and ensuring everything fits together logically. More importantly (and this is where AI really struggles), we embed implicit biases in our systems without even realizing it. These biases make their way directly into AI models and skew results in subtle but significant ways. Take, for example, basic segmentation. You might run a cohort analysis and decide, “This is my SMB segment, this is my enterprise segment.” From there, you build strategies based on those breakouts. But what if those segments weren’t well-analyzed? What if they weren’t properly regression-tested? You’re then acting on assumptions, not insights. The data might not be reliable, and the actions might not be appropriate for the customer base. There are entire frameworks built around these ideas: clean verification, reliability, standardization, and alignment. It all comes down to making sure your systems and your strategies are working hand in glove. Suffice it to say: if your data isn’t clean, nothing else will work the way it should. _This post is for paying subscribers only._ ### 9 retention tips for new Customer Success Managers URL: https://www.customersuccesscollective.com/customer-retention-tips-for-new-customer-success-managers/ Last updated: 2026-02-04T17:59:35.000Z If you're a new [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM), mastering [customer retention](https://www.customersuccesscollective.com/customer-retention/) is priority number one. But figuring out where to start – [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), or [outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) – can feel overwhelming. In this guide, we’ll walk through practical, proven retention tips shared by top CS leaders, decode key metrics like net revenue retention (NRR) and [churn](https://www.customersuccesscollective.com/customer-churn/), and explore onboarding strategies that actually stick. Whether you're managing your first accounts or building your playbook from scratch, this guide is your starting point. ## Customer retention terms every new CSM should know - **Customer retention rate** \= (\[E-N\]/S) × 100 - **Net revenue retention (NRR)** \= Measures growth from existing customers - **Gross retention** \= Revenue retained, excluding upsells - **Good NRR benchmark**: 100–130% (SaaS) - **Tools to track**: Gainsight, ChurnZero, Totango ## What’s considered a good customer retention rate? The short answer is: it depends on your business model, but aiming for steady growth is the name of the game. Two of the most talked-about metrics in customer success are **gross retention rate (GRR)** and **net revenue retention (NRR)**. If you’re just getting started, here’s the gist: - GRR looks at how much recurring revenue you’ve held onto, excluding upsells. - NRR includes expansion revenue, so it shows if you’re actually growing your book of business. There’s no universal “perfect number,” but many CSM leaders use 90%+ GRR and 100–130%+ NRR as healthy benchmarks, especially in SaaS. **Joe DeGrande, former VP, Customer Success at Business Insider**, shared how his CS team drove a 25% NRR increase in a $10M ARR book – that’s some serious impact. Joe also noted that during his tenure, his team converted 10% of accounts into multi-year deals, which changed Business Insider's entire growth trajectory. Moral of the story? Don’t stress over hitting someone else’s number. Track your baseline, benchmark over time, and focus on growing value with the customers you already have. ## What’s the difference between churn and retention? Think of [churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) and retention like opposite ends of the same spectrum. - **Churn** is when a customer leaves ([cancels](https://www.customersuccesscollective.com/what-is-the-difference-between-cancellation-and-churn/), stops using, ghosts your emails... you get the idea). - **Retention** is when they stay, renew, and ideally expand their relationship with you. The big takeaway here? Churn isn’t just a number – it’s a signal. Something didn’t go right. Maybe the customer didn’t get the outcome they expected, or adoption was too low. Whereas retention means you did something right – you created enough value for them to stick around. If you're new to the CSM role, you'll quickly realize you need to track both. Reducing churn directly increases retention, so start by understanding where churn is coming from, then get ahead of it. ## How do onboarding and adoption affect retention? If retention is your end goal, onboarding is the runway that gets you there. Here are a few ways new CSMs can think about it: ### Start slow to go fast A solid onboarding experience – even if it's more hands-on or slower at first – pays off. It helps customers truly understand the value they’re getting and sets the stage for success. ### Make them work for it (in a good way) Ever noticed how you value things more when you’ve put effort into them? That’s called effort justification. When onboarding includes training, “homework,” or certifications (like [HubSpot’s Academy](https://academy.hubspot.com/)), customers tend to stick around longer. ### Think "phased learning" Don’t firehose your customers with info. Let them learn in chunks. Companies like [Appen](https://www.arsturn.com/blog/exploring-the-role-of-customer-education-in-saas-success) swapped 12-hour onboarding sessions for a structured learning platform — and saw better results with less support overhead. ### Create a safe space to fail At the [Onboarding and Retention Summit](https://www.customersuccesscollective.com/onboarding-retention-summit-virtual-may-2025/), **Doug Norton, Senior Director, Head of Post-Sales & Customer Success at BILL**, revealed that the team at BILL celebrated customer “failures” as learning moments to boost team confidence and long-term engagement. ### Be the guide, not the maze Your customer doesn’t want 50 options. They want your expert recommendation. Help them focus on what works – the “one or two things” that drive activation – and keep it simple. ### Keep the momentum Onboarding isn’t the end; rather, it’s just the beginning. [Success plans](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/), regular check-ins, and surprise-and-delight moments keep engagement strong long after Day 30. ## Why retention starts with customer psychology Behind every churned account is a breakdown in expectations, experience, or engagement. Great CSMs understand: - The emotional triggers of loyalty (trust, progress, recognition) - The impact of early wins during onboarding - How consistent communication builds retention habits Retention isn’t just about tools – it’s about trust. ## 9 ways new CSMs can drive retention ### 1\. Analyze historical churn patterns Dig deep into why customers left. Interview customers, look at the data, and really understand what happened. Did they not achieve their desired outcomes? How could that have been changed? Did the product not do everything they thought it would? Did the product not evolve in the direction they needed it to? Keep digging until you get to the real answers. Key questions to explore: - Did customers achieve their desired outcomes? - Were product expectations aligned with reality? - Did the product evolve to meet their changing needs? - What went wrong with onboarding or training? ### 2\. Turn those insights into action Take those reasons and information, and share it with marketing, sales, and product. Create mutual improvement plans together. Don't let this analysis sit in a drawer – make it work for you. Use that information in three ways: - **Look at your current customer base**: Based on what you learned, do you have any folks that are currently at risk? - **Apply it to future customers**: What needs to change in onboarding? Training? Adoption? Adapt accordingly. - **Fix the root problems**: Work with product and other teams to address the underlying issues that caused the churn in the first place. ### 3\. Focus on customer outcomes **Paul Henderson, Director at Outcome Leaders**, gets straight to the point: "B2B companies buy technology to achieve a business outcome. They want to achieve higher performance. To maximize retention, vendors need to ensure customers achieve that higher performance." Paul's approach is simple but powerful: > **Develop an engagement program that delivers higher performance.** This will take time, but it's the best way to succeed over time. Don't just sell the product – make sure it actually works for them. ### 4\. Drive adoption and usage According to Paul, adoption remains critical. Make sure the customer uses the full number of subscriptions or seats they're paying for. If not, take action to fix the issue. Immediately... don't sit there and wait for renewal. Here's what that looks like in practice: - **Monitor seat utilization**: Are they using what they're paying for? - **Identify your retention features**: Figure out which features in your product correlate with renewal. If customers use those features, they're more likely to renew. - **Get them using those features**: Once you know what drives retention, make sure every customer is using those critical capabilities. - **Act fast**: Don't wait until renewal time to address adoption issues. Fix problems as soon as you spot them. ### 5\. Create a consistent customer experience One of the most underrated drivers of retention? Consistency. When your customer knows exactly what to expect from your team – how often you’ll check in, what a QBR looks like, how you respond to feedback – it builds trust. And trust builds loyalty. Think of every interaction as a promise kept. The more consistent those experiences are, the more dependable you become in the eyes of your customer. ### 6\. Build feedback loops that actually work You can’t fix what you don’t understand. That’s why feedback loops are essential. Set up regular, structured ways to hear from your customers – not just once a year in a survey, but throughout the journey. Ask what’s working. Ask what’s not. And most importantly: act on it. Retention doesn’t come from guessing. It comes from listening and learning in real-time. ### 7\. Take time to truly understand your customer **Brittany Yandura, Director of Customer Success at AuditMiner**, says it best: > “It’s imperative a CSM fully understands their customers’ pain points and goals. Who are they? Why are they using your product? What does success look like to them?” Mutual success plans can be a great tool here – they help both sides stay aligned on priorities and progress. When you understand the “why” behind your customer’s behavior, you’re better positioned to guide them toward long-term value. ### 8\. Ask the hard questions Sometimes the conversations that feel a little uncomfortable are the ones that matter most. If you’re wondering whether a customer is planning to renew, don’t tiptoe around it – *ask*. If something feels off during onboarding, speak up. Honest conversations build stronger partnerships and uncover issues early, before they become deal-breakers. ### 9\. Be a sponge The best CSMs are lifelong learners. Watch how your teammates run calls. Listen to podcasts. Read what other CS leaders are sharing. Join webinars, communities, or Slack groups. Every insight you absorb helps you build confidence, and confidence leads to better outcomes for you *and* your customers. --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Customer Support Reimagined with Generative AI URL: https://www.customersuccesscollective.com/customer-support-reimagined-with-generative-ai/ Last updated: 2025-10-07T16:40:33.000Z Want to transform your support strategy with AI without losing the human touch? You’re in the right place. This eBook is your practical guide to unlocking the power of generative AI to deliver faster, smarter, and more personalized customer support. Generative AI is already reshaping how leading companies serve their customers. But how do you adopt it in a way that enhances agent performance, drives real business impact, and keeps the customer at the center? This short, value-packed ebook reveals how **Crestron Electronics**, a global automation leader, is doing just that, and how you can apply their learnings to your own support strategy. ## What’s inside? 👀 Here’s a quick peek at what you’ll learn… #### ****Chapter 1: How Crestron uses AI across 3,000+ products** See how a massive SKU catalog is managed with AI, powering real-time knowledge retrieval, multilingual chat, and seamless agent assist tools. #### ****Chapter 2: AI and the empowered support agent** Learn why AI isn’t replacing humans – it’s making them faster, smarter, and more focused on high-value work. Plus, how Crestron trains its team to thrive with AI. #### ****Chapter 3: Predictive and proactive support in action** Discover how Crestron is using AI to fix problems **before* they reach the inbox and why ethical AI design and clean data are key to getting it right. #### ****Chapter 4: The future of AI in customer support** From autonomous agents and emotional intelligence to hyper-personalization and seamless integration, see what’s coming next and how to prepare. ## **Why you need this eBook** 1. Get real-world insights from a leading global tech company using AI at scale 2. Learn how to build a support strategy that’s both data-driven *and* human-centric 3. Understand the key ethical considerations, from consent to bias prevention 4. Explore what true proactive support looks like (and how to get there) 5. Feel confident about where AI is headed and how to get ahead of it [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSC_Customer_Support_Gen_AI_ArticleBanner.png)](https://share-eu1.hsforms.com/1gh6jXupzTV6I3HPk9uMGHg2b1vun) ### Using Google’s NotebookLM for customer success URL: https://www.customersuccesscollective.com/notebooklm-for-customer-success/ Last updated: 2025-06-25T19:39:58.000Z First it was [ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/), then [Agentic AI](https://www.customersuccesscollective.com/agentic-ai-customer-experience/), and now it’s **NotebookLM** that’s the next thing to whack on your [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) radar**.** You might be thinking, “This sounds powerful, but I don’t know where to start, and I’m not sure I’m technical enough to use it.” That’s where you’re wrong. NotebookLM is here to transform your [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/) without requiring any technical expertise – and we're about to show you exactly how to leverage it for measurable business results. ## Customer success is under pressure There are two fundamentals that ought to be considered off the bat: 1. [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) are expected to deliver deeply personalized experiences, [measurable outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/), and strategic guidance – all while managing growing customer portfolios. 2. More and more CEOs and board members are piling on the pressure for employees to use AI in their daily workflows for fear their organizations will fall behind competitors who are already using [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), insight generation and scalable personalization to drive faster growth. Customer success teams are under more scrutiny than ever, not just to retain, but to drive revenue. In fact, [**78.7%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) of CS professionals believe CS is a key revenue driver, and [**87.2%** say retention is a core responsibility](https://www.customersuccesscollective.com/state-of-customer-success-report/). That’s a seismic shift from reactive support to proactive growth. To a lot of CSMs just getting started on their AI journey, there’s a lot of confusion around how they are, or should be, using it. Most AI tools feel like fancy chatbots that don't actually solve real business problems. Once you’ve got one chatbot, why the need for another, right? And you’re not alone in figuring this out: [less than half of CS professionals (**48%**) are using generative AI](https://www.customersuccesscollective.com/state-of-customer-success-report/) tools like ChatGPT. The real result of this illiteracy means CS teams can feel stuck between unrealistic expectations and inadequate tools. NotebookLM gives you leverage. Instead of manually digging through decks, email threads, and CRM notes, it pulls the signal from the noise. So you spend less time prepping and more time advising. Less searching, more strategy. [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-328.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--7.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) ## Not particularly tech-literate? No problem We understand that it can feel a little overwhelming. But don’t worry, you’re not being asked to leap from Google Sheets to AI copilots overnight. Think of NotebookLM as an intuitive runway to an AI-proofed future career. But to start with, here are a few common questions lots of people have: - “What is NotebookLM exactly? Is it even available to me? Do I need IT to set it up?” - “I’m not a data scientist... am I supposed to learn prompt engineering too?” - “How do I actually fit this into my day-to-day when I already have too much to do?” ### What is NotebookLM? A large language model (LLM) is a type of AI algorithm that is pre-trained on vast amounts of data. And Google’s NotebookLM does just this. At its core, it’s an AI research assistant that analyzes your uploaded documents, files or pasted text, and lets you interact with them through conversation. **How NotebookLM works:** 1. Upload your documents to create a personalized knowledge base 2. The AI processes and learns from all your uploaded content 3. Ask questions or request analysis based on your materials 4. Receive detailed responses with citations linking back to original sources NotebookLM essentially transforms static documents into an interactive research “notebook” where you can have informed conversations about your content. For customer success teams juggling multiple accounts, product docs, and customer feedback, it's like having an assistant who instantly knows everything about your customers and can answer questions on the spot. It’s important to recognize that not to replace the human element, but to amplify the strategic capacity of CSMs. NotebookLM unlocks richer insights, streamlines grunt work, and enables proactive, precision-tailored engagement. ### Setting up NotebookLM NotebookLM (and tools like it) are designed to be used by humans, not engineers. You don’t need to understand Python, you simply need to have to log in using your Google account. [How agentic AI is transforming customer experiencesFind out how goal-driven Agentic AI is redefining customer experiences and operational excellence.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-327.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--37--1.jpg)](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) ## Make NotebookLM work for *you* You don’t need a roadmap or permission to get started, just one or two customer files. Start by picking one account you know well. Upload a few core documents – maybe an [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) deck, a [success plan](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/), and an email thread. Then ask a question you’d normally spend 30 minutes trying to answer, like: - “What are this customer’s top concerns?” - “What blockers have come up since onboarding?” - “What’s the tone of our recent conversations?” With just a few prompts, you’ll start to see the potential. Of course, good input is key here. Try to avoid dumping everything in at once. If you want a better answer, present clean, relevant content leads. You can organize docs by customer or initiative, label them clearly, and build from there. Think of it like training a teammate – the clearer your context, the smarter the output. ## How LLMs can future-proof the career of the modern CSM ### Solving the "more with more" puzzle Due to the hyper-commercial nature of the world today, the average customer has an abundance of products at their fingertips. Unless you have the market share for your subscription product, it’s up to businesses to produce a product that stands out from the competition. This means that CSMs need to generate more [value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) than ever. Rather than sales bringing in new accounts, the focus in 2025 has shifted to retention. And value is the central piece of that puzzle. This is reflected in broader trends: [**76.8%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) of CS professionals now focus on value realization, and [**78%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) prioritize product adoption. It's no longer about just keeping customers; it’s about proving value at every step. LLMs offer operational leverage, freeing up time, generating insights, and enabling more strategic conversations. The days of playing defense with reactive support are over. [![State of Customer Success 2025 Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSC_State_of_Customer_Success_Leadership_2025_Email_v2.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### Evolving toward value assurance The era of conflating customer success with customer *support* is over. Customer success is a value engine. And NotebookLM? It helps translate [product usage](https://www.customersuccesscollective.com/product-usage-metrics/) and customer engagement into [customer-centric](https://www.customersuccesscollective.com/customer-led-growth/) outcomes and impact. This allows you to go well beyond simply tracking logins and instead allows you to connect the dots between behavior and business results. ### Future-proofing the CSM role You heard it here first: [AI won't replace CSMs](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/). But CSMs who wield AI will outperform those who don't. [Data literacy](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/), adaptability, and AI fluency are emerging must-haves. The CSMs thriving 5–10 years from now will be the ones who started experimenting today. ## You’re sitting on a customer intelligence goldmine Most CS teams are sitting on more insight than they realize, buried in call transcripts, onboarding decks, Slack or Teams threads, CRM notes, and email chains. The problem? It’s scattered, siloed, and hard to use in the moment that matters. NotebookLM can turn that chaos into clarity. By pulling all your customer materials into one searchable, conversational workspace, you get a clear view not just of what happened, but *why*. You can ramp up on an account in minutes, identify key moments in the journey, and build strategies rooted in real customer context, not guesswork. This kind of synthesis is a game changer for renewals, QBRs, and expansion planning. You’re not starting from scratch. You’re starting from insight. ![❌ BEFORE: Scattered Everywhere - Call transcripts - Onboarding decks - Slack messages - Email threads - CRM notes ✅ AFTER (with NotebookLM): - Unified, searchable workspace - Instant access to key moments - Smarter, faster strategic input](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/Avoid-these-pitfalls.jpg) ### Tailored engagement without the templates Most CSMs want to personalize their touchpoints… but who seriously has the time? NotebookLM helps you do it in minutes, not hours. Whether you're prepping for a [quarterly business review](https://www.customersuccesscollective.com/qbrs-in-customer-success/) (QBR) or drafting a quick check-in, it can help you align every message with the customer's actual goals, usage patterns, and sentiment trends. Say goodbye to generic slide decks. Instead, get your new pal NotebookLM to build a narrative around a customer's KPIs or pull key themes from your last three meetings. The result? Touchpoints that feel thoughtful, relevant, and strategic – not automated. ### Identify churn risk signals fast The warning signs of churn are often subtle. A dip in engagement, a shift in tone, or maybe long stretches of silence. You don’t always catch them, of course, you’re only human! You’re busy. The top predictors of churn today? [**65.6%**](https://www.customersuccesscollective.com/state-of-customer-success-report/)of teams track product usage data, [**57.2%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) look at low engagement, and [**47.8%**](https://www.customersuccesscollective.com/state-of-customer-success-report/) use customer health scores. With NotebookLM, you can surface those insights in seconds, not spreadsheets. Analyzing sentiment, frequency, and content across your resources can help surface early signs of risk. Ask NotebookLM, “Has the tone of this customer changed in the last month?” or, “What potential blockers are showing up across our emails and meetings?” All of a sudden, you're staying ahead of escalations, rather than merely reacting to them. [The rise of copilot and autopilot in customer supportImagine you’re on a flight. The pilot announces two options: “We can use AI to assist me throughout the flight, or I can switch on full autopilot and join you for coffee in the cabin.” Which would you choose?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-329.png)Customer Success CollectiveNeelu Shaikh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Neelu-Shaikh--1--1.jpg)](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/) ## Leading the AI shift This isn’t just about adopting a tool, it’s about nudging your team into a new way of working. If you’re a CS leader, that means setting expectations, encouraging experimentation, and sharing wins early and often. No one expects you to be an expert on day one. Create a safe space for trying things out. Invite team members to run small experiments – like using NotebookLM to prep for a tricky customer call – and then share what worked. When others see real examples, adoption follows naturally. ## Ethics matter We’re all figuring out the balance of AI and human judgment. But a few things are non-negotiable: be clear when AI is involved in your process. Don’t use customer data without consent. Make sure your practices align with privacy laws like GDPR and the AI Act. Trust is still your most valuable asset. AI should support it, not threaten it. ## Your first few weeks with NotebookLM You don’t need to overhaul your workflow overnight. Try a phased approach. ### Week 1: - Sign up for NotebookLM (it's free, no IT approval needed) - Upload one customer's worth of materials - Ask three basic questions about their business goals ### Week 2: - Add meeting transcripts and email threads - Practice generating talking points for upcoming calls - Share one insight with your team that you discovered through AI ### Week 3: - Expand to 3-5 customers in your portfolio - Create templates for common analysis tasks - Start tracking time saved vs. insights gained ### Month 2+ - Build customer intelligence workflows - Train teammates on your successful use cases - Become the go-to AI champion in your organization ## NotebookLM for customer success: Final thoughts Customer success is evolving, with just [under half (**49%**) of CS teams now fully owning expansion revenue](https://www.customersuccesscollective.com/state-of-customer-success-report/) like upsells and renewals. NotebookLM can help you surface key drivers of expansion and turn every conversation into a growth opportunity. See, it doesn’t remove the need for relationships, empathy, or judgment. But it makes it easier to act on insight, faster. The most impactful CSMs in the coming years won’t be the ones who resist these tools – they’ll be the ones who know how to combine them with deep customer understanding and human connection. If you’re curious, if you’re willing to learn by doing, you’re already ahead. --- *If you're serious about scaling strategic engagement, automating the busywork, and future-proofing your CSM toolkit, don’t just read about it – be where the next wave is happening.* *Join us at the* [***AI for Customer Support Summit in Boston***](https://events.customersuccesscollective.com/location/aisupport?)*.* *Connect with trailblazing CS leaders, explore real AI use cases, and get practical insight into how tools like NotebookLM, ChatGPT, and automation frameworks are reshaping the way we serve customers.* [ Grab your ticket ](https://events.customersuccesscollective.com/location/aisupport) ### ​​Preparing your business for AI customer support agents URL: https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents/ Last updated: 2026-07-06T12:31:49.000Z As we look ahead to the future of customer support, one thing is clear: AI is no longer a distant concept – it’s very much *here*, and it’s reshaping everything. Over the past few years, we’ve seen AI move from simple automation tools to more intelligent, context-aware systems that enhance how we support customers. But we’re now at the edge of something even bigger. The next wave of transformation is being driven by AI agents – autonomous systems that don’t just assist support teams but actively reason, act, and collaborate to solve problems at scale. In this article, I’ll walk through how AI agents are redefining support, what businesses need to prepare for, and how you can move from experimentation to real capability. [The customer success playbook for the AI revolutionCustomer success has entered its AI era. Discover how leading teams are evolving from reactive support to predictive, personalized engagement.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-325.png)Customer Success CollectiveJatin Sharma![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--17--1.jpg)](https://www.customersuccesscollective.com/customer-success-evolution-ai/) ## What are AI agents? AI agents are autonomous systems that can perceive, reason, and act. This triad is essential to how they function. These agents don’t operate in isolation; they interact with tools to take action in the environment. Perception and reasoning on their own are not enough. For an AI agent to be effective, it must be able to do something: call an API, trigger a workflow, extract data from a source, or update a system. That’s where the action component comes in. Today’s agents are built by leveraging the reasoning capabilities of modern large language models. Some of the models powering this space include OpenAI’s GPT-4o, [Google’s Gemini Flash](https://deepmind.google/models/gemini/flash/), [DeepSeek’s recent advancements](https://www.csis.org/analysis/deepseeks-latest-breakthrough-redefining-ai-race), and [Meta’s LLaMA 3 series](https://ai.meta.com/blog/meta-llama-3/). [![How AI agents work](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdfBiOZf3tZKaAD0A6OpLUNSutIlI1BFfpp8t-_-yhmwfbHj6K6AgzAScyOAV-ECwm6VV6RDmkQZuhqDfEOeHm71j80W2dvF2sjupvcKwjOwVuJiwSag-iG2f6WUc_KEFkWArOB?key=f1sxnzmVPNZor475j-ULJA)](https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents) ### A mental model for AI agents To help visualize how AI agents work, I often explain them with this simple structure: - The agent is essentially an LLM. - Instructions are the prompts or rules that guide its behavior. - Tools are the APIs or functions the agent can call to perform tasks. When a task is handed to an AI agent, it reasons through the instructions, decides which tool(s) to use, and takes action by making the appropriate calls. Think of it as a decision-making system equipped with both logic and utility. And just as humans collaborate to solve problems, AI agents can collaborate too. If one agent reaches a point where it needs input from another, it can hand off the task. This is called multi-agent collaboration, and it’s becoming increasingly common. In fact, we’re now seeing architectures where swarms of agents – dozens or even hundreds – each handle a small piece of a larger process, working in sync to achieve complex outcomes. ### From traditional to agentic customer support Let’s bring this to life with a familiar scenario in customer support. Traditionally, when a customer reaches out via email, chat, or a helpdesk portal, a support engineer picks up the ticket. They triage the issue, analyze logs, collect necessary data, loop in other team members if needed, and eventually respond to the customer. The engineer wears many hats – handling documentation, follow-ups, prioritization, troubleshooting, and more. But what if we reimagine that workflow with AI agents? In an agentic support scenario, the front end still looks the same: customers contact support through the usual channels. But instead of the support engineer immediately stepping in, we deploy a set of AI agents to handle the first pass. You might have: - A triage agent to assess the request. - A data collection agent to gather key information. - A follow-up agent to manage communication. - An analysis agent to examine logs or patterns. - A prioritization agent to flag urgency. These agents work together to process and enrich the ticket before it ever reaches a human. By the time a support engineer steps in, they have a much more complete and actionable picture. They can still collaborate, use advanced tools, and bring in team expertise – but they’re doing so from a more informed starting point. The agents themselves have access to the same toolkits – logs, APIs, even internal systems – so they’re not just middlemen. They’re active participants in solving the issue. This is what an agentic support model looks like in practice – and it’s just the beginning. [How agentic AI is transforming customer experiencesFind out how goal-driven Agentic AI is redefining customer experiences and operational excellence.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-326.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--37-.jpg)](https://www.customersuccesscollective.com/agentic-ai-customer-experience/) ## Why AI agents matter I genuinely believe that 2025 will be the year of AI agents. We're already seeing a wave of experimentation in this space, along with a growing ecosystem of vendors offering frameworks and platforms to help businesses get started. The momentum is real, and it’s only accelerating. At the core of this shift is a fundamental truth: AI is redefining business processes. Wherever there are repetitive tasks or routine decision-making, AI agents are stepping in to take over – and doing so with far greater intelligence than traditional automation systems. We're no longer talking about automation in its conventional sense – systems that simply execute pre-set instructions. Instead, we’re talking about intelligent agents that decide what needs to be done and how to do it. That’s the game-changing element. AI agents aren’t just following steps, they’re choosing the right steps to take. [![AI agents aren't just following steps, they're choosing the right steps to take](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdnRG4c21m2nY3U7iaIh895cBa13iEQD8_lubGWM8vkTKDn7haHByLo4lNGglNxoyogC8YT7wsh0p9KkTMNYCJRtRm6TE9S_ceZ6RPWcjVodFOLb0Qg3RfFxCZvdm4Xc9RGi25S?key=f1sxnzmVPNZor475j-ULJA)](https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents) ### Start experimenting early Why does this matter for your business? Because if you're not experimenting with AI agents now, you're going to fall behind. The competitive edge will belong to those who start early, who explore, tinker, test, and build a foundational understanding of these systems today. The good news is that it's easier than ever to get started. Many AI agent frameworks and libraries are now available in the open-source ecosystem. There’s no need to wait for an enterprise-scale rollout. Small experiments can begin right away, and those early learnings will compound when you're ready to scale. Think of this as a strategic investment. Start identifying areas in your organization where AI agents could make the biggest impact, particularly those that involve repetitive workflows, frequent handoffs, or high-volume decision-making. These are your ideal candidates for automation with intelligence. ### Benefits, opportunities, and risks If I were to sum up the core benefits of AI agents in a single line, it would be this: faster resolution times, lower operational costs, and a consistently improved customer experience. With AI agents, you can finally deliver around-the-clock support without needing to scale your team linearly. And when they’re designed well, these systems give your customers a predictable, high-quality experience – one that reflects your commitment to innovation and service excellence. The biggest opportunity? You can scale global support operations without dramatically increasing headcount. That also means your current support team can focus on higher-value, more complex work, while AI agents handle the repetitive, mundane, or procedural tasks. But it’s not without risks. [AI hallucinations](https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience/) are real and well-documented. That’s why setting the right guardrails is critical – from decision boundaries to escalation triggers. You also need to account for ethical concerns, data privacy, and ensure that AI is applied where it makes sense. Not every problem needs an agent. Some tasks may be better handled through simpler, well-defined processes. Over-reliance on automation can become a liability. Use AI agents where they enhance clarity, speed, or experience, not just because you can. Strategic thinking must guide every implementation. [![Benefits, opportunities, and risks of AI agents](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcl7yOXr4kLgZi5lXSSx2nl-DdhQFto_W3FFMQORAmLUiRLfNs5Nph1PRJ5UEuLe4QOfMVMF9x8PI3C546rmQVCSB4tXyH5Ssrx7CG9RFlzOtXHYgXosqgxx53y8GRJHk8FaUhx?key=f1sxnzmVPNZor475j-ULJA)](https://www.customersuccesscollective.com/preparing-business-ai-customer-support-agents) ## How to prepare your business for AI agents So how do you get ready for this shift? Implementing AI agents isn’t just a matter of playing with the latest tools. It requires a clear plan, strategic thinking, and an understanding of your business goals. The first and most important step is identifying your objectives. Don’t dive into AI agents without a purpose. Define what you want to achieve: - Are you looking to reduce manual effort? - Improve response time? - Lower costs? - Augment your existing teams? These questions need to be front and center as you evaluate the role AI agents could play in your operations. You should also distinguish between automation and augmentation. Are you looking to fully automate a task or simply make it easier and faster for support engineers to complete? AI agents are particularly powerful in decision-making scenarios, so look for areas where agents can not only execute steps but also decide which steps to take. Long-term thinking is key. Avoid small, isolated wins that don’t scale. Instead, build for sustainability. Think about how this fits into your organizational roadmap – and where AI agents can deliver real transformation. ### Use a maturity model to guide your rollout A helpful framework I’ve used is a simple three-phase maturity model: 1. **Pilot:** Start small. Identify one or two high-impact areas and test an agent in a contained environment. 2. **Integration:** Once you’ve proven value, focus on connecting agents to real tools, processes, and data systems. 3. **Transformation:** Move toward broader adoption, restructuring workflows and teams to take full advantage of AI. ### Where to deploy agents and how to find opportunities There are three key themes I consider when identifying use cases: - **Bottlenecks and inefficiencies:** Where is your team losing time? Are there repetitive decisions being made daily? Could agents assist in those areas? - **Support for human engineers:** Can AI agents augment the work of your team, making their lives easier and their output more effective? - **Cost-benefit:** What’s the expected ROI? Consider time saved, revenue protected, or headcount optimized as you weigh the potential. Ideal use cases often involve: - High-volume, repetitive tasks - Decision-heavy workflows that can be guided by data - Scenarios where reliable tools (with APIs) are already in place for the agent to interact with Start with quick wins. Solve smaller, well-contained problems where success can be measured. Once you’ve built confidence and gained some traction, apply those learnings to more complex workflows and broader implementations. ### Tools, frameworks, and whether to build or buy There’s no shortage of options out there. A quick search will turn up plenty of vendors and open-source frameworks focused on AI agents. Some popular tools I’ve seen include: - [LangChain](https://www.langchain.com/) - [LlamaIndex](https://www.llamaindex.ai/) - [CrewAI](https://www.crewai.com/) - [Pydantic AI](https://ai.pydantic.dev/) If your team has the technical depth, you can even consider building your own lightweight AI agent framework tailored to your internal needs. Whether you choose to build or buy, just make sure you’re evaluating based on scalability, security, and integration capabilities. It’s easy to get caught up in the excitement, but long-term reliability and fit with your existing systems should guide your decision-making. Sometimes, an **off-the-shelf solution** is the right answer. Other times, especially if your requirements are highly specific, you may want to roll your own. Know when to build and when to buy. ### Start small, stay focused, and scale thoughtfully One piece of advice that’s worked really well in my experience: dedicate one person to this. Just one resource who is fully focused on experimentation, testing [APIs](https://www.mulesoft.com/api/what-is-an-api#:~:text=Many%20people%20ask%20themselves%2C%20%E2%80%9CWhat,APIs%20are%20all%20around%20us.), evaluating new models, and prototyping use cases relevant to your business. Give them the freedom to fail fast, test aggressively, and build solutions around your actual needs. This approach has proven more effective than starting with a large team or overanalyzing every decision. Over time, as your confidence and maturity grow, you can scale this into a broader program with more contributors. But start focused. ### Bring your team along for the journey When AI agents begin to play a significant role in your organization, it’s essential to involve your engineers and support staff. Let them see AI as a partner, not a replacement. This is about augmentation, not elimination. Train your teams to work alongside these systems. Provide FAQs, run onboarding sessions, and make sure they understand how these tools support, not threaten, their work. Encourage engineers to become drivers of this change. Gradual adoption, feedback loops, and clear documentation go a long way toward successful change management. Transparency about what’s working, what’s not, and what’s next builds trust. Finally, when you’re ready to roll out a solution, start with a pilot group. Get early buy-in, demonstrate results, and then expand. Scaling in stages ensures smoother adoption and fewer surprises. ## Building an AI agent implementation roadmap When thinking about implementation, it’s important to break your roadmap into clear, actionable phases. At a high level, I like to structure it into three key stages: proof of concept, integration, and optimization. ### 1\. Proof of concept Start small. Identify a use case that’s meaningful but manageable – something you can test and measure. Bring in a few key stakeholders who will be responsible for evaluating your early AI agent implementations. Run focused, small-scale pilot projects, and most importantly, collect feedback continuously. This phase is all about learning. You’ll need to iterate often, respond to issues quickly, and start building the guardrails that will support future success. The stronger your feedback loop, the faster your agents will improve. ### 2\. Integration Once your proof of concept is validated and there’s a clear appetite for continued use, it’s time to expand. Start encouraging a wider group of team members to use the agents. Look for opportunities to integrate AI agents with your production systems – this is where you start unlocking real value. At this stage, AI agents should become part of your day-to-day operations. Whether that’s embedded in internal tooling, customer-facing systems, or behind-the-scenes workflows, integration is where AI begins to scale its impact. ### 3\. Continuous optimization Even after deployment, your job isn’t done. AI is a fast-evolving field, and what works well today might be outdated six months from now. You need to actively optimize your agents and the workflows they support. Monitor performance. Stay on top of new models entering the space, especially open models that might bring better performance, faster inference, or new capabilities. Test these against your existing system to see where improvements can be made. Continuous evaluation should become part of your AI operations. It’s not just about building once – it’s about building smart, then improving relentlessly. ### Addressing the risks and challenges Of course, no implementation journey is without its challenges. Without a clear AI strategy, adoption can stall. It’s critical to align stakeholders, use cases, and technical goals from the start. You’ll also need to pay attention to data privacy and compliance. As AI agents interact with sensitive systems or customer data, your guardrails must be robust. This is especially important during the evaluation phase, where vulnerabilities can be identified and addressed before they scale. Model bias is another area to watch. AI agents can sometimes make assumptions or exhibit unintended behavior. To mitigate this, build proper evaluation sets into your testing framework and stay vigilant in spotting patterns that might skew results or impact fairness. One space I believe will play a much bigger role in the coming months is AI governance. While it didn’t get much attention in the early days of large language models, 2025 is shaping up to be the year when organizations start to prioritize governance in earnest. Being able to monitor and manage AI agents at scale, with transparency, accountability, and auditability, is becoming non-negotiable. ## Start small, think big, and act now AI is not a one-time implementation. It’s a journey. One that requires sustained investment, a clear vision, and a mindset oriented toward continuous learning and improvement. If you want to gain a true competitive advantage, the time to begin is now. Start small, but start strategically. Identify one process in your business – something repetitive, decision-heavy, or time-consuming – and ask yourself, could an AI agent help here? Run that first experiment. Measure the outcomes. Learn from the process. Then build on it. One successful use case should lead to another. Over time, these small wins add up and begin to shape a scalable, intelligent system that supports your broader business goals. Evaluate the tools and vendors already in your stack. Do they support AI agents? Are they equipped to handle your workflows? Where there are gaps, explore new options or consider building internally if your needs are unique. And I’ll emphasize once more: investing in a single, dedicated resource to focus on experimentation can pay enormous dividends. Someone who can test new models, compare architectures, and stay aligned with your specific business use cases will drive more progress than a large team with scattered focus. So that’s my challenge to you: begin your AI journey today. Don’t wait for the perfect moment or the perfect tool. Choose one use case, build something small, and get it in motion. You’ll learn more by doing than by planning endlessly. --- *This article is based on a presentation given by Rohit at our Chief Customer Officer Summit in Silicon Valley 2025.* *Catch up on* [*this presentation*](https://www.customersuccesscollective.com/ai-for-customer-support-summit-virtual-february-2025/?wchannelid=mkfq1qrg4e&wmediaid=zw6ankvhmy)*, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more exclusive content, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### State of Customer Success 2025 Report URL: https://www.customersuccesscollective.com/state-of-customer-success-2025-report/ Last updated: 2026-02-09T14:49:31.000Z ## Get the clarity you need to grow your customer success career. The fifth edition of our flagship **State of Customer Success Report 2025** is here – your no-fluff, data-backed guide to what customer success *really* looks like in 2025. Benchmark your role We surveyed hundreds of CSMs and CS leaders around the world to give you a clear picture of how CS is evolving – and how to keep your career ahead of the curve. ## What’s really going on in customer success? We asked hundreds of CS pros around the world to find out what’s helping teams scale... and what’s holding them back. A sneak peek at what's inside: 👀 Why nearly 70%of CS teams still **don’t have formal enablement,** and what that’s costing them. 📈 What the top-performing CS orgs are doing differently when it comes to **owning revenue**. 🧠 **How AI is actually used** in CS, and why most teams are still stuck in the experimentation phase. 🚨 The most common **internal blockers** killing CS momentum (and why role clarity is still a major issue). 📏 Which **KPIs** CS leaders are being measured on in 2025, and what’s being left out entirely? 💸 Why **customer-first culture is declining,** and what that means for the future of the function. We partnered with customer success platform [**Gainsight**](https://www.gainsight.com/) to craft this candid, data-driven look at the reality of CS today. --- ### The 2025 State of Customer Success Report: - Exposes the disconnect between strategic expectations and real support so that you can build smarter, not harder. - Benchmarks your role and team against hundreds of global peers, and gives you a shared language to drive change. - Breaks down what’s actually working inside high-performing CS orgs – and what’s just noise. Get the report and get clear on where customer success is really headed. Download your free report --- ## Why this report matters in 2025 **The role of CS is bigger than ever, but also more misunderstood.** You’re being asked to retain, expand, consult, strategize, automate… and often, explain your own job. This report shows how your peers are balancing it all – and where support is still missing. **CS is now a career, not a stepping stone.** The path is real: CSM → Senior → Director → VP. But progression requires more than great instincts. It takes visibility, benchmarks, and clarity on what good looks like. **You need data, not guesswork.** With input from hundreds of global CS professionals, this report provides shared language, proven structures, and honest insight to help you navigate growth, whether you’re solo, scaling, or leading at the exec level. Get your copy ### The case for pre-sale customer success (and how to do it right) URL: https://www.customersuccesscollective.com/pre-sale-customer-success-partnership/ Last updated: 2025-06-18T17:15:55.000Z ## Stop the post-sale customer success scramble A deal closes, champagne pops, and then a brand-new team shows up to onboard the customer, piecing together half-remembered promises. Details slip, expectations blur, and trust starts leaking before the product even goes live. That chaos exists because [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) joins too late. Bringing [CS into the sales process](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) – even in small, strategic ways – can eliminate those frustrating handoffs, surface risk earlier, and keep [customers aligned](https://www.customersuccesscollective.com/customer-success-alignment-assessment-framework/) from day one. It’s not about slowing down deals. It’s about making them stick. ## From trust to handoff (and back again) Think about [a recent client who was… well, *difficult*](https://www.customersuccesscollective.com/customer-complaints/), to put it mildly. Maybe expectations weren’t clear, maybe the renewal was painful, or perhaps they tried to walk away from the contract altogether. Now ask yourself: why were they challenging? ![Six sticky notes under the heading “How many of these sound familiar?” listing common customer challenges: Misaligned expectations, Surprise feature requests, “Wait, that’s not in the contract”, Renewal friction, “We thought this would be easier”, and Lost context after handoff.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/sound-familiar-1.jpg) Take a moment to pinpoint the top three issues. Chances are, they’ll tie back to questions like: - Do you clearly understand what value means to them? - Are they actually seeing that [value](https://www.customersuccesscollective.com/value-most-important-metric/)? - Does the product meet their needs, or are they waiting on a future feature? - Do you know their business goals? - Do you know why they bought your product? - Were any specific time commitments made or assumed? - What was their time to value, shorter, longer, or exactly as expected? - Do they understand what CS is actually there to do? - How well do they fit into your [ideal customer profile](https://www.cognism.com/blog/ideal-customer-profile) (ICP)? - And finally, what were the surprises? Now, keep those challenges in mind. Because while CS can’t appease every [tough client](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/), being involved earlier in the journey often makes these issues less painful — and so much more predictable. ## The problem with a siloed customer journey Here’s how it usually goes: 1. **Initial sale:** Handled by [marketing](https://www.customersuccesscollective.com/bridging-marketing-sales-and-customer-success-for-customer-centricity-2/), SDRs, BDRs, and account executives. 2. **Onboarding:** Once the deal is closed, the whole team passes the client off to a brand-new one: maybe [project managers](https://www.customersuccesscollective.com/tools/the-best-project-management-tools-for-customer-success-leaders/), sometimes CS (but not always). 3. **Adoption:** After go-live, there’s another handoff — now to the customer success and support teams. ![Flowchart showing a fragmented customer journey: Marketing ➝ SDRs/BDRs ➝ AEs ➝ Project Management ➝ CS/Support, with notes explaining that each hand-off results in lost context and requires the customer to re-explain their goals.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/The-broken-customer-journey-before-CS-joins---2-.jpg) At every stage, the [customer builds trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), only to feel like they’re starting over. Again and again. And with every transition, context gets lost. Promises blur. Relationships reset. It’s a choppy, disjointed experience… and it’s entirely avoidable. ## Building a connected journey Now, picture a different model. One where CS is involved earlier – not from day one, not in every single meeting, but just enough to create continuity. Your sales team still leads the deal. Marketing, SDRs, and [Account Managers](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) are all in play. But CS joins during key moments, laying the groundwork for value realization, setting expectations, and building rapport before the contract is even signed. What changes? - There’s no full [handoff](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) because CS was there before onboarding even began. - Fewer things get lost in translation. - Customers don’t have to re-explain their goals and frustrations over and over. - Trust gets built and maintained. Other teams can plug in throughout the journey, too. Marketing, for example, can support onboarding with training videos or milestone-based emails. Support joins later, but the client already knows their CS partner, and the baton pass is simple and smooth. Even salespeople should stay lightly involved post-sale, checking in and maintaining relationships they worked hard to build. It’s not about monopolizing every stage; it’s about owning the relationship together. ![Side-by-side chart comparing a siloed model with an integrated CS model. The left side lists issues with red Xs: Multiple hand-offs, Delayed value discussions, Surprise risk factors. The right side lists solutions with green checkmarks: Single point of continuity, Early value alignment, Risks flagged during sales.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/The-connected-customer-journey.jpg) ## One team, one customer experience Here’s a great quote from Coach K: “Two are better than one if two act as one.” This applies perfectly to the CS-sales relationship. Acting as a single, unified team not only strengthens the deal, but it also protects the customer experience after the contract is signed. Sales might worry that CS will say the wrong thing or complicate the close. But with the right plan, the opposite happens: CS can help close the gap between promises and delivery. By working together earlier, you reduce confusion, avoid surprises, and set both your team and your customer up for long-term success. ## Why bring customer success into the sales process? You might be thinking, “Why would we bring CS into the sales process?” You definitely don’t want to slow things down or complicate the deal, right? And I get that – it can feel like adding another voice might just make things messier. But I’d argue it does the opposite. ### The problem with waiting too long Let’s go back to that siloed customer journey. In that model, your value realization program – that’s the work of aligning on success, defining value, [setting baselines](https://www.customersuccesscollective.com/actionable-advice-for-setting-up-customer-success-led-mutual-engagement-plans/), and planning how you'll [measure outcomes](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/) – doesn’t even begin until onboarding. CS hasn’t been involved in the sale, so they’re getting this information secondhand. You're already chasing time to value, and you might still not have a clear picture of what value means to the customer. So, now you're halfway through [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), trying to build a project plan or a success plan, and it’s all reactive. ### Starting with value from day one But if CS is involved during the sales process, you can start talking about value before the contract is even signed. You can build a success plan early, so by the time onboarding kicks off, you’re not scrambling, you’re aligned and ready to go. And that’s just the beginning. [![Customer Labs Johannah Coffey](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSC_In-Article_Ads_Customer_Labs_Template--8-.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) ## The benefits of bringing customer success into sales ### 1\. Earlier value realization You get a head start on building the [value realization program](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/); no waiting, no guesswork, and no piecing things together later. ### 2\. Better ICP assessment CS can help spot whether a prospect falls outside your ICP. Let’s be honest, sometimes you stretch your ICP to hit targets. That’s fine. But it’s better to recognize and plan for that during the sales process, not find out later when the relationship’s already strained. ### 3\. Faster trust-building When customers see that the person helping them after the sale is involved before the sale, it builds trust. They're more confident in what’s being promised because they know this isn’t just a “sales pitch.” It’s a partnership. ### 4\. Fewer surprises No more, “Well, the salesperson said we’d get this…” but there’s no record of it. CS is already in the room. If something’s promised, they hear it firsthand. And if something gets missed? There’s a better chance it gets caught early. ### 5\. Quicker deal closure One of our clients told us that they were already planning to sign, but having someone from CS join a meeting and walk them through what working with us would actually look like sealed the deal. It made everything real and reassured them they could trust us long-term. [Why customer success isn’t just a post-sale functionCustomer success can be incorporated before the point of purchase to maximize customer lifetime value, customer experience, and establish foundations for revenue growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-321.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--9--2.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ## How to bring CS into sales (without slowing things down) All of this sounds great, but let’s be real: how do you *actually* make it work without stepping on sales’ toes or dragging out the deal process? Think back to that challenging client you identified earlier. If you had been part of their sales process, where *could* you have stepped in to set better expectations? Where could you have prevented misalignment? ### 6 easy ways to bring CS into the sales cycle #### Product demos Instead of just having sales engineers or Account Managers run the [product demo](https://www.customersuccesscollective.com/product-demos/), bring in CS to show how real clients use the product. This makes it easier to connect features with real-life challenges. #### Contract reviews Yes, CS can be helpful here too, especially when reviewing [statements of work (SOWs)](https://www.sap.com/products/spend-management/services-procurement/what-is-statement-of-work-sow.html) or project plans. It’s not about reviewing legal language; it’s about answering, “What does this mean in practice?” CS can give a future-focused view of what working together will look like. #### Process and workflow discussions If your product requires onboarding or workflow setup, CS can walk through what that process looks like. It helps [set expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) around time and effort — even if the product is easy to use, there’s still some lift required. #### Scope conversations Scope creep is real. And if you’re in a creative or technical space, things like “why *this* product and not *that* one?” can get lost in translation. CS can offer context and guidance so the hand-off to delivery teams is smooth and well-understood. #### Reference management CS owns the post-sale relationship, so they know which clients make great references. They can also talk directly to prospects to understand what kind of reference they’re actually looking for, and help make the right connection. #### Value discussions This one’s huge. Why is the client buying? What results do they expect? CS can start that conversation early, not just inherit it later. It also ensures that post-sale work is tied directly to what the customer actually wants to achieve. [![Become a free CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Multithreading the sales process At the end of the day, bringing CS into the sales cycle gives you a new, credible voice in the room – one that will be there post-sale and can help reinforce the trust you're trying to build. It’s a simple way to [“multithread” your approach](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) and create more meaningful, transparent conversations. You’re not adding more hoops to jump through. You’re building a smoother, more connected customer experience – and everyone benefits from that. ## Making the case real: Revisiting your challenging client Let’s go back to that exercise from earlier. Think about those challenges you listed; how many of them could’ve been avoided, or at least made easier, if you’d been involved earlier in the sales process? Maybe during the product demo, you could’ve clarified that a certain feature doesn’t exist yet, or explained a workaround that’s available until Q4\. Maybe a scope discussion could’ve uncovered that the client was only narrowing scope due to budget limitations, not because it was the best solution. These are all things that become easier to navigate when CS is involved early on. Take a minute to reflect on the challenges from your client example. Could any of them have been addressed up front? [![Customer Success Salary Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSC_Salary_Survey_Article_2024--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ## Aligning value from the start Let’s look at some of those common client questions and how they tie back to your involvement in sales. ### What does value mean to them? This one’s huge. A simple value discussion early on can solve so much. Ask about their business goals and objectives, and make sure they actually connect to what you define as value. For example, in our world working with furniture retailers, “value” might mean increasing conversion rates or raising average order value. But for brands, it might look completely different. There’s never a one-size-fits-all. ### Are they seeing that value? If you didn’t understand what value meant to them in the first place, how are you measuring it later? When you’re involved in the presales conversation, you can collect a baseline, so when results start to roll in, you’ve got something to compare them to. And that makes renewal conversations a whole lot easier. ## Product fit and expectation-setting ### Does the product meet their needs? If you gave the demo, you’d know where the sticky spots were – where they asked tough questions or seemed unsure. You’d hear firsthand if they expected a feature in a specific timeframe. You’d also likely be more honest in these discussions, not because sales isn’t trustworthy, but because you’re the one who has to *deliver* on the expectations later. ### What are their business goals? In my previous role at Cylindo, we actually used a dedicated “goals” slide during the sales process that follows the client into onboarding. It outlines why they bought and what they want to achieve. CS can lead that discussion early, then keep leading it post-sale, creating a consistent, connected experience. ![Mock-up of a success plan slide including fields for business goals, success metrics, timeline milestones, and owner assignments – used in both the sales and onboarding phases to ensure alignment.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/Success-plan-side-example.jpg) ### Are time commitments and expectations aligned? Clients often think a new tool will be “plug and play” – five minutes of setup and they’re good to go. But as much as we’d love this to be our reality, we all know that’s rarely the case. If you’re involved early, you can set realistic expectations around time to value and project timelines — whether that’s in a demo, a contract/SOW review, or a value planning session. ## Setting up for success post-sale ### Do they understand your role? Being present during the sale helps establish CS’s role from the beginning. They know who you are, what you do, and how you differ from sales or project management. That clarity pays off later. ### Do they fit your ICP? Early involvement lets you assess whether a prospect fits your ideal customer profile, and if they don’t, that’s still okay! The point isn’t to disqualify, it’s to flag and plan. You can set the right expectations, allocate resources appropriately, and reduce risk. ## Fewer surprises, better outcomes When CS joins the sales process, the outcome isn’t just smoother handovers – it’s *fewer surprises* for everyone. ![Customer Labs Workshops](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSC_In-Article_Ads_Customer_Labs_Template--10-.jpg) *This article is based on a workshop Johanna gave called "Pre-sale partnerships" at* [***Customer Labs***](https://www.customersuccesscollective.com/customer-labs-workshops/) *on January 29, 2025.* ## Upcoming workshops Ready to level up your customer success skills? Our workshops run twice a quarter on Wednesdays, bringing you expert-led, hands-on learning experiences designed to solve real CS challenges. - **Strategic CS leadership** with [Andreja Mrzel](https://www.linkedin.com/in/andreja-mrzel/) (September 17) - **Elevate your CSM career** with [Elizabeth Blass](https://www.linkedin.com/in/elizabethblass/) (October 22) - **Build high-performing customer success teams** with [Dominique Duquennoy](https://www.linkedin.com/in/dominiqueduquennoy/) (November 19) Each workshop offers exclusive frameworks, actionable strategies, and collaborative learning opportunities to help you drive retention, enhance satisfaction, and align customer success with your business goals. ### Don't get FOMO Register now to join industry leaders from companies like Microsoft, Entrust, and Blackline in these transformative sessions. Take what you learn back to your team and create bespoke programs that drive measurable success together. [ Find a workshop for you ](https://www.customersuccesscollective.com/customer-labs-workshops/) ### User feedback tracker for AI content URL: https://www.customersuccesscollective.com/user-feedback-tracker-for-ai-content-template-framework/ Last updated: 2025-12-15T11:43:21.000Z ## What is a user feedback tracker for AI content template? The user feedback tracker for AI content template is a specialized tool designed to help teams systematically collect, manage, and analyze user feedback related to AI-generated content. Whether you’re working with AI-written articles, chatbot responses, or automated visuals, this tracker helps ensure that every piece of feedback, positive or critical, gets logged, reviewed, and actioned. This template is your operational hub for improving AI content quality, monitoring trends, and making your content more accurate, ethical, and aligned with user expectations. ## What’s inside the template? This tracker is packed with fields to ensure no detail slips through the cracks. Key sections include: - Feedback entry details - User details - AI content metadata - Feedback categorization - Impact & severity - Response & resolution - Analytics & trends Basically, it gives you the “what, why, and how” of every feedback item, perfect for both human review and trend analysis over time. ## How to use the template 1. **Log all user feedback** related to AI content in real-time or batch uploads. 2. **Tag and categorize entries** by type, severity, and content aspect. 3. **Use the status and resolution fields** to track what action was taken and by whom. 4. **Analyze the tags and trends** to spot recurring issues, improvement opportunities, or emerging risks. 5. **Maintain follow-up notes** and link to documentation or screenshots for transparency. Pro tip: Integrate this tracker with your CRM or feedback platform to automate data flow and save your team from manual entry madness. ## Download your user feedback tracker for AI content template ![User feedback tracker for AI content](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/User-feedback-tracker-for-AI-content.png) [User feedback tracker for AI content - User feedback tracker for AI contentUser feedback tracker for AI content - User feedback tracker for AI content.pdf76 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/06/User-feedback-tracker-for-AI-content---User-feedback-tracker-for-AI-content.pdf "Download") [User feedback tracker for AI contentUser feedback tracker for AI content.xlsx108 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/06/User-feedback-tracker-for-AI-content.xlsx "Download") [User feedback tracker for AI content![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/spreadsheets_2023q4-16.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLTLoQRRGBoH8jHhe0rwqftahq-8fOG9B2ikEGn8OThc7Ey-8cRplZww8XunQn2yvyMtCpMPeoP-04oloLaDVNfARfuSAkivlL93IuueOhQw-VFuplp-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1-1HOw9YF-kIshgEFU5NFbH13My0kw30nMFp0eoHq%5FeM/edit?gid=658294464#gid=658294464) _This post is for paying subscribers only._ ### How agentic AI is paving the way for the next generation of customer experience URL: https://www.customersuccesscollective.com/agentic-ai-customer-experience/ Last updated: 2025-10-01T12:53:19.000Z ## How have customer experiences evolved? For years, [automated or interactive voice systems](https://www.ibm.com/think/topics/interactive-voice-response) have set the bar *painfully* low, and as a result, customers have been conditioned to expect very little from these interactions. Just take any interaction with a call center; long hold times, clunky IVRs, and endlessly being passed from pillar to post have trained many of us to simply give up before we even get started. But that’s changing fast. [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) is now the dominant force in tech, and service operations are one of its hottest use cases. The newest chapter is **“agentic AI”** – intelligent systems that don’t just answer questions but pursue goals and get work done. [Customer-first](https://www.customersuccesscollective.com/customer-led-growth/) cultures are [in decline by 11.1%](https://www.customersuccesscollective.com/state-of-customer-success-report/) in 2025; only 31.7% of organizations prioritize the customer at the center of decision-making. As more companies become sales-led, [customer frustration](https://www.customersuccesscollective.com/customer-complaints/) risks increasing, unless diffused by new technologies. ## What is agentic AI? Agentic AI is artificial intelligence that can infer goals, plan tasks, and take autonomous action. It doesn’t just respond to prompts or analyze data, but rather, it connects actions across systems to achieve outcomes on behalf of users. *That’s* what sets it apart from earlier AI approaches — and it’s why enterprise demand is accelerating fast. In fact, [Juniper Research](https://www.globenewswire.com/news-release/2025/02/18/3027494/0/en/Juniper-Research-Conversational-AI-to-Generate-57-Billion-of-Revenue-Globally-Over-Next-Three-Years.html) projects that global revenue from conversational AI will rise from $14.6 billion in 2025 to over $23 billion by 2027, fueled largely by agentic AI's ability to automate tasks and reduce reliance on human labor. Here’s what the tech giants at [IBM define it as](https://www.ibm.com/think/topics/agentic-ai): > *“Agentic AI takes autonomous capabilities to the next level by using a digital ecosystem of large language models (LLMs), machine learning (ML), and natural language processing (NLP) to perform autonomous tasks on behalf of the user or another system.”* [Cisco breaks this down](https://outshift.cisco.com/blog/what-are-ai-agents) into three essential capabilities: memory, task-awareness, and independent action. These allow an agent to actively "choose what actions to take to achieve an outcome" rather than simply responding to whatever prompt it receives. The **State of Customer Success Report** reveals that 70.7% of [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) manage more than 10 accounts 1:1, and only 15.9% use automated adoption nudges. It’s clear that traditional methods simply can’t scale. Agentic AI closes this gap by autonomously executing repetitive tasks, not just suggesting next steps, but *taking* them. To understand why this technology is so transformative, it's important to clarify how agentic AI differs from the generative AI systems most people are familiar with. [![How to Build a Customer Lifecycle That Grows Revenue Playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/CSC_Customer_Lifecycle_2025_Plabook_ArticleBanner.jpg)](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### Agentic AI vs. generative AI So, while [generative AI](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) creates new content like text or images, agentic AI is action-oriented. That said, AI doesn’t “understand” things like humans do. Instead, it learns from patterns, pulling value from columns in data and surfacing insights based on frequency, sentiment, or severity. But in high-volume, repetitive environments like contact centers, that’s exactly what’s needed. Here's how this can play out in practice: Let’s say a customer calls in with a complaint regarding a bill discrepancy. A more traditional system would route the call, put them on hold, and eventually connect them to a [customer support manager](https://www.customersuccesscollective.com/customer-support-manager/) who would need to investigate the issue manually. Agentic AI recognizes the common billing problem from the off, validates their account details, initiates a refund, and emails confirmation – all well before the customer finishes explaining the issue. This action-oriented capability translates into three fundamental ways that agentic AI is reshaping every touchpoint of the customer experience. ## How are AI-powered agents transforming the customer journey? The technological leap that is agentic AI is reshaping the entire [customer journey](https://www.customersuccesscollective.com/customer-journey-gap-analysis-template-framework/) in three key ways, each building on the foundation of the previous advancement. ### 24/7 availability Sure, there are pros and cons of AI, like there are with human-led customer service, but one of the most – if not *the* most – attractive reasons for AI is this: voice agents never sleep. Whether 1,000 or 10,000 customers call at once, an AI can be like a concierge, greeting every single one instantly. This is an absolute lifesaver for companies during peak season or system outages. But availability alone isn't enough if the experience remains frustrating. That's where the next advancement becomes crucial. ### Seamless, natural conversations It’s time to say goodbye to stilted, artificial-sounding voices and say “hello” to regional accents, natural pacing, and lightning-fast understanding that creates a “Wait… that was a bot?” moment. We’ll admit, it initially does feel a little dystopian to think there’s no telling between a human voice and an artificial one. However, the benefits are undeniable: more personalized customer care and better, more tailored experiences for each individual caller. Plus, it’s what customers expect, as [according to Zendesk](https://www.zendesk.com/blog/ai-customer-service-statistics/), “56% of customers believe bots will be able to have natural conversations by 2026. While 65.9% of CS teams still rely on human-led check-ins for adoption, agentic AI offers an upgrade, instantly delivering intelligent follow-ups, nudges, or resources based on customer behavior, without waiting for a CSM to manually intervene. **Pro tip:** Should customers ask, be up-front that your support agent is an automated assistant, but don’t make a meal out of it. The smoother the reveal, the higher the adoption. Once customers are comfortable conversing naturally with AI, the next breakthrough becomes connecting those conversations across every channel they use. ### Seamless, omnichannel experiences Don't think for a second that tomorrow's [customer experiences](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/) will stop at voice interactions. Text, images, and interactive content will flow together seamlessly, allowing customers to start on a phone call, continue via chat, and finish in a visual portal – all guided by the same AI that maintains context throughout the entire journey. This integrated approach transforms fragmented customer service into a cohesive experience that follows customers wherever they prefer to engage. ## Key benefits for CX and operational excellence These technological improvements translate directly into measurable business outcomes that touch every aspect of customer service operations. ### Enhanced customer experience The customer-facing benefits of agentic AI are immediately apparent. Wait times can drop from an average of seven minutes to thirty seconds. First-contact resolution rates soar as AI systems can solve problems on the first try rather than requiring multiple transfers. Every caller receives "white glove" personalization, feeling like they have a private concierge dedicated to their needs. And perhaps most importantly, these improvements happen fast enough to create pretty rapid loyalty gains. Economics academics Erik Brynjolfsson, Danielle Li and Lindsey Raymond show AI assistance brought about a [15% increase in issues](https://academic.oup.com/qje/article/140/2/889/7990658) resolved per hour across 5,172 agents. All it takes is one single great interaction between an AI agent, and *bam*! You’ve flipped your brand perception overnight, turning frustrated customers into brand advocates. But a word of caution: While customers experience these improvements at the front end, the behind-the-scenes operational impact is equally transformative. ### Operational excellence that scales Behind the scenes, the operational benefits of it are equally compelling. Agentic AI serves as a crucial buffer against labor shortages, filling gaps when hiring lags behind demand. Companies using platforms have automated up to 90% of routine calls, freeing human agents to focus on complex, high-value interactions. Most significantly, [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) and [success](https://www.customersuccesscollective.com/what-is-customer-success/) transform from a cost center into a command center. Real-time insights come to business leaders’ attention immediately instead of vanishing into call logs that nobody bothers to review. This operational transformation creates the foundation for an even more strategic shift: reimagining the role of human agents. In 2025, 35.4% of CS teams saw [budget cuts](https://www.customersuccesscollective.com/tools/building-a-customer-success-toolset-with-a-limited-budget/), and 53% operated with fewer than five people. Agentic AI is uniquely positioned to address this crunch: it scales support without scaling headcount, helping overstretched teams deliver enterprise-grade service with start-up-sized resources. As AI takes over routine tasks and delivers these operational efficiencies, it fundamentally changes what human agents can accomplish." ## The evolution of human customer experience agents When AI handles routine inquiries and basic problem-solving, human agents don't become obsolete – they level up. They transform into knowledge workers who supervise AI decisions, tackle complex cases, and feed frontline insights back to the business. Job satisfaction increases because the work becomes genuinely interesting and strategic rather than repetitive and draining. This evolution requires a thoughtful talent strategy. Organizations need to reskill teams in [AI literacy](https://www.ncl.ac.uk/academic-skills-kit/information-and-digital-skills/ai-literacy/), create new roles like conversation designers, and treat AI not as a replacement tool but as a collaborator that thinks and optimizes in real time. The most successful companies are already making this transition, but getting there requires overcoming several predictable challenges. ## Overcoming adoption hurdles with strategic rollouts Smart implementation follows a proven playbook: start small, learn fast, think big. Run a limited pilot program, prove measurable value within weeks, then scale systematically across the organization. Success requires making AI adoption a joint mission. CX leaders frame the customer experience problems that need solving, while [CIOs](https://www.investopedia.com/terms/c/cio.asp) ensure the technology integrates safely and securely with existing systems. Focus relentlessly on outcomes rather than chasing AI for hype's sake – pursue measurable wins like improved first-call resolution rates or higher NPS. For most organizations, the smartest approach is to buy before you build. Unless AI is your core business, partner with specialists who have already solved the hard problems and can help you iterate quickly. Address customer skepticism head-on with friction-free first impressions and clean fallbacks to human agents when needed. Tackle integration challenges early by unifying data sources, capturing institutional knowledge, and building security into the system architecture from day one. These foundational steps prepare organizations for the ultimate vision of agentic AI. ## Personal AI concierges for every customer The trajectory of agentic AI points toward something remarkable: every customer accompanied by a personal AI that knows their complete history, anticipates their needs, and coordinates seamlessly across sales, service, and marketing touchpoints. Imagine calling for support and having the AI already know about your recent purchase, understand your usage patterns, and proactively suggest solutions before you finish describing the problem. Picture that same AI coordinating with marketing to ensure you receive relevant offers and with sales to identify upsell opportunities that genuinely benefit you. That's where agentic AI is heading, and the pace of innovation means you're either leading that transformation or scrambling to catch up with competitors who moved first. ## The bottom line The question isn't whether agentic AI will transform customer experience – it's whether your organization will lead that transformation or be forced to follow it. The time to decide is now. --- ## Want to learn more about agentic AI? [**We have a playbook**](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) that will be right up your street. Find out how agentic AI can revolutionize your customer lifecycles, transforming them from a siloed, fractured process into a genuinely customer-centric ecosystem that drives repeatable revenue. [**Download the playbook**](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) and kiss goodbye to dysfunctional lifecycles. [ Access your copy ](https://www.customersuccesscollective.com/how-to-build-a-customer-lifecycle-that-grows-revenue/) ### Your guide to high-touch and low-touch customer success engagement URL: https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/ Last updated: 2025-06-09T16:28:02.000Z Even the most accomplished salesperson will agree that you’re not out of the woods with the close of a sale. Anything can happen after conversion to cause a client to [churn](https://www.customersuccesscollective.com/customer-churn/) once they become a fully-fledged customer. That’s why [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) teams go above and beyond to engage with different customer types in the most appropriate way, balancing [human interaction](https://www.customersuccesscollective.com/human-first-approach-at-work/) and [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) to maintain [retention](https://www.customersuccesscollective.com/customer-retention/). Winning the deal is just the beginning. For long-term success, CS teams must align their engagement model – high-touch or low-touch – with each customer's goals, complexity, and value. These are all forms of a broader **customer engagement model** that scales differently depending on the customer's value, needs, and goals. ![High Touch: Personal 1:1 CSM; Regular check-ins; Guided onboarding; Higher cost. Low Touch: Self-service tools; Chatbots & FAQs; Automated comms; Cost-effective](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/High-touch-vs.-low-touch--1-.jpg) ### Why this comparison matters High-touch and low-touch aren’t binary – they exist on a spectrum. Your model depends on customer lifetime value, product complexity, resource availability, and the customer’s preferred experience. Common questions we'll ask in this guide: - What does high-touch mean in a business context? - When should you use high-touch vs low-touch vs tech-touch? - How does tech-touch scale customer success? - What are examples of high-touch customer service? - Is low-touch the same as no-touch? - What makes an engagement model work in SaaS? ### Quick definitions: High-touch, low-touch and tech-touch - **High-touch**: Any model that prioritizes ongoing, human-led service or personalized relationship management across the customer lifecycle. - **Low-touch**: A scalable model using automation, self-service, and limited human input. - **Tech-touch**: A fully automated subset of low-touch, using data triggers, AI, and digital guidance. - **Touch model**: Refers to the intensity of human interaction in customer engagement. - **Client engagement model**: The framework your company uses to manage relationships with different customer types. ## What are high-touch and low-touch engagement models – and when should you use them? As a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM), figuring out the best way to interact with customers can be challenging. You don’t want to bombard them with onboarding emails or product updates, nor do you want to leave them in the lurch without human guidance. Every customer has a different persona and expectation from your product. That’s why customer success engagement needs to flex. - **High-touch** is all about hands-on interaction – dedicated CSMs, customized onboarding, regular check-ins, and strategic guidance. - **Low-touch** relies on automation and content to guide users – think knowledge bases, onboarding videos, email sequences. - **Tech-touch** goes even further, using AI and behavioral data to fully automate communication. It’s scalable and efficient, ideal for long-tail customer segments. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/High-touch-vs-low-touch--1-.jpg) Not all low-touch strategies are tech-touch, but all tech-touch strategies are low-touch. The distinction matters when you’re scaling. ## What is high-touch customer success? Ordinarily, being a high-touch customer means having a 1:1 relationship with a dedicated Customer Success Manager. This expert becomes your guide, especially during onboarding and key growth moments. In SaaS, a high-touch onboarding process could include white-glove implementation, personalized training, and frequent progress reviews, designed to reduce friction for complex setups. > "If a customer brings in $20M in recurring revenue, they get a dedicated CSM. 15 smaller accounts totalling $8M might share one. It’s about value, not volume." > > – **Santosh Sahoo, Global Head, Consumption** at **MuleSoft** From the point of sale, the CSM creates an implementation plan tailored to the customer’s goals. Success is defined by customer outcomes, not internal metrics. High-touch is vital when: - The product is complex or mission-critical - The account is high-value (typically high ARR) - Strategic growth or retention is a priority But it’s also resource-intensive. It doesn’t scale well, and it’s costly if misaligned with account value. !["Typically, 75–80% of revenue comes from just 20% of accounts. This core group often warrants high-touch, strategic engagement."](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/Santosh-Sahoo.jpg) Balancing those accounts with broader segments is where segmentation becomes critical. ## What are low-touch and tech-touch customer success? Adopting low-touch engagement with your clients doesn't mean you're neglecting them after the point of purchase. Instead, offering a more hands-off approach to communications means that customers are more self-sufficient and more reliant on automated features like in-app messaging and chatbots. A big misconception about lower-touch customer success is that customers are abandoned from the word "go." Instead, there’s a greater reliance on tech to solve any issues they have. In this model, users rely more on digital support: - FAQs and help centers - On-demand webinars or tutorials - Automated lifecycle emails and in-app nudges Some human oversight may remain, like a pooled CSM model, but efficiency is the goal. Tech-touch takes it a step further: fully automated, behavior-triggered workflows that mimic 1:1 engagement without real-time human input. AI plays a big role in identifying when and how to intervene. 💡 ****Case example:** Spotify doesn’t have CSMs for every user, but their help center, guided flows, and personalized tips create a seamless experience that scales. ![Spotify customer support](https://lh5.googleusercontent.com/L7oNDJcqs9LW4VgYHmRdT0S3q6pQGSiAFeqGWLx1KgwfbXEcWIFKPyR7Mhb6Dk--CAQqTxN34PeGZfQ58EJnuZ4w6JLIxJOI65zIXvQo-Pg0sNY943_MJbZo50DSdoeiAZU2TAhe=s0) **Source:* Spotify Despite being a B2C example, this model also applies to B2B SaaS and works best when: - Product usage is intuitive - Customer volume is high - Personalization can be data-driven That said, poorly implemented low-touch can lead to churn, especially if segmentation isn't done right. ## How do I manage the transition from high-touch to low-touch clients? If an account’s value drops or customer usage shrinks, it may make sense to switch from high-touch to low-touch. But transitions must be handled with transparency and empathy. After his presentation at [Customer Success Festival New York in March 2023](https://fast.wistia.net/embed/channel/9j13t9y2m7?wchannelid=9j13t9y2m7&ref=customersuccesscollective.com&%5F%5Fhstc=259877717.15e35d13e4d8de72387188a415a83626.1741347627162.1749223262082.1749459363727.227&%5F%5Fhssc=259877717.2.1749459363727&%5F%5Fhsfp=1341380079), **Santosh Sahoo, Global Head, Consumption** at **MuleSoft**, was asked how expectations are managed, especially when they're used to a higher-touch service. > *"Often, major adjustments, like a stark reduction in customer value (e.g., from a $3 million to a $1.5 million contract) preempt a change in engagement models. Every contract encapsulates explicit (written) and implicit (unwritten, expectation-based) components. Altering the former often necessitates a recalibration of the latter.* 💡 Pro tip: Customers are often more accepting of change when they feel it’s tied to evolving needs or mutual efficiency, not just cost-saving. ## Why customer segmentation is everything Proper segmentation is the backbone of scalable customer success. Without it, you risk over-delivering to low-value accounts or under-delivering to high-value ones. Segmentation criteria can include: - Annual recurring revenue (ARR) - Product complexity or support dependency - Account growth potential or strategic fit Just because a customer pays more doesn’t mean they want weekly meetings. Some prefer autonomy. Segmentation helps you adapt to both behavior and value. [How to adopt high-touch customer success at scaleWhen it comes to discussing customer success (CS), especially in the realm of SaaS, the concepts of “high touch” and “scale” rarely coincide in the same sentence. Until now. A conversation around these two seemingly distinct topics is desperately needed.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveSantosh Sahoo![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/Screen-Shot-2023-10-06-at-14.39.42--1-.jpg)](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/) ## Engagement model matrix ![Model Interaction Type Human Involvement Use Case Tools Involved High-Touch Manual/Personalized High Strategic/complex accounts CSMs, CRM, custom onboarding, QBRs Low-Touch Semi-automated Medium Scalable accounts with some needs Knowledge base, webinars, shared inboxes Tech-Touch Fully automated None Long-tail, high-scale users AI-driven emails, in-app guidance, CRM triggers](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/High-touch-vs-low-touch--2-.jpg) ## Customer-to-CSM ratio When it comes to figuring out the perfect CSM-to-customer ratio, you shouldn't purely look at the number of customers. Instead, you should look at the total annual recurring revenue those customers represent. **Santosh Sahoo, Global Head, Consumption** at **MuleSoft**, says that: > "In the past, \[MuleSoft\] aimed for around $5 million in revenue per CSM. As our process has matured, we've found that CSMs can effectively oversee over $8 million in revenue." So, the key factor we evaluate isn't strictly the number of customers, but the size and value of their business. ## Understanding *when* to apply low-touch customer success Just because a client is paying a lot of money for their subscription, it doesn't necessarily mean they need the full standard high-touch approach. For some high-value accounts, weekly or biweekly one-to-one meetings might not suit their schedule. Sure, you want to check in regularly to make sure everything's ticking over nicely and they're still engaged. But if your POC in that company has low bandwidth, they won't want to be inundated with calls. In this scenario, despite being a high-value, high-spending client, the standard cookie-cutter high-touch formula doesn't apply. Your high-touch client might prefer frequent calls and strategic support, or, conversely, just want autonomy and a check-in dashboard. It’s about tailoring touch to the account's preferences, not just spend. If you'd like to learn more about the intricate ways you can segment your customer base, [tune into the CS School podcast](https://www.customersuccesscollective.com/speaking-segmentation-kimberly-ayala/) where we interviewed **Kimberly Ayala, Director of Customer Success (North & South America) at Akeneo**. ## Can you create meaningful low-touch experiences? Absolutely, but the key lies in smart customer [segmentation](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/) and thoughtful use of technology. There’s a common misconception that low-touch means impersonal or low-quality engagement. In reality, a well-executed low-touch (or tech-touch) model can feel highly personalized and impactful when it's powered by the right tools and data. When using technology and data-driven insights, and personalized digital content, companies can scale their engagement while still making each interaction feel relevant. This allows businesses to provide the right level of support at the right moment, without relying on high-cost, one-to-one interactions. Some proven strategies include: - **Behavior-based onboarding:** Use product usage data to trigger personalized tutorials, tooltips, or emails. - **Interactive content:** Embed videos or guided walkthroughs to address common friction points. - **Smart automation:** Deliver the right message at the right time through lifecycle emails, in-app nudges, or chatbots. - **Centralized CRM systems:** Ensure every customer interaction is informed by unified data, making even automated responses feel tailored. Low-touch isn’t about doing less, it’s about doing smarter. When done right, it delivers scalable, cost-effective, and customer-centric experiences that build trust and drive retention. [Leveraging technology to balance scale and personalizationThank you for choosing to read my article on leveraging technology to balance scale and personalization. My name’s Mary Poppen, I’m the Chief Customer Officer at Glint, now part of the LinkedIn family.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMary Poppen![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/08/balance.jpeg)](https://www.customersuccesscollective.com/leveraging-technology-to-balance-scale-and-personalization/) ## To wrap up… In all honestly, high-touch and low-touch engagement models all have to do with trial and error. Being open to change is a critical aspect of deciding whether you adopt a high-touch or low-touch engagement model. If you’re just starting out, it might be an idea to start with a high-touch model initially so you can effectively learn the different customer personas and what type of communication *they* need from you. Ultimately, we think customer segmentation is the winner. Using customer data (ethically) and learning their behaviors with your product is *the* most important factor in deciding which approach is: 1. Financially suitable for you, and 2. Gives the customer the appropriate experience with your company. ## Still got burning questions? ### Can I mix high-touch and low-touch models? Absolutely. Many CS orgs now use hybrid models to combine automation with human support for key moments. ### Is low-touch only for low-spend accounts? No. Even high-value accounts might prefer autonomy. It’s about matching engagement to customer preference and lifecycle. ### What if my customer segment changes over time? Re-segment. Monitor product usage, ARR shifts, and engagement signals. Be ready to evolve your model accordingly. [Carry on the conversation](https://www.customersuccesscollective.com/customer-success-community/) ### How to start a career as a CSM fast! (Career tips + advice) URL: https://www.customersuccesscollective.com/recipe-for-great-csm-video/ Last updated: 2025-06-06T15:25:32.000Z ## Looking for more content like this? [How to actually get hired as a Customer Success ManagerLearn actionable tips to land your next Customer Success Manager role, from crafting tailored resumes to acing interviews. Let’s get you hired faster.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-314.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Explainers---Educational--10-.jpg)](https://www.customersuccesscollective.com/customer-success-manager-interview-video/) [5 must-know interview questions to land that CS roleJob interviews: the ultimate test of nerves, no matter how high you’ve climbed the ladder! In this video, we’ll walk you through five impactful interview questions you’re likely to face and provide actionable tips, context, and sample answers to help you ace them.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-316.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Content-Hub-Customer-Success-Explained_Youtube_Thumbnail_Template_--4---1-.jpg)](https://www.customersuccesscollective.com/5-interview-questions-to-land-that-cs-role-video/) [What is the average salary of a customer success manager?Interested in a career in customer success? You should be. Customer success is quickly becoming one of the top career paths around the world. In 2024, before you consider tax and without including bonuses and stock, the global median baseline salary for a CSM is $75,000.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-317.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--18--1.jpg)](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/) ### How to actually get hired as a Customer Success Manager URL: https://www.customersuccesscollective.com/customer-success-manager-interview-video/ Last updated: 2025-06-06T14:01:39.000Z ## Looking for more content like this? [Don’t hire a Head of Customer Success without asking these questionsHiring the right Head of Customer Success? Well, that’s crucial for any organization looking to enhance customer satisfaction, reduce churn, and drive growth. This guide presents 19 key interview questions designed to assess candidates for this vital role. Each question is accompanied by:![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-311.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Head-of-CS-interview-Qs.jpg)](https://www.customersuccesscollective.com/head-of-customer-success-interview-questions/) [How to break into a customer success operations jobIt’s not easy starting out in a new role, especially if that role is already a subsect of a relatively new field like customer success, like CS Ops. For those looking to transition into this field, understanding the unique challenges and opportunities it presents is critical.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-312.png)Customer Success CollectiveRoger Mendez![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-break-into-a-customer-success-operations-job-website.png)](https://www.customersuccesscollective.com/customer-success-operations-job/) [5 ways to nail your Customer Success Manager interviewWhen preparing for a Customer Success Manager (CSM) interview, knowing what to expect and being ready to demonstrate your skills and experience effectively is vital. You might have the perfect experience under your belt, but if you don’t present this correctly, it could cost you the job!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-313.png)Customer Success CollectiveGözde Görce![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1517842645767-c639042777db.jpeg)](https://www.customersuccesscollective.com/5-ways-to-nail-your-customer-success-manager-interview/) ### How to turn your customer support team into your competitive advantage URL: https://www.customersuccesscollective.com/how-to-turn-your-customer-support-team-into-your-competitive-advantage/ Last updated: 2026-07-06T12:32:51.000Z [Customer support](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) often flies under the radar until something breaks. When queues are long or [customers are frustrated](https://www.customersuccesscollective.com/customer-complaints/), support suddenly takes center stage. But when everything’s running smoothly, we’re invisible by design: quietly removing obstacles, resolving issues, and keeping the business moving. The truth is, support teams hold a gold mine of insights about your product, your customers, and your company. Yet too often, that expertise goes untapped. At a time when efficiency is everything and AI is transforming how we work, there's a unique opportunity to reimagine the role of support. By unlocking the skills within our teams, embracing technology, and forging cross-functional connections, we can elevate support from a reactive function to a strategic powerhouse. This is how we shift the narrative and uncover the hidden gems within customer support. ## Move from reactive to strategic So, how do we unlock the full potential of the support team and create a greater impact? - Identify and recognize the **expertise and insights that already exist** within your team. - Supercharge support with technology to **create space for higher-value work**. - Leverage our unique proximity to customers to amplify the customer voice inside the business. - **Understand company strategy**: what’s driving decisions, what obstacles leadership is facing, and where support can play a role. - Advocate and **connect across departments**, weaving support expertise into product development, marketing messaging, and strategic planning. These are the hidden gems of customer support, and when we take the time to unlock them, we can truly change the way support is perceived and valued across the business. ## Discover the personas within your team One of the first steps to unlocking the full potential of your support team is identifying the skill sets and unique personas that already exist within it. Support professionals show up in many different ways, and it’s important to recognize and value those strengths. Let me introduce you to a few of the personas I see most often. ### The educator These are the folks who can take complex concepts and break them down for customers in ways that just make sense. They’re often the ones with the highest customer satisfaction ratings. They thrive on making things clear and accessible. ### The detective These team members never shy away from tough tickets. They dive headfirst into complex issues, chasing root causes and solving tricky problems. Often, these are your more technical folks, the ones working on bugs, incident management, and process optimization. ### The innovator Innovators are constantly learning and experimenting. They don’t stop at surface-level solutions; they go deeper, trying new things and refining processes. You might see them leading workshops, digging into quality assurance, or proposing improvements. ### The connector These are your natural relationship-builders. They translate customer feedback into meaningful internal dialogue, and they bridge teams. You’ll often find them playing the role of feedback liaison, cross-functional collaborator, or community advocate. Their strength lies in communication and empathy. ### The hidden influencer Throughout my career, I’ve sat on both sides of the pre- and post-sales divide. No matter where I sit, I find myself constantly thinking about how to influence revenue. And behind all of these personas, there’s an influencer. Support professionals have the power to shape customer behavior. They help drive activation, improve adoption, and even influence expansion and retention. In many ways, they’re an extension of your sales development team – surfacing leads and opportunities – and of your customer success team – educating and guiding customers toward value. These personas aren’t exhaustive, and they definitely aren’t mutually exclusive. One person can embody several at once. When you take a step back and look at this cast of characters, you realize just how far from “just a cog” your support team really is. ## Listen to unlock insight Another critical part of unlocking potential is understanding the insights and feedback your team is already holding. And to do that, you have to make time for genuine conversations. You have to listen. It sounds simple, but it’s easy to overlook in the daily grind. Make the effort to connect with your team. Ask about what they’re experiencing, not just with customers, but internally. What’s frustrating them? What ideas do they have? Where are the friction points? When I started at Typeform, we were drowning in tickets. No matter how much effort the team put in, the queue wouldn’t go down. And there was a narrative floating around about why, but it just didn’t add up. So, I sat down with every single person in the department. One-on-one. I let them talk it out. And slowly, the real picture came into focus. There were so many factors at play. The team was working hard, but they were feeling stuck. People who were transitioning into new roles couldn’t even get out of the queue to start onboarding. They were frustrated. They weren’t growing. And some had even started saying things like, “I don’t think anyone’s listening. I’m just going to stop talking.” That is devastating to hear. The worst thing that can happen in your company is for support and success teams to go silent. Because when they do, you lose the voice of your customer. ### Advocate, connect, grow It’s absolutely essential to understand what motivates your team. Who are they talking to? Who are they not talking to? What’s getting in their way? And as a leader, you need to take a hard look at yourself: Are you advocating for your team? Are you making space for their voices and leveraging their expertise? At Typeform, one thing we’ve introduced is a growth hub, a simple, ad hoc tool where individuals and managers can log skills, interests, areas of expertise, and even current projects. It’s not fancy, but it works. I can go in, search for a specific strength or interest, and quickly find the right person for a new initiative or mentorship opportunity. It’s helped us identify hidden talent and surface new ways to collaborate. When you take the time to observe your team’s strengths and really listen to their feedback, you gain insights that impact far more than just support metrics. You get a clearer view of the motivations, frustrations, and opportunities that shape your customer experience, and you create pathways for your team to contribute meaningfully to product development and business growth. ## Create space through technology Understanding our team is one thing, but how do we actually give them the time and space to execute on their strengths? No surprise here: one of the most effective ways is through technology. At this point, most of us are experimenting with [AI](https://www.customersuccesscollective.com/reinvent-customer-success-for-the-ai-era/) in some form. And let’s be honest, our inboxes are flooded with messages from products promising to reduce time to response and lower overhead. But while AI tooling holds a lot of promise, it also brings a fair amount of uncertainty. Many of us have heard the quiet rumblings from team members wondering what this all means for their roles. It might not be said outright at first, but eventually those questions start surfacing: What does AI mean for me? Will I be replaced? The truth is, AI isn’t our competitor. It’s a capacity expander. If we use it effectively, it gives us the space to go deeper – to bring more of our human expertise, critical thinking, and empathy into every customer interaction. ### Merging tech with the human touch [Technology](https://www.customersuccesscollective.com/leveraging-technology-to-scale-customer-success-achraf-maouloudi/) doesn’t replace the human element, it enhances it. Take deflection, for example. By using AI to answer transactional or repetitive questions through self-serve resources, we free up our team to focus on complex, high-impact tickets. That opens the door for us to go beyond problem-solving. We can consult, offer recommendations, and truly elevate the customer experience. At Typeform, we use tools to extract feature requests and feedback directly from tickets. Instead of manually reviewing thousands of interactions, we work from a curated list. Our support team can add qualitative commentary that makes it easier for cross-functional partners to understand customer sentiment and trends. That’s how we help amplify the voice of the customer. ## Leverage frontline insights for impact So we’ve mapped out our team’s skill sets, listened to their feedback, and brought in technology to support their growth. Now comes the next step: leveraging our firsthand customer experience to drive even broader impact. Support is in a unique position to see exactly where customers are hitting friction. We can inform where a product enhancement, marketing campaign, educational resource (or even just a better bot or human handoff) can make a real difference. Most of my career has been in product-led growth environments, where customers often enter through a freemium model and then scale into paid plans. In these models, customer touchpoints are limited, so every interaction counts. That means every conversation with a customer is an opportunity to uncover insights, identify blockers, and help them move seamlessly through the experience. No one has more exposure to the full customer journey than the support team. We’re handling hundreds of interactions every day. We know what’s resonating. We know what’s frustrating. And we can clearly communicate that back to the business with empathy and context. ## Helping the company feel the customer One of the most powerful things support can do is help the company feel what the customer is experiencing. We've all been in those moments where a customer issue gets "resolved" with a fix that clearly misses the mark. You can feel it the second you read the resolution: This is not what the customer was asking for. Support is the team that can bridge that gap. We can go back to product and say, “Here’s what they actually meant. Let me walk you through it.” And on the flip side, we’re also the team that can celebrate when improvements hit the mark. We get to see the delight firsthand. That feedback is just as important to share – it builds momentum, drives morale, and helps refine the product even further. We also have a keen sense of the data we need to serve customers better. What do we need to triage faster? What information helps us diagnose and solve problems more efficiently? That’s another reason support is a critical gut check for the company. ## Recognize that support is your organization’s reality check Your research or data teams might define your ICP, outline use cases, or map out the customer journey. But support is the team that can validate whether that journey is actually unfolding the way you think it is. We’re on the front lines. We see how things play out in the wild. One thing we’ve implemented at Typeform is a monthly cross-functional session that includes voices from every [go-to-market team](https://www.customersuccesscollective.com/align-customer-success-with-go-to-market/). Each group shares key insights – from internal workflows to customer interactions. Support has a big presence in these meetings. We often see consistent themes month after month, and we make sure those are heard, loud and clear. We don’t just describe the issues; we show real customer stories. And that creates a meaningful opportunity for product and other teams to respond thoughtfully and with urgency. By continuously sharing what we’re hearing and what we’re seeing, we ensure that support is more than a ticket-solving function. We become a trusted source of truth – and a strategic voice in the company’s ongoing development. ## Aligning with company strategy So we’ve identified the strengths on our team. We’ve listened to their feedback. We’ve used technology to give them breathing room. And we’ve tapped into our customer experience to inform broader strategy. Now it’s time to make sure we have a clear line of sight into the goals and needs of the company. This means understanding your company’s strategy – what it's trying to accomplish, where the gaps are, and how support can align to help fill them. Sounds straightforward, but here’s the hard truth: support often gets left out of the room when strategic planning happens. Sure, we all have our service stats. But how many of us are actually included in annual planning sessions? Some are. But many aren’t. Support has value to contribute – strategically. We need to be involved early, so we can align our work and amplify our impact. That starts by deeply understanding both our internal and external stakeholders – their goals, their pressure points, and how we can help. For example, think about QA. That team is often under-resourced. But who better to help test a product than support? We know exactly how customers will push the product’s boundaries. We know the shortcuts, the hacks, the odd behavior patterns. At Typeform, support acts as early testers, and I’ve seen this done well at other companies, too – especially when individual agents have an interest in product or engineering. Or take roadmap planning. Support should absolutely be at the table for those discussions. We know which long-standing issues need prioritization. We can speak to the volume, the intensity, and the customer impact of those pain points. That’s crucial input for prioritizing what to build and when. ## Becoming a strategic hub To do this effectively, we need to build strong cross-functional workflows. That means having clear points of contact across teams – product, engineering, QA, sales, customer success, incident response, feedback triage, and more. Support shouldn’t be operating on the sidelines. We should be integrated into the flow of work across the company. When that happens, something powerful emerges: support stops being seen as a reactive cog and starts being recognized as a strategic customer team hub. We become the team that feeds critical data, insight, and experience into every corner of the business. And let’s be clear, regardless of whether "sales" is in our job title, we are all revenue drivers. A bad support experience means customers won’t land, won’t expand, and won’t stay. Our work is essential to the company’s success. ## The evolution of the customer support role – in action So now we’ve come full circle. Let’s recap: - We know our team and the expertise they bring. - We’ve listened to their feedback. - We’re using technology to free up their time and capacity.We know our customers and what they’re experiencing. - We understand our company and where it’s headed. Now it’s time to connect the dots. If we go back to our earlier characters – the educator, the detective, the innovator, the connector, and the influencer – what kinds of roles might they grow into? ![The evolution of the customer support role](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/The-evolution-of-the-customer-support-role.png) - **Educators** can lead customer journey mapping, host trainings, moderate webinars, or step into community and education roles. - **Detectives** can conduct risk assessments, drive Help Center audits, run troubleshooting office hours, or evolve into solutions engineers. - **Innovators** are ideal for QA, usage reviews, and account workshops – paving a path to professional services. - **Connectors** can handle escalations, gather customer stories, weigh in on pricing strategies, and serve as voice-of-the-customer leads or escalation managers. - **Influencers** are built for scale programs – think digital customer success, implementation support, or referral enablement. These personas can evolve into full-fledged roles with clear development pathways. But how do we build toward that across the organization? ### At the company level - Support inputs for roadmap prioritization and health scoring. - Cross-functional collaboration on Q&As, escalations, and shared insights. - Experiments: Pilot new programs (like digital CSM or onboarding support) using support resources. - Strategic development: Contribute to customer profile refinement and company L&D initiatives. ### At the team level - Run special projects (e.g., AI bot refinement, customer recommendations, cross-department training). - Build out specialized skill tracks (e.g., tech support, billing, security, consults). - Promote mentorship and peer development to elevate the entire team. ### At the client level - Add consultative layers to support – go beyond the ticket to offer account recommendations. - Embed support in scale programs, like co-hosting webinars or leading tune-up sessions. - Facilitate customer interviews, feedback sessions, and education outreach. This is how we break the mold. This is how we stop being a back-office function and start being a business driver. ## From hidden gem to strategic powerhouse We started with that hardworking team – the one full of expertise and insights – operating quietly in the background, looking around to see if anyone had noticed. And we’ve moved toward something far more powerful: a team that contributes directly to strategic company development, influences customer behavior, and supports cross-functional initiatives. We’ve unlocked potential by: - Identifying our team’s unique expertise and perspectives - Leveraging technology to expand our bandwidth - Sharing our frontline knowledge of the customer experience - Understanding and aligning with company goals - Connecting across departments to create opportunities And in doing so, we’re driving real impact while still working efficiently and effectively. ## The ripple effect of customer support’s evolution Support is no longer just a reactive cost center — it’s a lean, expert-driven growth engine. With legacy knowledge, frontline insight, and cross-functional agility, this team drives impact across the business. Internally, morale and performance rise when support professionals are empowered to grow and lead. Line managers and team leads shift from queue management to talent development, and that momentum spreads. Externally, customers feel the difference. Support is now integrated across the entire journey, offering insights that shape product, education, and marketing. This isn’t a team hoping not to be replaced by AI – it’s the team powering transformation. They are the experts. The connectors. The strategic voice of the customer. It’s time to stop treating support as a fallback function and start recognizing it for what it is: the untapped jewel of your company. ### How to build a win-back campaign that actually works URL: https://www.customersuccesscollective.com/build-a-win-back-campaign/ Last updated: 2026-02-04T18:00:10.000Z ## The second chance that changed everything A few years back, I was deep into a multi-region digital transformation initiative for a [Fortune 500](https://fortune.com/ranking/global500/) manufacturer. We meticulously scoped the [strategy](https://www.customersuccesscollective.com/customer-success-strategy-template-framework/), mapped [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) paths, integrated [success metrics](https://www.customersuccesscollective.com/customer-success-metrics/), and secured executive sponsors. Everything was tracking… until it wasn’t. [Adoption](https://www.customersuccesscollective.com/end-user-adoption/) started to waver, executive engagement cooled, and [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) dried up. Not because all was well, but because users had stopped trying. Within months, usage flatlined, and before we knew it, [churn](https://www.customersuccesscollective.com/customer-churn/) had arrived. After three decades as a veteran, defense contractor, tech advisor, and cloud transformation strategist, I’ve seen plenty of [churn patterns](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). Yet this one hit differently. We hadn’t lost on technology; we’d lost on *experience*. And that opened the door to something far more powerful than a mere sales pitch: a second chance. My team and I rebuilt our [engagement model](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) with surgical precision through targeted insights from [exit interviews](https://www.customersuccesscollective.com/customer-exit-interview-questions-framework/) and [usage data](https://www.customersuccesscollective.com/product-usage-metrics/). Our [win-back campaign](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) didn’t just bring customers back; it re-established us as a [trusted partner](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/). One returning customer scaled across multiple business units and became one of our most [vocal advocates](https://www.customersuccesscollective.com/the-csm-transforming-clients-into-passionate-brand-advocates/). This experience taught me a crucial lesson: **win-back campaigns are *not* about desperation**. They’re an invitation to re-earn trust and to deliver renewed value in a way that truly matters. ![A horizontal timeline showing five labeled milestones in a customer journey: Adoption success, signs of decline, churn, intervention, and win-back success. Each point includes a short callout like “Adoption tracking well” and “Customer returns and scales globally.”](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/From-Flatline-to-Flagship-1.jpg) ## Why win-back campaigns matter more than ever [Customer retention](https://www.customersuccesscollective.com/customer-retention/) has become a multi-million-dollar obsession for most companies, a core part of their efforts to become more [customer-centric](https://www.customersuccesscollective.com/customer-led-growth/). After all, [acquiring](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) a new customer costs five to seven times more than retaining an existing one. Returning customers often demonstrate higher average order values and longer lifetime engagement, provided the re-engagement is overseen with care. Both in my current role at Microsoft and through my previous experience leading global customer success initiatives across government, manufacturing, healthcare, and financial services, I have witnessed how thoughtfully executed win-back campaigns drive [long-term loyalty](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/) and brand advocacy. For example, [a Bain & Company study](https://www.bain.com/insights/retaining-customers-is-the-real-challenge/) found that increasing customer retention by just 5% can lead to profit increases ranging from 25% to 95%. That’s no marginal gain – it’s a business-defining impact. When done right, win-back campaigns turn moments of loss into moments of leadership. ## The 5-part framework for building your win-back strategy Here’s a step-by-step approach to designing and executing a campaign that does not just ask customers to come back but gives them every reason to. ### 1\. Start with the data Every successful win-back campaign begins with deep diagnostic insight. Move beyond gut instinct and gather objective intelligence on why customers left and what might bring them back. - **Analyze** product usage and support ticket history to detect friction points. - **Mine** survey responses and CSAT data to uncover satisfaction trends. - **Conduct** exit interviews (where possible) to understand the emotional and strategic drivers behind churn. **Example:** In one engagement, exit interviews revealed that 60% of churned users departed because they didn't perceive enough value in a new product feature set. That insight became the cornerstone of our return campaign messaging, achieving a 30% re-engagement rate. 💡 ****Pro tip:** Use churn segmentation. Not every lost customer is equal. Some are highly likely to return with the right offer; others require a longer-tail nurture strategy. Focus first on the high-likelihood segment, those who left recently, had historically high engagement, or churned due to fixable concerns. ### 2\. Time it right and target smartly The timing of your outreach is critical. Too soon and the sting of departure may be too fresh; too late and they might have settled with a competitor. - **Establish churn windows:** 30, 90, and 180 days – and customize your messaging accordingly. - **Set up dynamic targeting rules** in your CRM or marketing automation tools. - **Incorporate behavior-based triggers** (e.g., visits to your help center or pricing page) to optimize outreach timing. **Example:** At a mid-sized system integrator I worked with, targeting customers who churned within the past six months, combined with personalized messaging, resulted in a 40% reactivation rate. Ensure your offers align with different personas – a CTO may value security enhancements, while an operations lead might prioritize usability or cost savings. ![A step-based visual of a circular wheel showing five stages of a win-back campaign: Start with the data, time it right, strategy and storytelling, execute with empathy, and measure what matters.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/5-part-win-back-strategy.jpg) ### 3\. Build the framework: From strategy to storytelling Many win-back campaigns focus solely on offers. You need to [lead with empathy](https://www.customersuccesscollective.com/empathy-map-template-framework/) and a clear value story that addresses your customers’ current needs. **Phase 1: Assessment** - Exit interviews. - Market analysis to determine competitors’ differentiators. - [Voice of customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) (VoC) insights **Phase 2: Strategy** - Define your message pillars: *What pain point are you addressing now?* - Develop personalized incentives: Beyond discounts, consider beta feature access, white-glove [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), or a personal [QBR](https://www.customersuccesscollective.com/qbrs-in-customer-success/) with a senior executive. **Phase 3: Alignment** - Facilitate cross-functional planning between customer success, marketing, sales, and product teams. - Secure executive sponsorship for high-value accounts **Example:** In one [B2B cloud migration project](https://ecosio.com/en/blog/is-cloud-migration-the-future-of-b2b-integration/), we created a “Why Now?” deck tailored to each churned segment. Rather than rehashing our original value, we acknowledged past friction, highlighted new capabilities, and outlined a roadmap to quick wins. Engagement spiked by 25% within three weeks. ### 4\. Execute with precision and empathy A well-conceived strategy is only as good as its execution. Here, the blend of technology and human touch is key. - **Automate workflows** in your CRM to track outreach, status, and follow-ups. - **A/B test** messaging to discover the most resonant subject lines and CTAs. - **Personalize outreach** for high-value accounts; a personal email from a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) can outperform automated messages. **Example script:** > *“We’ve been reflecting on how we could have served you better. Based on your feedback, we have made several changes and would love to walk you through them – no, just a conversation.”* Leading with humility and transparency opens the door to genuine dialogue. ### 5\. Measure what matters It is essential to track not just who returns, but why they return and whether your improvements are truly resonating. - **Re-engagement rate:** Percentage of targeted customers who respond or act. - **Return conversion rate:** Percentage not only come back but stay for 90+ days. - **Customer lifetime value (CLTV):** Compare CLTV before and after churn. - **CSAT/NPS:** Measure satisfaction from reactivated accounts. - **Campaign ROI:** Evaluate the return on your campaign investment against revenue growth. **Example:** One enterprise customer achieved a 15% campaign ROI and a 20% uplift in lifetime value within the first 90 days thanks to a rigorous measurement and iterative approach. ## Common pitfalls (and how to avoid them) Even well-planned campaigns can misstep. ![A side-by-side “Do/Don’t” checklist showing common win-back campaign mistakes and best practices. “Do” items include personalized outreach and cross-team alignment; “Don’t” items include generic templates and premature outreach. Visualized with checkmarks and Xs.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Avoid-these-pitfalls.jpg) Here are the most frequent traps and how to avoid them: - **Poor personalization:** Avoid boilerplate templates. Personalize according to each account’s industry, journey, and past experiences. - **Premature outreach:** Allow customers time to reflect and ensure you have implemented improvements before reaching out. - **Over-reliance on discounts:** If customers did not see value the first time, a discount alone will not win them back. - **Lack of internal alignment:** Ensure that customer success, Marketing, and Sales are on the same page with shared insights and strategy. Even well-planned campaigns can encounter pitfalls, and addressing these challenges is key to success. Poor personalization, for instance, can alienate customers, so it is crucial to tailor outreach to each account’s industry, journey, and past experiences rather than relying on generic templates. Premature outreach can also backfire; customers need sufficient time to reflect, and improvements should be firmly in place before re-engagement. **Over-relying on discounts** is another common trap. If your customers didn’t realize value in the first place, a price reduction alone won’t win them back. Lastly, **misalignment within internal teams**, such as [customer success, marketing, and sales](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), can derail efforts. Ensuring all teams operate with shared insights and a cohesive strategy is essential to a successful win-back campaign. [![Customer Labs: Personalized engagement](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/CSC_In-Article_Ads_Customer_Labs_Template--1-.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) ## Future trends: What’s next in win-back innovation? Technology is rapidly transforming win-back strategies. Forward-thinking companies are leveraging: - **AI-based churn prediction:** Machine learning models to identify at-risk accounts before they churn. - **Behavioral scoring:** Dynamic models that update in real time based on user interactions. - **Automated personalization at scale:** Tools that generate tailor-made win-back messaging from CRM data, personas, and usage trends. At Microsoft, we integrated customer empathy into our operating model through journey-based transformations, ensuring that the customer perspective is embedded at every level of planning and execution, from onboarding to recovery and retention. ## Final thoughts That manufacturing customer I mentioned at the start didn’t just return, they became a multi-cloud flagship account, driving transformation across five continents. Their comeback was not an accident but the result of intentional listening, strategic storytelling, and a relentless focus on delivering renewed value. Win-back campaigns are not merely about salvaging the past. They are about crafting a better future together. When you treat churned customers not as "lost causes," but as future advocates, the conversation shifts, and so do your outcomes. An effective win-back strategy is not just about reaching out to churned customers; it is about systematically understanding their departure and crafting a thoughtful, data-driven approach to re-engage them. Hopefully, you'll all now feel confident going forth and implementing win-back campaigns that genuinely work. But to be 100% sure, implementing a checklist helps ensure no critical step is overlooked, providing a structured pathway to recover lost accounts and rebuild trust. So, as a parting gift, why not save the following checklist to serve as a comprehensive guide to streamline win-back efforts and maximize the chances of successful outcomes? ![A vertical, stylized checklist with icons for each step in a win-back strategy. Items include: Conduct exit interviews, segment churned profiles, update value propositions, personalize outreach, align internal teams, automate tracking, and follow up with satisfaction surveys.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Win-back-implementation-checklistt.jpg) ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### How to balance high-touch B2B and low-touch B2C customers URL: https://www.customersuccesscollective.com/how-to-balance-high-touch-b2b-and-low-touch-b2c-customers/ Last updated: 2025-06-05T15:45:27.000Z Balancing [enterprise clients](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) with individual customers starts with [segmentation](https://www.customersuccesscollective.com/the-ultimate-guide-to-customer-segmentation/) and a clear understanding of each audience’s expectations, value, and engagement model. At YPulse, we’ve learned that success lies in treating them differently where it matters, while also identifying shared behaviors and interests that allow us to scale communication and product education across both groups. Recently, during a panel I was a part of, discussing [onboarding strategies](https://www.customersuccesscollective.com/customer-onboarding/) in SaaS and digital-first businesses, one of my co-panelists, Ann Chan, brought up the notion of **“everboarding.”** I kid you not, all of us in the room – panelists and audience members – paused, feeling the weight of how accurate this term is to describe how [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) feels these days. ### Why customer segmentation drives success The [pressure](https://www.customersuccesscollective.com/challenges-facing-customer-success/) of constantly having to identify moments that matter, leverage tools for [efficient engagement,](https://www.customersuccesscollective.com/customer-engagement-plan-framework/) and stay on top of what each client needs can feel overwhelming. Yet every day presents an opportunity to engage your customer and [add value](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/). As a result, getting the [customer journey](https://www.customersuccesscollective.com/current-state-customer-journey-map-framework/) right based on their [segmentation](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) becomes mission-critical for [driving ongoing value](https://www.customersuccesscollective.com/value-most-important-metric/). ### Adapting to B2B vs. B2C customer needs For organizations like mine at YPulse, which have both B2B and B2C offerings, this often means there is no one-size-fits-all approach for ensuring customers are getting what they need, and being able to cross-pollinate knowledge is the key to efficient customer success. ## High-touch vs. low-touch onboarding in SaaS ### Mapping the B2B onboarding journey Typically, the biggest difference between a [B2B (business-to-business) client and a B2C (business-to-consumer) client](https://business.linkedin.com/marketing-solutions/success/marketing-terms/b2b-vs-b2c) is their [annual contract value](https://www.salesforce.com/blog/what-is-annual-contract-value-acv/) (ACV), which greatly influences the level of personalization and customer success engagement strategies. This [segmentation](https://www.customersuccesscollective.com/customer-segmentation-template-framework/) informs how we tailor our [customer journey mapping](https://www.customersuccesscollective.com/customer-journey-mapping-making-sales-buyer-centric/), ensuring we align onboarding workflows and success metrics with each customer type's expectations and contract scope. Ultimately, the remit of any CS team is [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). For B2B clients, this often requires gathering multiple stakeholders, proving value for several use cases, and establishing [high-touch moments](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/) to align against large goals. At YPulse, we have a rigorous onboarding methodology that internally maps out what the first six months need to look like for our B2B clients, then transitions them into the [renewal cycle](https://www.customersuccesscollective.com/who-owns-customer-renewals/), which kicks into high gear 90 days from their renewal date. ![Flowchart comparing customer success needs for B2B and B2C segments, including differences in contract type, onboarding approach, stakeholder involvement, engagement style, and success metrics.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Time-to-Value_-B2B-vs.-B2C-Onboarding.jpg) For organizations with complex [implementations](https://www.customersuccesscollective.com/customer-implementation/), this type of onboarding journey is more applicable *after* implementation is complete. However, if, like YPulse, your implementation can be done in parallel or is able to be turnkey, then the time to value recognition becomes even more important. ## Streamlining B2C engagement with low-touch strategies Eventually, YPulse plans to aim for a profit margin of 8:1, where every $1 spent on acquisition lines up with at least $8 in profit. As YPulse is in the early stages, this means we are testing where outreach yields the greatest [return on investment](https://www.investopedia.com/terms/r/returnoninvestment.asp) (ROI). The ROI is measured by both new customer sign-ups and monthly renewal rates – two key [customer success KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) that guide our [customer retention strategy](https://www.customersuccesscollective.com/customer-retention-strategy-arun-kumar/). Given the monthly payment setup for our B2C options, we know that it’s extremely easy for customers to come and go as their use cases see fit. So, how do we scale retention methods when the goal is to focus that $1 on acquisition efforts? Every B2B client is made up of several B2C relationships. Taken collectively, B2C clients can often be segmented together into pools that will benefit from B2B tested approaches. Segmentation allows for **focused, relevant outreach** that, while it may not be as personalized, will still deliver the right content and messages at the right time based on stated interests, click behavior, and learnings that our B2B [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) team shares with our B2C team. All customers come to YPulse because they have an interest in tweens, teens, and young adults, typically from a marketing, advertising or insights point of view. That commonality makes messaging and newsletters easier to build around a common value proposition. So, even if the cadence of messaging requires personalization, there is an opportunity to unify the messaging and promote the most popular materials in order to drive engagement and foster adoption. ## Identifying and retaining at-risk customers using customer data Balancing strategies for these two different customers is all about understanding when to treat them the same and when to treat them differently. “At risk” for high ACV B2B customers looks and feels different from our monthly B2C subscribers and, as YPulse embarks on our journey, this is something we are learning to identify and understand better as we move forward. ### Leveraging tech for customer insights While both [customer segments](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) share health metrics rooted in behavioral data collected through our Pendo product analytics portal – tracking usage, engagement, and [feature adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) – we also rely on CRM insights from HubSpot, which helps us monitor campaign open rates and user actions. Together, this behavioral data enables us to develop data-driven customer health scores that [flag potential churn risks early](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). However, what classifies as “healthy” behavior differs significantly between our high-ACV B2B clients and our more fluid, monthly B2C users. ![Funnel diagram showing how behavioral metrics, engagement data, and risk indicators are used to identify at-risk customers in a customer success strategy.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/How-We-Identify-At-Risk-Customers.jpg) ### Differentiating churn risk in B2B vs. B2C models So, while metrics can be gathered efficiently at scale, the churn prevention tactics and proactive outreach strategies we deploy must be tailored to each segment's unique profile. ## Using customer feedback loops to improve product adoption A lot of information is gleaned from a Pendo usage report – logins, clicks, downloads, sign-ups, enrollments, just to name a few that YPulse tracks across customers. Benchmarking these metrics against healthy customers, as well as what healthy looks like for that customer, is always a part of the conversation. This information is scalable and looks at the collective adoption of a platform or service throughout the organization. These insights contribute to a continuous customer feedback loop, a foundational part of any digital adoption strategy, especially for complex or underutilized product features. ![Circular feedback loop illustrating the stages of collecting data, analyzing usage, gathering feedback, implementing improvements, and measuring adoption.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Continuous-product-improvement-cycle.jpg) ### A dashboard case study When I joined YPulse, one of my very first meetings with the leadership team was spent going through all of these key metrics. By [analyzing patterns of usage](https://www.customersuccesscollective.com/product-usage-metrics/) and behavior, we were able to make data-driven decisions about which products our clients were actively using and where we needed to either invest additional resources or consider sunsetting. One of my teammates noted a [dashboard](https://www.customersuccesscollective.com/building-a-customer-success-dashboard/) that was only being used by a small number of employees at any given company and, even then, with far less frequency; in fact, the frequency of engagement was only a quarter of that engagement. When we looked at other [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), we saw that the time spent on that dashboard was long, and often there were scattered click paths. Was there a training issue that made it hard for our customers to adopt it? Were customers who engaged with this dashboard frustrated and thus didn’t see [value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/)? This dashboard was a key portal for a significant and costly product, so the question had to be posed: Is this dashboard eligible for sunsetting? As I was new to the product at the time, I immediately took it upon myself to set up meetings with customers who were using this dashboard, as well as uncover customers who had it in their package but had not used it in the past six months. In preparation for my first meeting, someone from our product team who knew this dashboard well walked me through it, got me fully trained and ensured that my conversations with our clients would be meaningful. Together, we came up with a few hypotheses about why usage was low: 1. The data are complex, and only certain professionals would be able to understand the data. 2. While our dashboards reflected near real-time data collection, the ways companies used these results are not near real-time but rather monthly or quarterly. 3. The dashboards are clunky, and while there was a training video available, customers felt intimidated because it was not easy. ### Why complex features need tailored support and feedback With these three main hypotheses in mind, I started talking to customers and learned not only were we right across the board, but the regular users felt the dashboard was essential to their value with YPulse. We took the metrics and invested time to collect feedback and were able to implement a few changes to how our CSMs train and support this dashboard, while avoiding sunsetting something critical. Through trusted partnerships, getting clear feedback that is actionable remains key. As we build up our B2C product offering, we’re keeping this in mind. In short, we have identified a small number of B2C customers who can offer this kind of feedback. While it is not a formal customer advocacy board, these customers will provide the essential feedback that helps us make business decisions while making sure even the low-touch customers have a seat at the table. ## Delivering unified customer success at scale Both to minimize stress within an organization, and reduce confusion for your clients, any way to take advantage of the overlaps, while respecting the difference between customer needs and expectations, is key. ![Venn diagram comparing high-touch B2B strategies and low-touch B2C tactics, with shared customer success strategies like usage analytics and segmentation in the overlap.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Blending-High-Touch-and-Low-Touch-Customer-Success.jpg) Striking that balance where customer success resources and process automation can be shared without sacrificing the end-user experience will optimize your team’s resource allocation and delight customers with a consistent experience. ### Reusing high-touch methods to improve low-touch experiences There will be times when the B2B high-touch playbooks will help troubleshoot the low-touch B2C customer needs, and these low-touch tools and methods can save B2B CSMs a ton of extra work. ### Building flexibility into your customer success framework By staying flexible and thinking of these as swim lanes where team members may be working in parallel, while all in the same pool, individual contributors will feel empowered to lean in when needed, and comfortable delivering more low-touch methods to support lower critical needs from across your client portfolio. ### CSM daily task checklist URL: https://www.customersuccesscollective.com/csm-daily-task-checklist-template-framework/ Last updated: 2025-06-03T09:59:43.000Z ## What is a CSM daily task checklist? The CSM daily task checklist is a structured daily guide created to help Customer Success Managers (CSMs) stay proactive, organized, and impactful every day. Juggling renewals, product feedback, customer check-ins, and internal collaboration is no small feat—and this template ensures nothing falls through the cracks. It’s your daily playbook for reducing churn risk, building stronger customer relationships, and keeping momentum across your book of business. ## What’s inside the template? This checklist covers all the essential routines that top-performing CSMs use to stay on track. Here's what’s included: - **Morning setup**: Kickstart your day with calendar checks, priority account planning, and product updates. - **Customer communication**: Keep momentum with follow-ups, check-ins, and milestone shoutouts. - **Account monitoring & health checks**: Identify early red flags with usage data and support signals. - **CRM & documentation hygiene**: Keep your notes, health scores, and task lists clean and actionable. - **Internal collaboration**: Sync with cross-functional teams to align on customer needs and opportunities. - **Personal & team growth**: Optional but encouraged—invest in learning and sharing best practices. - **End-of-day wrap-up**: Set yourself up for success tomorrow with inbox cleanup and final updates. No fluff, just the key tasks that drive outcomes and strengthen customer relationships. ## How to use the template 1. **Start your day with the morning setup** to plan ahead and align with your top accounts. 2. **Work through each task category** in blocks: communication, monitoring, CRM hygiene, and collaboration. 3. **Optional learning**: Use downtime for professional growth or knowledge sharing with your team. 4. **Wrap up your day** by setting priorities for tomorrow and clearing your inbox. 💡 Pro tip: Save the checklist as a pinned tab or print it out, whatever helps you build it into muscle memory! ## Download your CSM daily task checklist ![CSM daily task checklist](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/06/CSM-daily-task-checklist.png) [CSM daily task checklistCSM daily task checklist.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/06/CSM-daily-task-checklist.docx "Download") [CSM daily task checklistCSM daily task checklist.pdf88 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/06/CSM-daily-task-checklist.pdf "Download") [CSM daily task checklistCSM daily task checklist Customer Success Managers juggle a wide range of responsibilities, from building relationships to managing renewals and surfacing product insights. This daily checklist is designed to help CSMs stay organized, proactive, and impactful each day. Use it to maintain custo…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-59.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyK9uKNUg3ukQfbvJHXssR7MFNnwhfJ15F0HEOVtsd68k5_LAcqvvJzybP4QE0pVy7wEjbczrEXCFaTi3tiNEbESf4SZX-xDSfBebqsBHbBxpTxh3kY-w1200-h630-p)](https://docs.google.com/document/d/14R9psV0EFKc7eLGBget2b9F4jWbWHQfbm1k-ZjREQsU/edit?usp=sharing) _This post is for paying subscribers only._ ### Onboarding & Retention Summit | Virtual, May 2025 URL: https://www.customersuccesscollective.com/onboarding-retention-summit-virtual-may-2025/ Last updated: 2026-08-21T12:41:51.000Z Catch up on all sessions from our first ever Onboarding & Retention Summit, with insights from the likes of Splunk, LinkedIn, Docusign, Slack and more. _This post is for paying subscribers only._ ### Using community to elevate the customer experience URL: https://www.customersuccesscollective.com/using-community-to-elevate-the-customer-experience/ Last updated: 2026-07-06T12:33:18.000Z For a long time, community was treated as a side project, often owned by support, and focused mainly on deflecting tickets. That’s no longer enough. Over the past few years at Box, I’ve seen how community can become a strategic force across the entire customer lifecycle. Not just in support, but in sales, product, customer success, and even category creation. But to unlock that potential, we need to stop thinking of community as a forum—and start thinking of it as a driver of experience, insight, and growth. ## What is a community? People often confuse a crowd with a community. But the distinction lies in intention. A group of people rushing into a store on Black Friday isn’t a community. A community forms when there’s a clear mission and a shared identity – when people show up not just for what they get, but because they feel part of something. And while B2B [communities](https://www.customersuccesscollective.com/communities-customer-success/) might not be as wild as the running of the bulls in Pamplona, the same psychological dynamics are at play: belonging, identity, and shared purpose. Community always comes down to two things: who it’s for, and why it exists. For any company, if you can define the “who” and the “why” around your product and mission, you’re on the right path. In fact, the more specific you can be in the early days, the more traction you’re likely to gain. Specificity builds momentum. From there, you can expand. [Here’s why communities are non-negotiable for customer successCommunities enable customers to interact, share knowledge, and find solutions without needing one-to-one interactions with CSMs.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-305.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--24--1.jpg)](https://www.customersuccesscollective.com/communities-customer-success/) ## How community supports go-to-market When our COO asked for a treasure map to show what community could do for Box, it sparked an important reflection. Community has evolved significantly over the past few decades. It’s no longer just about support or ticket deflection – it’s now about digital [engagement](https://www.customersuccesscollective.com/customer-vs-community-engagement/) and building full customer lifecycle hubs. That’s the vision we’re working toward at Box. We’re exploring how to integrate community everywhere, because customers are engaging with your brand in more places than ever before. Whether it’s a Slack channel, a Reddit thread, a LinkedIn post, or your own forums, these are all touchpoints where community can help you meet customers where they are and make a lasting impression. ### The rise of self-service and peer learning We’re seeing a major shift toward self-service. While it's been talked about for years, it's still underutilized, and when it is used, the experience is often lacking. But that’s changing, especially with younger generations, who increasingly expect seamless, self-guided product experiences. This is where community can step in as a powerful tool, particularly for education. People learn from documentation and videos, yes – but they often learn more from their peers. When someone sees another user solving a problem or using a product in an innovative way, that’s inspiring. It creates momentum. It also allows customers to see what’s possible with your product in real-world scenarios. ### Measuring the impact Common Room, a revenue intelligence platform, did a [detailed study](https://www.commonroom.io/resources/community-led-growth-report-2022/) of 140 B2B SaaS companies. The results showed clear links between strong community programs and metrics like ARR expansion and feature adoption. And those findings match what I’ve seen in my own experience. Community is a value exchange. You give value to your customers, and in turn, you receive value back. That might mean giving them a platform to share expertise, boost their careers, or gain recognition. And what you get back is equally powerful: insight, advocacy, and loyalty. You can measure that value in a variety of ways, some quantitative, some qualitative. But the key is to be intentional about how you approach it. ## Breathing life back into Box’s community When I joined Box in 2021, the community program was, quite frankly, lifeless. The forums were empty: digital tumbleweeds. Previous [community managers](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) had left, and it was the middle of COVID. There was almost nothing to build on. So I started with the basics. I asked for a list of customers who had shown a genuine interest in Box, I ran a survey over a few months and followed it up with small virtual events. I even sent out lunch vouchers to encourage participation. The goal was simple: understand what customers wanted from a community. The answer was clear – they wanted more opportunities to connect with peers, to explore use cases, and to network more broadly. [How community marketing and customer success teams can work togetherWhen you think about the goals of community marketing and customer success teams, it can be difficult to pick apart exactly how they differ. After all, they’re both trying to make the customer as happy as possible, right?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-306.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_community.jpg)](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) ### Starting small and building patterns At the time, we were still using Zendesk as our community platform. While great for support tickets, it wasn't designed for rich, interactive community experiences. And with pandemic restrictions still in place, in-person events were off the table. So I focused on what I could do: virtual enablement sessions. I picked topics relevant to Box and its ecosystem, like security and key integrations such as Box and Salesforce, and ran sessions regularly. It wasn’t flashy, but it was consistent. And consistency is everything in community building. ### Quality over quantity Our initial participation was small. With over 6.5 million weekly active users, Box has a massive reach, but many of these are marginal users. They might interact with Box through a shared document, without understanding the broader value of the platform. So yes, the numbers were modest. But what mattered more was who showed up and why they kept coming back. Some customers participated in over 30 events a year. That kind of commitment doesn’t happen unless you’re delivering real value. After 18 months, things started to become self-sustaining: a major milestone for any community program. ### Proving value to the business Data is crucial when you're reporting back to leadership, but so are human stories. Community gives you access to both. It’s one of the best ways to gather aggregated feedback at scale and to package that feedback with emotion and narrative. Over the past year, our community program has influenced over $11 million in ARR. Our analytics team was able to directly attribute that to community touchpoints. Is that game-changing revenue for a billion-dollar company? Maybe not. But it was enough to earn the attention of leadership and secure deeper investment. ### Scaling with purpose In July, we relaunched our community on Gainsight Customer Communities. We now have over 4,000 members, and we’re approaching growth with intentionality. When I created the registration form, I deliberately added friction. I didn’t want a one-click sign-up experience. If someone isn’t willing to answer a few thoughtful questions, they’re unlikely to meaningfully engage. It’s about curating for quality, not just quantity. We’ve got the pulse back. The next step is getting the patient out of the stretcher. And that means focusing on four key areas: **1\. Integrating community into the customer journey** We’re working to embed community into the broader customer experience. That means placing the right content in the right places – whether it’s inside the product, on the forum, or elsewhere. We recently formed a team to look at how community can support a cohesive, end-to-end journey. It’s not easy, but it’s foundational. **2\. Scaling content and thought leadership** If we want to lead the category of intelligent content management, we need to shape the conversation. Just as Notion and Figma became synonymous with their categories, Box must lead on topics like secure content, metadata workflows, and AI-driven automation. **3\. Expanding our events footprint** With in-person events back, we’re beginning to explore what our offline experience looks like. It’s different now, more curated, more community-driven, but there’s clear potential to create meaningful face-to-face moments that build trust and deepen relationships. **4\. Growing our partner ecosystem** Our most engaged community members often come from our partner ecosystem. The community gives partners visibility into customer conversations at scale, and we’ve started letting them build their own pages within our community hub. ## The intersection of community and support Let’s talk a bit about how community supports the support function itself. In the [Common Room survey](https://www.commonroom.io/resources/community-led-growth-report-2022/), one standout insight was the untapped potential of your most engaged customers. There's a tendency to underestimate just how willing (and eager) these customers are to share their knowledge and help others. If someone has been using your product for years, they’ve built up a deep well of expertise. But unless they work in your company or are formally part of a customer advisory board, there are often very few places for them to share that knowledge. A community forum becomes one of the only outlets for that, and many are happy to contribute when given the opportunity. ### Peer-to-peer support at scale As our technical writing and support teams face natural bandwidth limitations, the community has emerged as a valuable extension of support, enabling faster responses and broader coverage. Users help each other troubleshoot. They swap insights and workarounds. And often, the help comes faster than it would through a traditional support queue. ### Responding with transparency We know that software issues are inevitable. But what defines the customer experience isn’t the issue itself; it’s how we respond to it. If something goes wrong and there’s no communication, that silence can do more damage to your brand than the original problem. That’s why community can be a key channel for transparency. It gives you a space to communicate honestly, rally support, and respond in real time. ## Where AI and community meet No conversation today feels complete without touching on AI, and for good reason. It's becoming more pervasive by the day. But while there’s plenty of excitement, I believe the key to long-term success lies in [human–AI](https://www.customersuccesscollective.com/ai-humans-for-smarter-customer-service/) collaboration. And one of the best places to enable that collaboration is within your customer community. ### AI should complement, not replace, the human layer There’s understandable enthusiasm around what AI can do, particularly in areas like summarizing content or answering support questions. Gainsight, for example, has released new tools that we’re starting to experiment with in our own community. These tools are great at things like recapping long threads and surfacing insights. But here’s the catch – relying too heavily on AI, too quickly, comes with risks. What people still want (and value) is the knowledge, reassurance, and empathy that only another human can provide. So your community becomes the critical place where customers know they can connect with real people, not just bots. ### Personalized community experiences One area where AI shows huge promise is in [personalization](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/). Imagine being able to deliver a tailored experience to each community member based on their role. That’s our goal at Box: serve the right content to the right person at the right time. ### Real-world AI wins: Box Hubs in action We released a product called Box Hubs last year, which allows customers to curate and share unstructured content in a centralized hub. A recent example from Baylor University showed just how powerful this can be. They built an internal hub to organize their IT policy documents. Then they began using the AI capabilities in Box Hubs to query the content. When someone asks a specific question, like “What’s our bring-your-own-device policy for iPads?” – the hub could interpret the policy and return the right answer, just as a human might. That’s a game-changer. It freed up their IT team and made their policies more accessible and actionable. ### Sharing best practices internally Just last week, our own [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) built a hub using our Zendesk knowledge base as the source. It’s now a resource we’re actively sharing with customers to showcase how curation plus AI equals a better support experience. One of my pet peeves with traditional search? You ask a question and get thousands of results, but none of them actually answer your query. Recently, we’ve started seeing smarter responses in our own hub and in some external tools, too. The AI is finally starting to say, “We don’t have that answer.” That might sound like a small thing, but it’s a huge step forward. It shows that well-curated content and intentional AI design really can improve the customer experience. ### AI as an extension of support Here’s what I’d like to see more of: if AI can’t find the answer, it should route the query to the community, where a human might be able to help. With product innovation moving at such a rapid pace, it’s inevitable that knowledge bases fall behind. Technical writing teams are often understaffed. So, the best approach is to curate what you do have, layer AI on top, and then have a human in the loop for moderation or escalation. ### Giving customers the power to bring their own models One of our most exciting developments at Box is enabling customers to bring their own AI models into our platform. Whether it’s a customer support persona or an HR assistant, they can shape tone, intent, and content, all while securely managing their own data. There’s so much happening in this space right now. It's moving fast. But I truly believe that the combination of curated content, smart AI integration, and a strong human layer is what will define the next generation of great customer experiences. [How to integrate AI personalization and recommendation systems into your businessWith the power of artificial intelligence (AI) harnessed to crunch data on customer behavior, sentiment, and needs, businesses can craft tailored, value-driven interactions that captivate and engage customers like never before.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-307.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_personalization-1.jpg)](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/) ## Getting started: Build with, not for If you’re thinking about building a community, here’s my favorite piece of advice: build with, not for. I’ve seen teams spend months obsessing over how to launch, what platform to use, how to structure it, how it should look. But the key is to just start. Don’t overthink it. Get your customers together. That simple act (creating a space for people to connect) is high value in and of itself. For them. For you. For the business. Your customers will guide you. Their feedback will shape the direction and help you focus on what really matters. ### Cultivate identity and let rituals emerge There are plenty of great resources and books out there on community building, but this isn’t a static process – it’s an evolution. It starts with bringing people together, then gradually shifts into something deeper. You begin to notice patterns. An identity starts to take shape. You start to understand who these people are and what connects them. They may have totally different job titles and work in different industries, but something binds them. At Box, we’ve found our community tends to attract “future of work” personas – people who care about how content flows through their organization and who approach that responsibility with precision. Over time, you’ll see repeat attendees. You’ll develop rituals. That’s when it really starts to click. ### Choose your focus, prove your impact Community is both a blessing and a curse – it can serve so many areas of the business, but trying to do everything at once will dilute your efforts. The key is to choose where you want to make an impact and focus there first. There’s a natural maturity curve. Many communities start by improving the customer experience and then grow into a driver of expansion and advocacy. At Box, our path was a bit unusual, we began with events that directly influenced ARR, and only later did we start to more tightly integrate community into the broader customer journey. Now, with the right platform in place, we’re doubling down on making that experience more seamless and impactful. ### Budget and the business case Community often falls into a gray area when it comes to budgeting. It’s not quite support, and it’s not quite marketing. As a result, it’s frequently underfunded despite being one of the highest-value touchpoints a company can offer. If you can show ROI – if you can connect community to outcomes like retention, ARR, or faster onboarding, you’ll earn the investment you need. And you don’t need it all at once. Community is built over time. It rarely takes off overnight. ## Final thoughts I want to leave you with a quote from our founder and CEO at Box. It’s from a few years back but the spirit holds true: “Community should be a tailwind for everything else in the business – support, product, marketing, and the customer experience.” That’s the goal. Community isn’t just another tool in the stack. It’s the connective tissue that strengthens every part of your go-to-market engine. Done right, it becomes the place where human connection, shared knowledge, and real value converge – and that’s what truly elevates the customer experience. ### The customer success playbook for the AI revolution URL: https://www.customersuccesscollective.com/customer-success-evolution-ai/ Last updated: 2025-05-20T17:33:50.000Z As we move through 2025, the landscape of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) continues to evolve at a rapid pace. What originated as a response to a reactive customer support function has now solidified itself as a strategic, proactive business driver – and it's about to reach dizzying new heights as it enters an AI-powered era. This shift promises to bring unprecedented levels of [personalization](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/) and efficiency to the way we serve customers. This transformation isn’t just about changing the way we work; it's a complete rethinking of [how businesses deliver value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) in today's fast-paced digital economy. It's been fascinating to witness this evolution, and I'm excited to share insights on where we've been, where we are now, and where we're headed in the world of customer success. ## The reactive era: Firefighting and churn mitigation In the early days before its mission was better understood, customer success was pooled together with generic post-sale support, solving problems after they arose and focusing on churn reduction. Teams measured success by [how quickly they could resolve tickets ](https://www.customersuccesscollective.com/customer-success-support-tickets/)or address [complaints](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/), always one step behind customer needs. This "[firefighting](https://www.customersuccesscollective.com/churn-and-customer-feedback/)" approach – scrambling to put out fires as they erupted – led to [high churn rates](https://www.customersuccesscollective.com/high-churn-rate-look-to-your-customer-onboarding-process/), [frustrated customers](https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/), and a constant sense of urgency. Organizations were caught in a perpetual cycle of reacting to issues rather than preventing them. This model was always bound to be unsustainable. So, how did things change? [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Anticipating needs before they arise Fast forward to 2025, and leading CS teams have fully embraced proactive engagement. Through [customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/), [AI-powered analytics](https://www.sobot.io/article/ai-for-customer-success-strategies-2025/) and predictive tools now forecast churn and identify expansion opportunities before customers even reach out. In a nutshell, proactive customer success means: - **Anticipating needs:** Reaching out with solutions before issues escalate. - **Automated health scoring:** AI continuously monitors customer sentiment, product usage, and engagement to [flag risks early](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/). - **Personalized outreach:** Engagements are tailored to individual goals and milestones,[ not just generic](https://www.linkedin.com/pulse/evolution-customer-success-what-takes-succeed-2025-joanne-ocello-wc01e/) check-ins. The result? Companies that embraced this change report higher satisfaction, stronger loyalty and increased [retention](https://www.customersuccesscollective.com/customer-retention/) rates. As companies scaled, it became increasingly difficult for CS teams to track thousands of customer signals manually. Additionally, [proactive models](https://www.customersuccesscollective.com/defense-vs-offense-driving-growth-through-proactive-customer-success/) often relied on historical data, which limited the ability to predict future churn or expansion opportunities with high precision. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-260.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1542903660-eedba2cda473-1.jpeg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ### The AI-driven revolution: Hyper-personalization at scale Enter [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/). Today, artificial intelligence is driving customer success to new heights, enabling teams to make real-time, data-driven decisions at scale. Rather than relying on manual tracking, AI automates the detection of behaviour patterns, predicts customer needs before they arise, and personalizes engagement based on individual usage trends. In other words, AI is taking proactive engagement to the next level. With [51.3% of CS teams investing in AI in 2025](https://thisisgrowth.media/cs-trends-report-2025), we’re witnessing hyper-personalized interactions at scale. Consider Spotify, for example. The streaming giant uses AI to predict listener preferences and curate playlists tailored to individual tastes. This type of personalization is exactly what modern customer success teams must harness. Spotify’s not alone here; Salesforce is also leading the way using AI-driven insights to anticipate churn, automate outreach, and deliver personalized support before issues even have the chance to arise. AI-powered CS isn't just about efficiency, it’s about precision. If you’re still manually tracking [customer engagement](https://www.customersuccesscollective.com/customer-engagement-plan-framework/), you're likely missing out on huge opportunities. ### AI as a strategic enabler AI is not just about efficiency – it’s about intelligence and empathy. AI-powered customer intelligence platforms unify data, automate workflows, and provide real-time insights into customer health and behavior. Key advances include: - **Predictive analytics:** AI forecasts churn and expansion opportunities, enabling CSMs to act before risks materialize. - **Sentiment analysis:** AI detects emotional cues in customer interactions, allowing for more empathetic responses. - **Personalized recommendations:** Platforms like Amazon, Netflix, and Spotify use AI to tailor experiences, driving engagement and conversion[5](https://www.sobot.io/article/ai-for-customer-success-strategies-2025/). [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## The business impact: The cost of staying behind The shift from reactive to proactive and, ultimately, to [AI-driven customer success](https://www.customersuccesscollective.com/reinvent-customer-success-for-the-ai-era/) has significant implications for business outcomes. Companies that remain stuck in reactive mode are paying a steep price: frustrated customers, higher churn rates, and missed opportunities for growth and expansion. Resources are stretched thin as teams scramble to fix problems after the fact, leaving little time or energy for strategic initiatives that drive adoption and revenue As companies evolve to incorporate [AI into their CS efforts](https://www.customersuccesscollective.com/beyond-the-bot-ai-in-customer-success-ebook/), they start to see measurable benefits. By 2025, generative AI is expected to handle [up to 70% of customer interactions](https://www.salesforce.com/resources/research-reports/state-of-connected-customer/), significantly improving customer satisfaction in the process. The efficiency gain created by AI [enables CS teams](https://www.customersuccesscollective.com/customer-success-enablement/) to support larger customer bases without needing to increase headcount, driving operational leverage. But it's not just about efficiency. AI-powered customer success also opens the door to deeper customer relationships and greater revenue opportunities. [A study by McKinsey](https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/ai-and-the-future-of-customer-experience) revealed that AI-driven automation has reduced average ticket handling by up to 50%. And businesses with stronger digital engagement consistently outperform their competitors. Companies with just a [1% increase in LinkedIn followers](https://business.linkedin.com/marketing-solutions/blog/linkedin-ads/2025/b2b-revenue-impact-study) see, on average, a 0.5% increase in revenue. When CS teams use [AI to deliver personalized experiences](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/), they improve retention and position themselves as industry leaders, creating a positive cycle of engagement and growth. ## Where do *you* stand in the customer success evolution? It’s time for an honest assessment: Where does your CS strategy stand in this evolution? Are you still reacting to customer issues? Have you made the move to proactive outreach? Or have you fully embraced AI to predict and prevent churn while scaling personalized engagement? Here's a simple self-assessment table to get started: ![Customer success evolution framework: Assessment area Reactive (firefighting mode) Proactive (prevention and engagement) AI-driven (predictive and scalable) Primary CS metrics focus "Ticket resolution time, CSAT" "Net revenue retention, churn rate, customer health scores" "CLV, predictive churn scores, expansion revenue" Churn management "Reactive retention efforts, reaching out after a customer signals cancellation" Identifying at-risk customers with health scores AI predicts churn likelihood and suggests retention actions Customer engagement "Support-driven, mostly inbound interactions" "Structured touchpoints, Lifecycle engagement" "AI-driven, hyper-personalized engagement with real-time triggers" Scalability challenges "High dependence on manual efforts; scaling requires more people" "Improved process efficiency, but still needs human effort" "AI automates routine tasks, allowing scaling without adding headcount" Data availability "Fragmented, unstructured data" "Aggregated customer data (CRM, support, product usage)" "Centralized, AI-ready data with behavioral and intent signals" Data utilization "Reactive, historical reporting" Trend identification "Real-time, predictive data for automated decision-making" Technology and tools Basic CRM and support tools "Health analytics, lifecycle automation tools" "AI-powered analytics, automation and recommendation engines" Business impact "High churn, inconsistent experience" "Improved retention and stronger relationships, but resource-heavy" "Scalable, cost-efficient CS, increased retention and revenue" Recommended next step "Standardize data, set up customer health metrics, and automate basic workflows" "Automate lifecycle engagement, implement churn prediction" Expand AI-powered automation and predictive analytics for growth](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Real-time--predictive-data-for-automated-decision-making--2-.jpg) ### How to interpret your results - If most of your answers are in the “**Reactive”** column, you might be struggling with churn and inefficiency. Start by centralizing your data, setting up customer health metrics, and automating basic CS workflows. - If you align with the “**Proactive”** column, you've made strides in customer retention, but scaling may still require manual effort. Focus on adopting AI-driven churn prediction and automated engagement. - If you're in the “**AI-driven”** column, congratulations! You have a scalable, high-impact CS function. Continue optimizing AI for deeper personalization and revenue growth. ## AI as an amplifier, *not* a replacement At the heart of successful CS is not the replacement of humans with AI, but the amplification of human capabilities through technology. AI should take care of repetitive, data-driven tasks, allowing CS professionals to focus on building deeper relationships and delivering high-value customer interactions. Think of AI as your co-pilot. Companies like ZoomInfo are already using AI to surface real-time insights, enabling CS teams to engage smarter, not harder. This is the future of CS – and it’s happening right now. The question isn’t whether AI-powered customer success will become the norm. It's happening. The only question left is: > Will your company be leading the charge or playing catch-up? ### Customer Success Summit Amsterdam 2025 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-summit-amsterdam-2025-ondemand/ Last updated: 2025-05-20T10:47:24.000Z Catch up on sessions from the likes of Salesforce, Atlassian, GoCardless, Financial Times and more. _This post is for paying subscribers only._ ### Chief Customer Officer Summit Silicon Valley, April 2025 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-silicon-valley-april-2025-2/ Last updated: 2026-08-28T15:44:23.000Z Catch up with all the sessions from CCO Summit Silicon Valley, including insights from CloudFlare, Infor, GitLab and more! _This post is for paying subscribers only._ ### How to deal with customer frustration URL: https://www.customersuccesscollective.com/customer-complaints/ Last updated: 2025-06-04T17:27:22.000Z Let’s say one of your customers is dissatisfied with your product and can’t stop yelling about a software glitch. Or perhaps they’re peeved with their [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) and want to raise a complaint about the service. Neither of these situations is good for the customer or your brand. And to make matters worse, they keep leaving negative comments on your company’s [social media platform](https://www.customersuccesscollective.com/social-media-customer-support/). So, if you encounter this, what should you do? Let’s unpack that. ## Customer frustration It’s very natural to think of a frustrated and angry customer as your enemy, particularly if they’re unfriendly, impatient, and keep damaging your company’s reputation on the internet. But here’s a tip on how you can handle this: try to see this situation as an opportunity to better your product. **Raymond Otero, Director of Customer Experience at Microsoft,** admitted in a keynote presentation at [Customer Success Summit](https://events.customersuccesscollective.com/) that he “loves complaints because if \[he\] can figure out how to fix those complaints, it'll help \[him\] generate more bottom line.” Remember, as a success or [support manager](https://www.customersuccesscollective.com/customer-support-manager/), you’re constantly growing with your customers, and to do that, you need to understand that these customers have the same goal as you, which is to get the most value out of your product. Incidentally – and quite shockingly – [only 4% of unhappy customers](https://ohmyfacts.com/general/25-facts-about-customer-complaints/#:~:text=Did%20you%20know%20that%2096%25%20of%20unhappy%20customers,can%20identify%20problem%20areas%20and%20make%20necessary%20improvements.) voice their complaints! Meaning when customers *do* get in touch, there’s a heightened need for businesses to address this feedback promptly. This aligns with broader industry insight: according to the [State of Customer Churn Report](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/), just **11.5%** of teams actively seek to understand churn through exit interviews. There’s a significant opportunity here to better capture and act on customer sentiment before it’s too late. ### 1\. Be empathetic So when encountering this situation, it’s always best to apologize first and show your empathy. Taking an [empathy-led approach](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) allows you to put yourself in the customer’s position. They’re irritated and are looking for helpful answers, so don’t just provide boilerplate solutions that are impersonal to their situation. Is this a revolutionary step? Probably not. But this small measure can help de-escalate a heated conversation and turn it into a productive one. ![Tactical empathy tips: Use calm, measured language… even if the customer isn’t. Say things like: “That sounds incredibly frustrating. I’m here to help.” Mirror their words to show you’re listening (e.g., “You mentioned this happened after the update…”).](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/3-ways-to-show---tactical-empathy.jpg) **Tactical empathy tips:** - Use calm, measured language… even if the customer isn’t. - Say things like: “That sounds incredibly frustrating. I’m here to help.” - Mirror their words to show you’re listening (e.g., “You mentioned this happened after the update…”). This approach not only improves customer experience but will also help defuse tension, build trust, and increase the likelihood of a positive resolution. Win-win, right? ### 2\. Actively listen This might be the understatement of the century, but no one likes to feel ignored – *especially* when they’re airing a grievance. Make sure that you actively listen to their frustration and [map out the steps](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) you’ll take to solve the problem. 💡 ****Pro tip:** Let **them* speak. Don’t rush to a solution. Acknowledge their situation before pivoting to problem-solving. After the customer agrees with your idea, don’t forget to follow through on your promises. If you promised to get back to them in three days, you need to do so. By living up to your promises, you can build trust with your customers and deepen the relationship. > “Closing the loop is really, really crucial… you're going to tap into the 96% who don’t complain.” \- **Raymond Otero, Director of Customer Experience at Microsoft** Active listening also directly supports CS goals. In the [State of Customer Success 2024 Report](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/), relationship management and retention are among the top CS responsibilities, with [retention](https://www.customersuccesscollective.com/customer-retention/) accounting for **25%** of CSM focus. Getting this moment right isn’t just good practice – it aligns with [core KPIs](https://www.customersuccesscollective.com/measuring-customer-success/). ## Tailor your response to the channel Sure, there’s been an influx of customer complaints on social media over the last 15 years, but these complaints often occur with non-direct interaction. So, depending on where the complaint comes from, your approach might need to shift. ![Channel Tactical adjustment Email Formal tone, detailed responses, clear timelines Live chat Quick empathy, concise troubleshooting Phone Active listening, verbal tone cues, quick de-escalation Social media Short, professional public reply + private follow-up Review sites Acknowledge publicly, resolve privately](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/How-to-adjust-your-tone-by-channel.jpg) It’s worth noting that **75%** of CS teams engage customers via email, followed by **41.7%** by phone, and **30.2%** by video calls ([State of Customer Churn Report](https://www.customersuccesscollective.com/the-state-of-customer-churn-2023-report-blog/)). Knowing the dominant communication preferences can help you decide which channel to use first to prioritize retention. ## Prepare ahead of customer complaints ### Role-play scenarios A great way to prepare yourself for any customer unpleasantness is to find some colleagues to role-play with you. It might seem a bit forced at first, but for [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), role-play is an effective way to practice obtaining and maintaining customer satisfaction. Once you get over the awkwardness (and high-school drama-esque-ness) with your colleagues, then you can probably handle most situations with your customers! It also teaches you how to tackle different scenarios seamlessly in real life by stimulating real conversations to help customers with their concerns. That’s why running these role-plays is really helpful. It allows you to be geared up before diving into facing a real-life crisis. So, if you can, have a go at this with your colleagues. Everyone watching the roleplay should take notes and provide constructive feedback, so you can all improve as a team. ### Build a customer success plan Beyond role-play, another powerful way to get ahead of frustration is to prepare a customer success plan right from the start. > “At the very start of your customer relationship, [create a customer success plan](https://www.customersuccesscollective.com/why-its-time-for-you-to-start-using-customer-success-plans/) that speaks of their previous state, what the future state holds with the use of your product, what their goals are. Get as hard into numbers as you can… that’s your source of documentation. \- **Kalyn Lewis, Head of Sales & Customer Experience at Visme** However, only **39%** of CS professionals implement mutual engagement plans during onboarding, according to the [State of Customer Onboarding Report](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023-blog/). This is a missed opportunity – having a shared roadmap can defuse future complaints by creating clarity from day one. When complaints come in, especially nitpicky or [emotional](https://www.customersuccesscollective.com/emotional-intelligence/) ones, having that plan in place allows you to pull the customer back from the rabbit hole and anchor the conversation in facts and goals. What’s more, a strong customer success plan not only reduces complaints, but it also creates pathways for [upselling and cross-selling](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/) by reinforcing customer value early. ## Track and measure complaint handling It’s not enough to resolve complaints; you need to know if your efforts are working. Here are some [key metrics](https://www.customersuccesscollective.com/customer-success-metrics/) to track: - CSAT (customer satisfaction score) after resolution - NPS (Net Promoter Score) trendlines - Time to resolution - Repeat complaint rate - Follow-up survey feedback If you see the same complaint over and over, it may indicate a deeper issue that needs product or process changes. Metrics like [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/), used by nearly half of CS teams, can proactively flag issues before they become full-blown complaints. ## Document and share internally Every complaint is also feedback. Make sure to: - Log complaints clearly in your CRM or support tool - Tag by category or theme - Share recurring issues with your product or engineering teams - Create a “[voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/)” summary each quarter The most common internal barrier to improving customer experience is a lack of resources and poor collaboration with product teams, as highlighted in the[ State of Customer Success 2024 Report](https://www.customersuccesscollective.com/state-of-customer-success-report/). Having a structured [customer feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) turns individual complaints into organization-wide learning opportunities. ## A customer complaint case study in action In 2015, Proposify, an online proposal software that helps to optimize the sales closing process, experienced a lot of issues with its site. This led to many angry customers, and some even left negative and sarcastic comments on Twitter, like this one: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdroeUG0jiJ9s-QqCMXZxE-BXXpCVyWYc_DNM0O3GVmAgyQTh7uWT6xwkg3i1B15KJJniJBpQXIIk9fgotsdfPBILjsskhO86nJDvtt0xQJbbrAvTcgZn8B6F9wvdHWBiWbFg0X7w?key=D6qqDxQoX79btVWivpEGcg) And here’s how Proposify responded to the customer’s frustration: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfzx_edeZC1NOtXtYgObeIiWNCyz6ruVO3bxVYsTyJfAupPnSEkKr0TjmRUQ3Cj74UiqLljFsrOvG4blve47bcgLnz1MAapJFRxow5LzGHfnSEfjaAU5We0ONPCqrDv4Tsfv2Agdg?key=D6qqDxQoX79btVWivpEGcg) In this tweet, we can see that the first thing Proposify did was apologize and then they offered support for the issue. Although some may argue the ‘looking to publicly shame us’ bit can come a bit passive-aggressive because of the tone, you could say this is just part of their strong brand personality. But what the company did after the tweet was something we can really learn from. They followed up with an email that covered all the key issues that needed to be addressed. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdLkjLwSMRMfNDyL-xG5SN0i3JsPOZEjU-nuhqhjH-m8oXOPeHlHefkqqWxLtDs9OKDOnkcZLufzkhX79lTB3A3-bMUyucFBIRHDjz4TtriJUifBPqyT7GEkPohxCUvrrJIgMYE8Q?key=D6qqDxQoX79btVWivpEGcg) At the beginning of the email, the CEO of Proposify, Kyle Racki, asked for clarification about the customer’s problem. Because let’s be honest, the customer’s tweet doesn’t give much information about the company. If you don’t really understand the customer's question, you might end up causing a lot of confusion. So, asking for clarification first is vital when you want to target the issue and solve it. Then, Kyle addressed the customer’s problem like this: “This is something we’re working on within the next couple of releases. For now, you have to create a new page and budget table manually.” Here, we can see that Kyle tries to set realistic expectations for the customer. He made it transparent that there are limits to what their product can do. But then again, Kyle also made the customer aware that it is something they’re planning to improve, so the customer will still have faith in the company. And finally, Kyle apologized and left the contact information for the customer to reach out to if he had more questions in the future. Interestingly, he also mentioned in the last sentence that he and the customer were from the same city. This is a *really* smart move, as it builds a sense of connection with the customer. Also, it shows that although this is a business relationship, everybody in the interaction is a person at the end of the day. So, when dealing with customer frustration, you want to act like a real human and be as authentic as you can possibly be. It also helps to build a meaningful relationship with your customers. Just see how Proposify used their tactics to turn an angry customer into a happy brand promoter. The customer even followed up on Twitter and thanked the company. ## When it still goes south Even when you do everything right, there will be customers who escalate things, either CC’ing your CEO, yelling at your team, or refusing to compromise. It can feel like the worst possible working day of your life, but your first port of call should be to gently remind them that this is a *professional* relationship. And for full transparency, you’ll want to loop your line manager in, too. If things really go sideways, and you feel like you’ve done everything possible, it’s okay to let it go. As long as you feel you’ve thrown everything you can at the situation, that you did everything you could, then that’s all that matters. This mindset also helps when you face [churn](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) or tough losses. Many [CSMs](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/) in the early stage of their career take [churn](https://www.customersuccesscollective.com/customer-churn/) personally. Like it’s *their* fault the customer left, when actually there are a myriad of reasons that have nothing to do with their performance. You’re not always in control of the [outcome](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/), but you are in control of your effort, your integrity, and how you show up. Focus on what you *can* own, learn from what you can, and then move forward. ## Stay resilient as a CSM Handling complaints is emotionally taxing. CSMs need psychological safety, too. Here are a few tips for maintaining resilience: - Don’t bottle things up; make sure you talk to your team. - Schedule decompression time after tough calls. - Remember: you’re not your [churn rate](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/). It’s not always recognized, but CS can be emotionally draining. Interestingly, **32.5%** of CS professionals feel their work is undervalued by the C-suite ([State of Customer Success Leadership Report 2024](https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/)). That’s why peer support and internal advocacy are vital. If you, unfortunately, encounter a situation with an angry customer, try to remain calm and listen carefully to their needs, and you’ll be on the right path for customer retention. Frustrated customers aren’t always fun, but they’re trying to tell you something. If you listen well, respond authentically, and follow through with action, those complaints can become your best source of growth. ### Customer interview cheat sheet URL: https://www.customersuccesscollective.com/customer-interview-cheat-sheet-template-framework/ Last updated: 2026-04-10T10:18:15.000Z ## What is a customer interview cheat sheet? The customer interview cheat sheet is a practical guide designed to help you ask smarter, more insightful questions during customer interviews. Whether you're launching a new product or refining an existing one, the success of your interviews often depends on the *quality* of your questions, not just the quantity. This template provides a set of five golden rules for formulating questions that are focused, unbiased, and genuinely valuable. ## What’s inside the template? This cheat sheet covers the do’s and don’ts of effective customer interviews, including: - **Five core rules** for crafting high-impact questions (e.g. avoid bias, aim for open-ended responses, seek unique insights) - **Examples of weak vs. strong questions** for each rule (so you don’t just get theory—you get templates to use right away) - **Tips to avoid common interview pitfalls**, like asking questions you could’ve answered with a quick LinkedIn search By following this template, you’ll be able to gather richer, more actionable insights from your customer conversations without wasting anyone’s time (including your own). ## How to use the template 1. **Review the five key rules** before conducting any customer interview. 2. **Use the strong example questions** to shape your own interview guide. 3. **Avoid the common weak questions** that lead to vague or biased responses. 4. **Scale your questions**—start broad, then go deeper to uncover richer insights. 5. **Repeat and refine**—the more you practice, the sharper your interviewing instincts will become. Pro tip: Keep this cheat sheet open while you're planning your interviews. It’s like having a product researcher whispering great advice in your ear (minus the awkwardness). ## Download your customer interview cheat sheet ![Customer interview cheat sheet](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Customer-interview-cheat-sheet.png) [Customer interviews cheat sheetCustomer interviews cheat sheet.pdf104 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/05/Customer-interviews-cheat-sheet.pdf "Download") [Customer interviews cheat sheetCustomer interviews cheat sheet.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/05/Customer-interviews-cheat-sheet.docx "Download") [Customer interviews cheat sheetCustomer interview cheat sheet To ensure you get the most out of your interview, it’s essential you ask the right type and style of questions. Here are some guidelines to keep questions focused and direct to maximize your customers’ time. Rule #1 Questions should be relevant to your go…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-58.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLavFUDeLdKFTflsZ6fsZaz7ww9N9iQqMrTKQ-Xy2RBLFSUFSQcKHMJbqSsaf78IG04VARNTE9r630in8dAfmtVbzoVixjuJJhWTja15rWaTuxMBJI-w1200-h630-p)](https://docs.google.com/document/d/1FZCVPPSeFkqQS96s1kz0Vr%5FU4PQSvgjvaasRuAGMphg/edit?tab=t.0) _This post is for paying subscribers only._ ### How to lead an inherited customer success team URL: https://www.customersuccesscollective.com/how-to-lead-an-inherited-customer-success-team/ Last updated: 2026-06-22T08:56:44.000Z Customer success is often inherited, not built, especially when you’re stepping into an existing team. The title might be there, but the function behind it can look very different from what you expect. That’s where the real work begins. Over the years, I’ve been brought into startups, scaleups, and established companies at pivotal moments, all with one common ask: help us rethink, rebuild, or refocus customer success. Whether I’m joining a new team or guiding an existing one through change, the approach stays consistent. Because driving impact in CS isn’t just about putting new processes in place. It’s about understanding where you are, where you want to go, and how to lead people through the transformation in a way that sticks. ## Using the customer success maturity curve to assess your starting point One of the first tools I use when joining a new team is the customer success maturity curve. If you’ve never come across it before, it’s a simple yet powerful way to assess where your customer success function currently stands and where it could evolve. The curve typically breaks down into four levels: 1. **Reactive** – responding to customer issues as they arise. 2. **Proactive** – anticipating needs and actively driving value. 3. **Predictive** – using data and insights to prevent churn and foster growth. 4. **Transformational** – embedding CS as a strategic growth driver across the business. Most teams fall between proactive and predictive — understanding this helps set realistic goals. So if that’s where you are, you’re not alone, and you’re doing okay. But understanding this benchmark helps guide realistic goal-setting. You can’t jump from level two to transformational overnight. Getting to level four takes time, collaboration, and a strong data foundation. You need to build toward it. ## First 30-90 days: Listen, learn, and build trust During my first 30 to 90 days, my focus is always on listening, observing, and building relationships. The timeline varies – a small startup may take 30 days; a larger org, up to 90. In a 14-person seed-stage startup, you can likely get a full picture in 30 days. In a large enterprise, it might take 90, or more. The point is to take the time needed to truly understand the organization before taking action. I start by talking to as many people as possible: team members, stakeholders, peers, executives. People who are loud, people who are quiet. People who are happy, frustrated, or somewhere in between. These conversations are invaluable. I ask: “What’s working? What’s not? Where can CS add value?” It’s not just about their answers, it’s about reading between the lines. Alongside conversations, I do a thorough assessment of the current state, team structure, processes, tools, metrics. But I approach this respectfully. Most teams have already put in significant effort, and it's important to acknowledge that progress, even if things still need to evolve. Some of the questions I reflect on during this stage include: - Is there a defined journey?Are metrics aligned with goals? - What’s the historical context? ### Setting priorities and driving forward Once I have a good handle on the current state, I revisit the maturity curve. Where do we land today? Where do we want to go? What will create the most impact? Some initiatives will require high effort and deliver high impact. Others may be low effort but still drive significant value. Balancing these is key. You can’t (and shouldn’t) do everything at once. Prioritize, and be deliberate. Most importantly, don’t go it alone. You won’t succeed in a vacuum. You need champions across the business. That’s where [change management](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/) really comes into play. Invite others into the process. Share the vision. Build momentum together. That’s how you turn customer success into a true growth driver. Step by step. Person by person. With intention and empathy. [How to deal with change in your company, for your clients, and for yourselfCustomer success is continuously evolving, and our roles are changing all the time. In this article, discover the fundamentals of change management and how you can enable change in your company.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-303.png)Customer Success CollectiveGema Tamames Monzón![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-deal-with-change-in-your-company--for-your-clients--and-for-yourself-website.png)](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/) ## Making change stick The most important part of any change is making sure it sticks. That’s the whole point. Creating shifts in how things are done that people believe in, support, and are empowered to keep improving over time. And the foundation of that success is readiness: is your team, and your broader organization, actually [ready for change](https://www.customersuccesscollective.com/a-customer-success-playbook-for-navigating-uncertainty-and-change/)? That readiness starts with communication. People need to hear about change six times before it sticks – weave it into daily conversations. If someone raises an issue or shares an idea, I’ll often say, “Yes, I’ve been thinking about that too.” That small acknowledgement is one touchpoint that something’s shifting. It helps people slowly start to expect change and become more comfortable with it. ### Finding your change agents You don’t need to drive change alone. In every organization, there are people who want to make things better. Find them. Listen to the people who bring you ideas. If someone’s constantly flagging pain points or expressing frustration, dig deeper. Ask them what they’d do differently. Invite them to help shape the solution. ### Enablement matters As you evolve the customer success function, roles often shift. Expectations change. You can’t just redefine what success looks like and assume your team will automatically rise to meet it. You have to invest in enablement. Help your team “up-level” their skills so they can succeed in the new version of their roles. Give them the tools, the training, and the time they need to adjust and grow. If you want new behaviors, you have to create an environment that supports those behaviors. ### Creating a feedback loop When change is underway, people will respond to it, positively, negatively, and everywhere in between. And that’s good. You want feedback. Not every idea will land perfectly the first time, and that’s okay. Stay open to input. Make adjustments as needed to ensure what you’re building is fit for purpose and tailored to your team. The goal isn’t to get everything perfect out of the gate, it’s to move forward, learn, and adapt. ### Securing leadership support Change rarely succeeds in a silo. [Leadership buy-in](https://www.customersuccesscollective.com/c-suite-buy-in/) is essential, whether it’s from your executive team, your direct peers, or both. You need champions who will advocate alongside you, especially for cross-functional initiatives. I’ve seen firsthand how powerful this can be. I was once working on a customer feedback project with our CMO and VP of Product. We had loads of valuable feedback from customers, but no one was doing anything with it, it just sat there. The VP of Product, who had been with the company for nearly a decade, was skeptical. “We’ve tried this before,” he said. “It never sticks. People start it, then abandon it.” He believed in the value of the initiative, but didn’t feel it had the staying power. That’s when our CMO stepped in and said, “I need you to co-sponsor this with me. I need you to be the voice of this in R&D. I’ll drive it on the go-to-market side, but we need to do this together.” And that’s what turned things around. She gave him the power to lead, and he stepped up. Now, he’s the one championing the initiative in R&D, and she’s leading it across GTM. That alignment has made all the difference. The project has traction because we’re showing up as a united front. ## Earning executive buy-in There are many ways to secure buy-in from [leadership](https://www.customersuccesscollective.com/authentic-leadership-guide/), but one of the most effective is simple: align your customer success goals with your organization’s top priorities. If your company is laser-focused on metrics like revenue growth, net retention, or [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), show how customer success is influencing those outcomes. When you can draw that direct line between your goals and the company’s top-level metrics, it becomes much easier to get the executive team on board. ### Speak their language Another way to drive buy-in is by presenting your recommendations with data. When you bring facts and insights to the table, it removes emotion from the conversation. It’s not about opinions, it’s about impact. But equally important is understanding how your stakeholders like to receive information. Learn to speak their language. For example, my CEO and executive team love books. If I reference an idea from a book – say, a specific approach to NPS or a proven framework – they’re sold. No follow-up needed. We’re moving forward. I’ve had other execs who are podcast people. If I can find an episode from a credible source that aligns with what I’m recommending, it’s far more persuasive than a slide deck. Influence comes down to communication, and tailoring it to your audience makes a huge difference. ### Share stories and success models You also need to paint a picture of what success looks like. What’s possible if we make this change? What outcomes can we expect? Thankfully, customer success as a discipline is mature enough that we have a rich set of stories to draw from – case studies, industry benchmarks, competitor practices. I often turn to our own vendors for insight. If I’m working with a [CSM ](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)at a company we buy from, I’ll ask them how they’re running their programs. “What are you doing for onboarding? How do you manage adoption?” That transparency is a goldmine – and it helps me build a case for what we can do internally. ### Lead with empathy Lastly, never forget to lead with empathy. Resistance or objections from stakeholders aren’t usually personal. They’re reacting to the change, not to you. And that’s completely normal. Change is hard. If someone raises a concern, don’t shut it down. Acknowledge it. Understand where it’s coming from. Often, all it takes is a small tweak to your approach, a bit of dialogue, or some reassurance to bring someone along for the ride. Incorporating their feedback doesn’t just improve the plan, it helps them feel heard and invested. And that’s what real buy-in looks like. [Learning to lead: A guide to authentic leadershipThis article will serve as your personal guide through the sometimes hazardous journey of leadership. Here’s what you’ll walk away with: the five rules that encompass my leadership framework; the five promises you won’t compromise on; and the 10 deliberate actions you can take.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-304.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight--14-.jpg)](https://www.customersuccesscollective.com/authentic-leadership-guide/) ## Creating real collaboration across teams Customer success doesn’t operate in a silo, we touch almost every part of the organization. That’s why cross-functional collaboration isn’t optional. It’s essential. Open communication is where it starts. I work closely with our sales leaders. We attend each other’s calls, we present together, and we show up as a united front. That alignment is intentional, and I encourage my team to follow the same model. If someone on my team isn’t meeting regularly with their sales counterpart, I want to know why. Is it a strained relationship? Is there discomfort? Or is it a lack of interest from the other side? Whatever the case, we need to dig in and fix it because ongoing communication between CS and sales is non-negotiable. ### Promote transparency to build trust When decisions are being made (especially those influenced by customer or team feedback) I believe in being transparent. For example, my team recently surfaced concerns about our support process. It felt cumbersome and inefficient, and they were hearing this from customers, too. I made a point to share this feedback with our executive team. But I didn’t stop there – I also looped back with my team to share what happened next: the conversation, the outcome, and what changes we’re implementing. That kind of follow-through builds trust. It shows the team that their voice matters and that their input leads to action. It’s not just lip service, it’s partnership. ### Celebrate what great collaboration looks like Recognition plays a big role in reinforcing the behaviors we want to see. One of the initiatives we’ve introduced is joint QBRs between CS and sales. When we see an example of this executed really well, where the customer finds real value, gives strong feedback, and the teams are clearly aligned, we highlight it at our all-hands. We bring those team members up to talk about how they prepped, how the session went, and what made it successful. It shows others that it’s not just theory. This is what great collaboration looks like, and it works. ### Create the space for collaboration to happen But here’s the thing: collaboration doesn’t happen by accident. If you don’t create opportunities for it, it won’t exist. The QBRs are one vehicle. Another is a new initiative we rolled out: joint engagement plans. Sales and CS are now required to co-develop strategic engagement plans for their top accounts. Not “sales plans reviewed by CS,” but jointly owned documents. That distinction matters. We’re checking in regularly, reviewing progress, and where needed, course correcting. A bit of direction here and there ensures everyone stays aligned and clear on what good looks like. When you intentionally design structures that support collaboration, it becomes part of the culture, not just a one-off effort. ## Making change stick Once you’ve rolled out a change, the next big question is: is it actually working? Are people doing the thing you asked them to do, or are they slipping back into old habits? There are easy ways to start gauging this. One of the first signs is engagement. When you first share what’s coming, are people leaning in? Are they nodding along? Do they seem energized or hesitant? At my company, we don’t have a camera-on policy, so Zoom meetings are hit or miss when it comes to facial cues. But when I’m rolling something out, I’ll often ask for a camera-on session ahead of time, just so I can get that extra read on the room. It’s not perfect, but even over Zoom, you can tell a lot, if people are paying attention, if they're confused, if they’re skeptical. And sometimes, you just need to ask. What do you think of this? How does it land? If you’ve built trust, people will share honestly. That insight is gold. ### Explain the why behind the change It’s not enough to ask people to do something new, you have to explain why you’re asking. People need context, not just instruction. If I’m asking the team to improve their account notes, it’s not about checking a box. It’s about avoiding late-night pings when leadership wants to know what’s happening in a customer account and nobody has context. If we get it right, executives can walk into meetings fully informed, and our team can rest easy knowing the info is all there. That’s how you get buy-in. Make it relevant. Make it make sense for them. ### Engagement is more than attendance When you’re running training or workshops, it’s not about who shows up. It’s about who shows up ready. Are they asking questions? Are they thinking critically about the content? Are they telling you what’s still unclear? Some changes are straightforward, like adopting a new notes template. Others are more transformational. For example, we’re shifting our team from project managers to trusted advisors. That’s not just a tweak, it’s a mindset shift. We’ve introduced playbooks and layered in training to support that evolution. But we also need participation, real participation, for it to work. And if something’s missing, I want them to tell us. Feedback is how we iterate and make it better. ### Spotting and addressing regression Even after launch, I watch for signs that people are falling back into old patterns. Are they using the new process consistently, or did they try it once and revert? If that’s happening, I ask why. Are there blockers? Do they lack confidence in the new way? Did we miss something? This is where feedback becomes critical – not just the good stuff, but the honest, unfiltered insights. To get that, you need to create a space where people feel safe enough to share. Yes, we’ve all heard debates around “safe spaces,” but in practice, psychological safety matters. When people feel comfortable giving candid feedback, that’s when you can make meaningful adjustments and keep things moving forward. ### Measuring your impact Finally, once the change is live and in motion, you need to prove the impact. How do you know it’s working? That depends on what you’re trying to achieve. Some metrics, like growth KPIs, are retroactive. Net retention, revenue expansion, churn rate… they’re essential, but they tell you what already happened. That’s why I also look at leading indicators. They’re trickier to track, but they give you a window into what’s coming. A few examples I lean on: - **Time to value:** How quickly are customers realizing impact? - **Customer health scores:** Not just red, yellow, green – but comprehensive views that include product usage, advocacy potential, expansion readiness. - **Expansion and upsell potential:** If you can measure this and act on it, CS can become a major growth lever. - **Usage frequency and feature adoption:** Especially important in SaaS and consumption models. - **Customer advocacy and community participation:** Marketing will thank you for this. It fuels events, referrals, speakers, and organic brand love. The key is choosing the right metrics for the initiative you’re driving. Not every measure fits every change. Be intentional, be clear, and focus on outcomes that matter. ## Bringing it all together This framework isn't just for company transitions – it works anytime you're at a career crossroads. Figure out where you stand on the customer success journey, envision where you want to be, then map your path forward. Give yourself 30-90 days to assess and plan, whether you're the newcomer or the internal change-driver. Remember that how you lead and communicate shapes everything. Pick metrics that actually show your impact, and use what you learn to keep evolving. Change is tough, no question – but with the right approach, clear priorities, and teamwork, you've got this. --- *This article is based on a presentation given by Vicky at our Customer Success Summit in Austin, 2025.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### What is the salary of a Director of Customer Success? URL: https://www.customersuccesscollective.com/director-of-customer-success-salary/ Last updated: 2025-05-06T15:00:08.000Z [Customer success leadership](https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/) is on the rise, and roles like **Director of Customer Success** are pivotal in shaping company retention strategies, expansion efforts, and [customer-centric growth](https://www.customersuccesscollective.com/customer-led-growth/). With demand climbing globally, so too are the compensation packages for this highly strategic position. In 2024, before tax and excluding bonuses or stock, the **global median baseline salary for a Director of Customer Success** is **$143,500**. This figure, while impressive, doesn’t tell the whole story. Salaries for Directors of Customer Success roles vary significantly depending on where you live, your experience, your company’s size and maturity, and even your gender. Let’s unearth the key factors influencing a Director of Customer Success's salary. We’ll examine how it’s shaped by: - Geography - Gender - Experience - Regional and company context ## How much does a Director of Customer Success earn in the United States? The United States is home to a large concentration of Director-level CS roles. From coast to coast, salary variations tell a deeper story about local industries, cost of living, and hiring competition. In the U.S., the **median baseline salary for a Director of Customer Success** is **$143,500**, matching the global median exactly. But dig a little deeper, and you’ll find some key regional differences. ### US regional salary breakdown The South and West tend to offer the most competitive salaries, while the Midwest lags behind the national median. These gaps may be driven by local company size, cost-of-living adjustments, or talent market saturation. ![Director of Customer Success US regional salary breakdown](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/CSC_In-Article_Images_--2-.png) ****Source: Customer Success Salary Report 2024** | US Region | Median Director salary | % Difference from global median Δ | % Difference from US median Δ | | Midwest | $120,000 | \-16.4% | \-18.6% | | --------- | ---------------------- | --------------------------------- | ----------------------------- | | ------- | -------- | ------- | ------- | | Northeast | $185,000 | +28.9% | +25.4% | | | | | | | South | $145,000 | +1.0% | \-1.7% | | | | | | | West | $197,500 | +37.6% | +33.9% | | | | | | #### Regional insights: - The **West** leads with the highest median salary at $197,500, 37.6% above the global median and 33.9% above the U.S. average. This aligns with the tech-heavy concentration in states like California and Utah. - The **Northeast** follows at $185,000 (+28.9% globally), likely reflecting established SaaS and enterprise markets in Boston and New York. - The **South** comes in near the U.S. median at $145,000, a modest 1% premium. - The **Midwest** lags behind at $120,000, suggesting lower budget thresholds or fewer high-scale CS orgs in that region. These differences highlight how market maturity, talent competition, and cost-of-living dynamics influence director compensation across the U.S. ## Is there a gender pay gap among Directors of Customer Success? Yes – and it’s substantial. In 2024, the gender pay gap at the Director of CS level stands at **26.4%**. Despite growing advocacy for pay equity, gaps remain, especially at leadership levels. | Gender | Median Director salary | | Man | $178,000 | | ------ | ---------------------- | | --- | -------- | | Woman | $131,000 | | | | This discrepancy underscores persistent inequities in leadership compensation. The causes may include: - **Underrepresentation of women in higher-paying industries or companies** - **Disparities in access to promotions** - **Differences in negotiation outcomes** This gap is larger than what’s typically reported for [Customer Success Managers](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/), which suggests the gap widens at senior levels. 💡 ****NB:** Due to low sample sizes, we haven’t included data for non-binary, transgender, or “prefer not to say” respondents. ## What is the pay progression like for Directors of Customer Success? Interestingly, the progression isn’t strictly linear. While one might expect experience to correlate with higher pay, the data reveals a more nuanced story: | Experience level | Median Director salary | | 1–3 years | $141,000 | | ---------------- | ---------------------- | | --------- | -------- | | 4–5 years | $115,412 | | | | | 5–9 years | $167,500 | | | | | 10+ years | $141,000 | | | | #### Key observations: - **Early-career Directors (1–3 years)** are already earning near the median, suggesting accelerated promotion from high-growth companies or previous leadership roles in adjacent departments. - **4–5 year Directors** surprisingly report a dip in median pay, potentially due to role inflation in smaller companies where titles are granted earlier. - **5–9 years** marks the peak at $167,500, often correlating with directors who lead scaled teams and own P&L responsibilities. - **10+ years** see a dip to $141,000\. This could reflect **career progression beyond the Director title** (e.g., into VP or CCO roles), or seasoned professionals taking on director titles in less competitive markets or smaller companies. In short, **pay peaks around the 5–9 year mark** for most directors, then either plateaus or shifts into different compensation structures. [![Levels of experience between customer success job titles](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Untitled-design--37-.png)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) Source: Customer Success Salary Report 2024 ## Why Director-level customer success salaries matter Director-level roles are a keystone in the customer success hierarchy. These leaders not only manage teams but also set the strategic tone for customer engagement and retention across the company. Their salaries reflect the scale and impact of their responsibilities. For professionals seeking to ascend into these roles or for companies benchmarking their compensation practices, understanding these dynamics is critical to making informed career and recruitment decisions. [Are you being paid your worth?](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ## Continue your financial investigation The insights provided here are just the tip of the iceberg. If you want to explore how salaries differ for VPs, Heads of Customer Success, or other related roles, or if you’re considering international moves or benchmarking your own compensation, be sure to download the complete **Customer Success Salary Report 2024** for even deeper insights into this rapidly evolving field. [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/CSC_Salary_Survey_Article_2024--1---1--1.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ### Voice of the Customer (VoC) strategy framework URL: https://www.customersuccesscollective.com/voice-of-the-customer-strategy-template-framework/ Last updated: 2025-05-06T10:58:51.000Z ## What is a Voice of the Customer (VoC) strategy framework? A Voice of the Customer (VoC) strategy framework is a structured approach for gathering, analyzing, and acting on customer feedback across every stage of the customer journey. With a robust VoC strategy, companies can uncover what customers truly think, feel, and need, and use those insights to drive better products, experiences, and loyalty. In a nutshell? This is how you go from “we think” to “we know.” ## What’s inside the template? This framework walks you through a comprehensive, 7-step process for building a scalable and strategic VoC program: 1. **Define objectives** – Tie feedback to business goals like revenue growth or operational efficiency. 2. **Design** – Map customer journeys and identify critical touchpoints, channels, and feedback types. 3. **Listen** – Optimize feedback collection across channels like surveys, support, and CRM tools. 4. **Analyze** – Use both qualitative and quantitative data to uncover actionable insights. 5. **Act** – Implement tactical and strategic changes based on what customers are saying. 6. **Measure** – Continuously assess the impact of your improvements. 7. **Review** – Evolve your VoC strategy over time as your business grows and changes. The template also includes best practices for survey creation, internal reporting, and aligning teams around a unified customer experience strategy. ## How to use the template Here’s how to put the framework into action: 1. Kick off with clear objectives tied to business impact. 2. Map your customer journey and choose high-impact feedback points. 3. Design your listening strategy with the right mix of relationship and transactional surveys. 4. Collect feedback consistently, and bring in supporting data from tools like your CRM or ERP. 5. Analyze deeply, using dashboards and team collaboration to find the story behind the data. 6. Take action fast, both tactically (fixing things) and strategically (reimagining experiences). 7. Set up regular reviews to ensure your strategy grows alongside your customers. ## Download your Voice of the Customer (VoC) strategy framework ![Voice of the Customer (VoC) strategy framework ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/05/Voice-of-the-Customer--VoC--strategy-framework-.png) [Voice of the Customer (VoC) FrameworkVoice of the Customer (VoC) Framework.pdf111 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/05/Voice-of-the-Customer--VoC--Framework.pdf "Download") [Voice of the Customer (VoC) FrameworkVoice of the Customer (VoC) Framework.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/05/Voice-of-the-Customer--VoC--Framework.docx "Download") [Voice of the Customer (VoC) strategy frameworkVoice of the Customer (VoC) strategy framework One of the best ways to market to existing customers is to understand who your customers are and get feedback directly from the source. Voice of the Customer (VoC) is a research method that’s used to collect this feedback. Implementing a VoC strat…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-57.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJKZdvywXUWDCt9ERBTEjW7gbmpvgVO5Le7_gzLll2ZIWJbdl815R13zV4tvJdLcR91bDJbCFFz-jah8-8NLpFGCMKVzKTTcq6scEq3t-Vy3DuGSXm9-w1200-h630-p)](https://docs.google.com/document/d/1obNFEJ19aUQmuh9ijdokIsGL5woQ9SPhoVPvLZoUiAg/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### Customer success is the missing link in your GTM strategy URL: https://www.customersuccesscollective.com/customer-success-go-to-market/ Last updated: 2025-04-30T12:44:04.000Z One of the biggest blockers to [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) delivering real impact is the misalignment between [GTM (go-to-market) strategy](https://www.customersuccesscollective.com/align-customer-success-with-go-to-market/) and how CS teams are positioned to support it. We’ve all heard the phrase: “Sales is selling what CS can’t deliver.” That tension? It’s real. And more common than we’d like to admit. But I believe customer success has a crucial – and often underestimated – role in [defining and driving GTM strategy](https://www.customersuccesscollective.com/customer-success-go-to-market-podcast/). In fact, when CS teams are deeply aligned with a company's commercial engine, they [don’t just support growth, they power it](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). So, let’s unpack what GTM strategy actually means, why it matters, and how customer success professionals can play a key part in making it work. ## Why customer success and GTM alignment matters I like to think of GTM strategy and customer success as two islands that need a bridge. Too often, they exist in silos – sales over here, CS over there – without a shared understanding of what’s being sold, how it’s positioned, or what the customer journey looks like after the deal is signed. If you’ve ever found yourself in a situation where expectations were [misaligned](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) between what was promised and what can [realistically be delivered](https://www.customersuccesscollective.com/customer-success-led-mutual-engagement-plans/), you’re not alone. That disconnect is often a direct result of a fragmented go-to-market approach. But here’s the good news: as a [CS leader](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) or practitioner, you’re in a unique position to help close that gap. ## The founder mindset To really understand GTM strategy, it helps to think like a founder. Imagine you’ve just [launched a product ](https://www.customersuccesscollective.com/internal-launch-roadmap-template-framework/)– now you need to get it in front of the right people. What’s your plan? Who are you targeting? How will you reach them? Why would they care? That’s the heart of GTM: a clear, focused plan for how your product reaches its audience and achieves traction in the market. In its simplest form, GTM is about understanding how your product or service meets a need and how it gets to the people who need it. And yes, you might have an overarching GTM strategy for your entire company, but as you grow and diversify, you’ll likely need different approaches for different products, features, or markets. ## Types of go-to-market models Let’s take a quick look at some common GTM models. You might be wondering: where’s the customer-led one? Hang tight – we’ll get to that. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/GTM-cheat-sheet.jpg) - **Sales-led:** This is where a large sales team is responsible for moving the product – think big [enterprise deals](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) with complex decision-making processes. A company like Oracle might be a good example. - [**Product-led**](https://www.productledalliance.com/what-is-product-led-growth/)**:** Here, the [product sells itself](https://www.customersuccesscollective.com/how-to-build-a-culture-that-values-customer-interaction-in-plg/). Users can often try it for free, experience the value firsthand, and then convert. Slack started this way – you try it, like it, and then you’re ready to buy. - **Channel-led:** Distribution happens through partners or marketplaces. In hospitality tech, for instance, products must integrate into an existing tech ecosystem – they can’t stand alone. - [**Community-led**](https://www.communityledgrowth.com/what-is-community-led-growth/)**:** Less common, but growing. Think of platforms where [community advocacy](https://www.customersuccesscollective.com/communities-customer-success/) does the selling, where users themselves create momentum. A strong customer base can be [your best marketing tool](https://www.communityledgrowth.com/community-management-go-to-market/). - **Ecosystem-led:** A hybrid model, where both partnerships and community play a role in driving reach and revenue. 💡 Now ask yourself – how does your company go to market? And if you have multiple products or services, do they all follow the same model? ## Building the GTM puzzle Let’s break this down as if you were putting together a business plan from scratch. Because really, that’s what GTM is – a business plan for launching and scaling a product. ### 1\. Who are you targeting? This is your **total addressable market** (TAM) – the segment of the world that could benefit from your product. If your TAM is too small, the revenue potential might not justify the investment. And the same goes for features: if you’re planning to build something, you need to know who will use it, whether they’re willing to pay for it, and whether it supports retention or expansion. ### 2\. What does your ideal customer look like? Defining your[**ideal customer profile** (ICP)](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/) helps you build marketing and sales strategies that actually reach the right people. What kind of companies? What roles? Where do they hang out? What problems are they trying to solve? [![State of Customer Success Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/State-of-Customer-Success-2024-report-banner.png)](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### 3\. How will you reach them? This is where your **distribution model** comes into play. Are you selling directly to businesses? Is it a [self-serve product](https://www.salesforce.com/uk/service/customer-self-service/what-is-customer-self-service/)? Do you rely on partnerships or integrations? Understanding this is key to scaling sustainably. ### 4\. What’s your value proposition? This one is big – and often missed. Your **unique selling proposition** (USP) isn’t about listing product features. It’s about clearly stating the problem you solve and why that matters to your customer. I always say: if you can’t tell me in 60 seconds why I should care, you’ve lost me. I’m a big fan of the TV show *Dragon’s Den* – and it’s amazing how quickly you can tell whether a pitch will land based on whether the founder can articulate the pain they’re solving, the size of the market, and the growth path. The same applies here. If your customer – or your own team – doesn’t understand how your product stands out in the market, it’s going to be a tough sell. [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Pricing, positioning, and why alignment matters Now that we’ve looked at how to structure a [go-to-market strategy](https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/), let’s talk about pricing, because while it’s often the first thing people jump to, I actually think it should come much later in the process. Once you know who you’re targeting, why your product exists in the market, and how it compares to competitors, then you can begin to shape your [pricing strategy](https://www.customersuccesscollective.com/your-ultimate-guide-to-pricing-a-saas-product/). It’s not just a number, it’s part of your positioning. You’ve probably heard the terms [“blue ocean” and “red ocean.”](https://hbr.org/2004/10/blue-ocean-strategy) A blue ocean means you’re entering a market without significant competition. You’re defining the space, the pricing, and how the market behaves. In contrast, a red ocean is full of competitors. You're not just selling your product – you're selling your differentiation. That’s where your USP becomes crucial. It's not just about being cheaper, it's about solving a customer’s pain in a better way. ## How well do you know your GTM puzzle? Before we move forward, it’s worth pausing to reflect. Of all the pieces in the GTM puzzle (your audience, product fit, distribution, pricing, and positioning), which ones do you feel confident about in your current company? And which areas could use a closer look? A great way to frame this is: how much do you know about your company’s GTM strategy? And more importantly, how aligned are your role, your team, and your activities with it? ## Why alignment matters Here’s the reality: you might not be running the whole business, but no one is operating solo. And the more fragmented your [internal alignment](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) is, the more it shows externally. There’s a quote I love: > *“The purpose of a business is to create and keep a customer.”* We in CS are often laser-focused on the second part – keeping the customer. But why does that matter so much? Because acquiring customers is expensive. The term **CAC** (customer acquisition cost) exists for a reason, and it’s always higher for new customers. Whether it’s marketing, sales outreach, demos, or onboarding, every step costs time and money. That’s why keeping customers – and increasing their lifetime value – is a strategic priority, not just a CS metric. If you’ve ever wondered why your board or senior leadership are so concerned with churn, this is why. Churn means the loss of future value, a wasted CAC, and a signal that your GTM alignment may be off. ## What misalignment really looks like Think of sales, product, and CS as three islands. If they’re not connected, here’s what happens: - **Product** builds for a user that sales never pitches to. - **Sales** sells a vision that CS can’t deliver on. - **CS** gets stuck delivering something that was never going to work for the customer. Sound familiar? ![Misalignment vs. alignment](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Misalignment-vs.-alignment.jpg) Now, imagine the opposite: product builds what sales can sell, and CS can deliver. You’ve got tight alignment around your ideal customer profile (ICP), you know their pain points, and every team supports the same journey. That’s when things start to work. That’s when customers stay. That’s when they grow. So the question is: which company would you rather work for? ## How customer success can influence GTM strategy You might be thinking: okay, but what can I actually do? I’m not in marketing or product. I didn’t choose the ICP. Here’s the truth: Customer success is one of the most important influencers of GTM success. Why? Because whether you have a quota or not, you hold the keys to the money pot. You're closest to the customer. You know what’s working, what’s not, and what value they’re getting (or not getting) from your product. You also hold the keys to [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/), and advocacy is marketing gold. If your customers are [happy, engaged, and achieving outcomes](https://www.customersuccesscollective.com/how-to-turn-happy-customers-into-loyal-brand-advocates/), they become your loudest champions. But if they’re not? Well, silence speaks volumes, too. So let’s get specific. ## The three pillars of customer success that power GTM I like to bucket the key CS activities that support GTM success into three areas: ![The three pillars of customer success that power GTM](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/The-three-pillars-of-CS--that-power-GTM.jpg) ### 1\. Onboarding The goal here is simple: help customers realize value quickly and with minimal friction. Whether you’ve got an [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) team or it’s part of your CS remit, this phase is critical. If your product is too complex to get started with, or your internal processes delay [implementation](https://www.customersuccesscollective.com/customer-implementation/), you're starting on the back foot. Make it easy. Make it fast. And make sure your customer sees early wins. ### 2\. Adoption This one’s no surprise. But let’s reframe it: [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) isn’t about usage stats for the sake of it. It’s about proving that your product is solving a real problem. If customers aren’t engaging, they’re not getting [value](https://www.customersuccesscollective.com/value-most-important-metric/). And if they’re not getting value, [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and [expansion](https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/) are off the table. Work with product teams to define meaningful [usage metrics](https://www.customersuccesscollective.com/product-usage-metrics/). Don’t just measure clicks – [measure outcomes](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/). ### 3\. Advocacy and expansion This is where it all comes together. Once a customer is onboarded and seeing value, the next step is [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) – [cross-sell](https://www.customersuccesscollective.com/cross-selling/), [upsell](https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/), and broader [adoption](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/). But it’s also about [brand advocacy](https://www.customersuccesscollective.com/customer-advocacy-template-framework/). Which of your customers are your loudest fans? Which ones could speak on your behalf? Which ones would you confidently send a new prospect to for a reference call? And here’s a key point: your onboarding and adoption strategies should directly feed your expansion strategy. If your first two boxes are strong, they naturally unlock the third. ## Don’t forget stakeholder alignment Here’s one more thing I want to emphasize: when you’re thinking about [onboarding](https://www.customersuccesscollective.com/onboarding-checklist-framework/) and [adoption](https://www.customersuccesscollective.com/how-to-develop-a-global-standardized-adoption-framework/), think beyond the buyer. Sales often focuses on getting the signature. But [CS needs to care about the doer, the influencer, the champion](https://www.customersuccesscollective.com/end-user-adoption/) – everyone in the account who impacts success. We want full [stakeholder alignment](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) across the entire ICP, not just one person. For example, in my team, we run three separate onboarding sessions – one for the user, one for the buyer, and one for broader stakeholders. Why? Because we want the whole organization to understand our value, not just the person signing the contract. ## Practical steps to align CS with GTM So now that we’ve explored the foundations of GTM strategy and the vital role customer success plays in it, let’s get into the practical side. How do you actually start aligning your CS efforts with the broader go-to-market strategy? And how do you know if it’s working? Let’s walk through a few key areas you can start influencing right away. ### 1\. Know your ICP – and challenge it You’ve heard me say it before: your ideal customer profile (ICP) is the cornerstone of GTM alignment. But here’s the thing – your ICP will evolve over time. Especially in early-stage companies, you might have customers who don’t actually fit your ideal profile. Maybe they were early adopters or outliers who liked your product, even if they weren’t the best long-term fit. That’s why it’s so important to continuously revisit your ICP. Ask yourself: - Do our current customers match who we say we’re targeting? - Are we marketing and selling to the right audience? - Are we retaining the customers we want to retain? If there’s misalignment, bring it back to the team. ICPs should be regularly reviewed and validated, not locked in and forgotten. ### 2\. Map the full customer journey (not just the start) A strong GTM strategy doesn’t stop once the deal is signed. Your [post-sale journey](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) – onboarding, adoption, renewal, expansion – should be just as intentional as the pre-sale journey. Make sure your CS team has [clear, consistent touchpoints](https://www.customersuccesscollective.com/scaling-data-rich-customer-touchpoints-matik-webinar-november/) throughout the lifecycle. Communicate milestones, set expectations, and track whether customers are actually progressing toward the outcomes you promised. Your marketing team should also continue [engaging existing customers](https://www.customermarketingalliance.com/what-is-customer-marketing-and-why-is-it-so-important/), not just prospects. Not with [feature releases](https://www.customersuccesscollective.com/new-product-features-email-template-framework/), but with messaging that uncovers new pain points – the same way you’d approach a new sale. ### 3\. Consistently articulate value One of the most powerful things you can do is regularly revisit the value proposition with your customers. It’s not enough to say it once at onboarding. If you [agreed on specific outcomes](https://www.customersuccesscollective.com/actionable-advice-for-setting-up-customer-success-led-mutual-engagement-plans/) at the start of the relationship, are you checking in on those outcomes quarterly? Are you measuring success in a way that’s meaningful to them? If not, it's time to start. [Value conversations](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) are what turn customers into loyal advocates – and what help identify expansion opportunities down the line. ## You’re not just a participant, you’re an architect Customer success shouldn’t be a passive recipient of a GTM strategy. You are a key architect of it. Here’s how to take a more proactive role: - **Create** [**feedback loops**](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/)**:** Your team is sitting on a goldmine of insights. Build systems to regularly [share feedback with product](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/), sales, and marketing – and make sure it’s quantified where possible. - **Align goals and incentives:** If every department is measured on different [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/), you’re pulling in different directions. Work toward [shared outcomes](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/) – ideally tied to [revenue](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/), [retention](https://www.customersuccesscollective.com/customer-retention/), or customer value. - **Invest in** [**enablement**](https://www.customersuccesscollective.com/customer-success-enablement/)**:** Ensure CS teams understand your GTM strategy inside out. Who are you selling to? What problems are you solving? How is the product positioned? This knowledge shouldn’t live only with sales or marketing – it’s critical for CS too. ![The GTM-CS feedback loop](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/The-adoption-feedback-loop-1.jpg) ## Shared tools and shared truths One of the easiest ways to align teams is through shared [tools and data](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/). If sales, marketing, and CS are looking at different views of the customer, alignment will always be a struggle. Aim for a unified system – one that tracks health, stage, revenue, and engagement in a way that everyone can access and understand. Also, [work with product](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) to ensure you’re using shared analytics to measure success. If product is tracking one set of usage metrics and CS another, it’s going to be very hard to agree on what “value” really means. ## Build, measure and learn together A go-to-market strategy should never be static. Things change – your company evolves, your market shifts, and your customers’ needs grow. That’s why it’s so important to embrace the build-measure-learn loop: - **Build** new initiatives, processes and features. - **Measure** the right metrics to track success. - **Learn** from data, feedback, and results – then adjust. ![Build, measure, learn, repeat.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Build-measure-learn-repeat.jpg) This mindset doesn’t just belong to product teams – it should be embedded across all departments, including CS. ## Is your GTM strategy actually working? Let’s finish with a quick diagnostic. How do you know whether your GTM strategy is aligned and effective? ![Customer success and GTM alignment checklist](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Alignment-checklist.jpg) ### Quantitative indicators - Are your KPIs moving in the right direction? - What’s your [churn](https://www.customersuccesscollective.com/customer-churn/) telling you? Often, churn reveals deep insights about mismatched expectations, poor product fit, or pricing misalignment. ### Qualitative insights - [What are customers saying](https://www.customersuccesscollective.com/propel-your-business-forward-with-customer-feedback/) about why they bought and why they stayed (or left)? - Are you hearing consistent themes from your team about delivery [challenges](https://www.customersuccesscollective.com/challenges-facing-customer-success/) or customer friction? Together, these signals help you identify misalignments and where your GTM strategy needs a refresh. ## Key takeaways If you remember nothing else, here’s what I want you to take away: - Your GTM strategy defines the **who, what, when, and how** of your growth. - As a CS professional, **you’re not just delivering** – you’re shaping the customer experience and **influencing revenue**. - Alignment requires **clear communication, shared goals, and ongoing collaboration** across departments. - And finally, remember: **nothing is fixed**. If something isn’t working, it can (and should) **evolve**. So take this as your invitation to engage. Speak up. Bring your voice to the strategy table. Because your proximity to the customer gives you a perspective that no one else has. --- [![GTM for Success](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/CSC_In-ArticleAds_CustomerLabs_Template--1-.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) *This article is based on a workshop Minna gave called "GTM for success: Aligning CS with GTM strategy" at* [***Customer Labs***](https://www.customersuccesscollective.com/customer-labs-workshops/) *on April 16, 2025.* ## Upcoming workshops Ready to level up your customer success skills? Our workshops run twice a quarter on Wednesdays, bringing you expert-led, hands-on learning experiences designed to solve real CS challenges. - **Enhancing CS through personalized engagement** with [Raymond Otero](https://www.linkedin.com/in/rayotero/) (May 21) - **Transform customer success into a revenue powerhouse** with [Harini Gokul](https://www.linkedin.com/in/harini-gokul/) (June 18) - **Strategic CS leadership** with [Andreja Mrze](https://www.linkedin.com/in/andreja-mrzel/)l (September 17) - **Elevate your CSM career** with [Elizabeth Blass](https://www.linkedin.com/in/elizabethblass/) (October 22) - **Build high-performing customer success teams** with [Dominique Duquennoy](https://www.linkedin.com/in/dominiqueduquennoy/) (November 19) Each workshop offers exclusive frameworks, actionable strategies, and collaborative learning opportunities to help you drive retention, enhance satisfaction, and align customer success with your business goals. ### Don't get FOMO Register now to join industry leaders from companies like Microsoft, Entrust, and Blackline in these transformative sessions. Take what you learn back to your team and create bespoke programs that drive measurable success together. [ Save your spot ](https://www.customersuccesscollective.com/customer-labs-workshops/) ### Onboarding for retention and revenue URL: https://www.customersuccesscollective.com/onboarding-for-retention-revenue/ Last updated: 2026-04-01T15:48:52.000Z It's easier to get at what customer onboarding should be by identifying frankly, what it shouldn't be. The sophistication and comprehensiveness of each organization's onboarding motion exists somewhere on a spectrum. Where your organization falls on that spectrum is largely predicated by a number of factors varying from the size of your team, the product you're working on, the customer base you serve, your tech stack, and any other resources you have at your disposal or can bring to bear. It isn't correct to say that there's a definitive right place to be on this spectrum. That said, I do feel confident in the assertion that high-quality high-impact onboarding is probably neither of these two extremes that you can see in the image. ## The balance of two extremes On one side, you have the notion of: the customer is sold on a Monday, we groom them on a Tuesday, they're logging in and clicking around on a Wednesday and is thus onboarded. Because while these are certainly milestones in the broader onboarding motion, they're not tantamount to holistic onboarding. Conversely, onboarding isn't the opposite side of that spectrum, wherein there is this unbridled data dump of all the tools and features within the product and service suite. Because ultimately, you want to use this valuable time to help the customer zero in and get really fine focus on the value use cases and how you're going to bring them to bear as opposed to losing these precious nuggets of information amidst this deluge of content that you're going to throw at them. Those are the things it isn't. ### What customer onboarding should be Now I've talked about what it isn't I want to talk about what it should be, but not from the perspective of tactical activity, but more in terms of what we should hope to garner from this vital stage in that customer journey. ![](https://lh4.googleusercontent.com/aRFWzjiydmlQ3g1jnDysUzWocKUj7s1C0yyu07JwlJlfNCVsZQlmJOWOgbRF43R3QN_WxT7JrIXC5M4aFJf3uuSZob586gPv4gKN2vdASID5FrUR2wNvozXxORWUu9WEK_u8E5-L) ### The customer's first experience of value It's really their first interaction with your brand, your people, your product, your processes, and you hope all of these elements bring something positive and benevolent to their experience. But nonetheless, it is that first experience and it's going to set the tone. I'm going to talk about that a little bit later. #### A time to understand your customer There is a wealth of knowledge that exists in the minds and systems of your sales engineers, your new business AE folk and you're going to learn a lot from your customer as well. It's a time to understand the customer, it's a time to understand it from a firmographic perspective: - Who are they? - Where do they play? - How big are they? - What industry are they in? It's time to understand from a technographic perspective: - What does their tech stack look like? - What are the integration points? - How does this fit into the ecosystem? And also understand: - What are their goals? - Why are they talking to you in the first place? All of these typical discovery phase-type questions, this is the time. #### A time to set clear expectations So often I see the notion of customer-centricity being conflated with just saying yes to the customer all the time. It's not the same thing because what I really advocate for is, in this period of setting clear expectations, having a consultative approach to this. At the end of the day, you want to define what benchmarks through this process for them mean that it's going well, what are the benchmarks for what they can expect, whether it be time, whether it be the deliverable itself, what can they expect through this process? And what can they hope to expect once they're fully through the onboarding motion? I always define disappointment as the delta between what you expect to get and what you did get. If what you did get is less than what you expected that's disappointment. By setting clear expectations, being consultative, and being an advisor you mitigate the gap that may exist there and ultimately you're going to have a much more positive outcome. #### A time to align with the customer's goals and metrics to ensure they see success This is a super obvious one but it's very easy to make assumptions and I'm sure we're all guilty of having done so. You want to make sure you're on the same page so don't assume it, make sure you understand what their goals are, understand there might be different goals based on if they're the functional practitioner, the executive practitioner, the financial buyer, understanding what parts of the organizations care about what things and how they're going to measure those things. Sometimes, again, be consultative. We have clients who'll ask, "What do your best most successful clients do? How do they use your product? How do they know it's working? What do they measure?" Again, don't be afraid to take a consultative approach but regardless, be aligned. #### A time to empower the customer so they can take ownership right away In previous careers and lives, I've seen implementation or been involved in implementation where the customer buys a tool or buys a platform, expects this team to show up on their doorstep, and then through technological wizardry, they have this system that is perfectly configured, well-administered with beautifully clean data and empowered users where there is no user error. This is an absolute fantasy, it never works out that way. In my experience, the most powerful compelling onboardings and the swiftest times to values are in situations where the customer has been really empowered. Empowerment comes and stems from accountability, it's a function of the right expectations, and them being able to take ownership and feel like this is their tool, and they can go forward and be successful with it, rather than waiting passively for the tool to do something to their business. Any way you can empower the customer to take ownership is important. There are lots of ways you can think about it, but nonetheless, empowering the customer to take early ownership and feel that sense of accountability over their success with the product. To recap, I've covered what onboarding isn't, I've highlighted in terms of value and purpose what onboarding could and should be, now I'm going to take a quick look at a fairly archetypal onboarding motion and its associated components. ## Onboarding components Obviously, there can be and will be different permutations of this but the themes and the flow should be fairly ubiquitous. ![](https://lh3.googleusercontent.com/eif5asEmk0IpzBlzjWofgWqHqVMtB-rO8V4CiLn-Hod0zyaMOzu3Uj2E5EJvnKfluaudehdkqe-RMQzptsbqiZXLLhVCzyuI8XVMJXpn5hMFdZnfZ1TUeXaWCJMQwb3D5mXoP6eB) Before I dive in, I'm going to shift over to a quick analogy, which I like to use in this context, which is that I often think about the customer journey at large as being analogous to a traveler's stay at a hotel. #### Onboarding analogy: hotel stay This is probably a metaphor or an analogy that you've heard but it's this notion that when you go to a hotel, the hotel spends a lot of money on the lobby because it's that first visual experience, it's that first sensory experience. They want it to wow you or they want it to be any number of other positive adjectives that they're going for. But there's money spent there and then there's money and time spent on making sure that check-in staff and front desk staff are really high quality and representing their brand well. They want them to be really customer-centric, attentive, informed, and having staff be able to provide this high-quality standardized experience that represents the brand, whatever that is, whether it's the way they greet you, the way they address you, the way they dress, the welcome gifts, all these things fold in and hotels spend a lot of time and money on really getting this right. ##### Good versus bad Those of us that have traveled for work or pleasure know what a good hotel check-in feels like; you get there, the line's quick, they have your reservation, everything's ready to go and before you know it, you're in the elevator with your keys, you've got into your room, and it felt seamless, your bag's off your shoulders and you feel great. Conversely, you know what the crummy ones feel like; the line was really long; it felt like they're understaffed; you got to the front of the line; the person wasn't very friendly; it took them a while to find your reservation; maybe there wasn't a room available when you got there, some of your preferences. If you’re a rewards member, maybe you weren't properly saved, so for some reason, they've put you in a room that's directly next to the fire alarm... right in front of the elevator, or at the back of the hotel by a dumpster. This is enervating and when you get to your room, you're miffed. It doesn't matter how nice the bed is, how big the television is, or whether the shower has the fancy soaps because you're bummed. The hotel from that moment is playing catch-up, especially because there aren't that many human interactions, at least in my experience, when you stay at a hotel. This is one of the few, that check-in moment, and it's the first one so it's really important. I think that the moment of hotel check-in is very similar to onboarding. It's that first moment of truth. You don't have to be perfect the whole time you just have to know *when* to be perfect and this is one of those moments. Now I'll talk high-level about some of these important things to think about during this stage. ### Handoff #### Maintain momentum from purchase Handoff is maintaining momentum from the purchase, strike while the iron is hot, time kills all deals and all those other fun catchphrases apply. Maintaining the momentum - the customer's excited, they've got buy-in. Momentum on your side too internally - all of that important information that exists in the sales engineers head or the AEs head, you want to get it out and onto a piece of paper or into your system. Wherever or however you facilitate your hand-off, you want that knowledge transfer to happen and happen quickly because it's all fresh. #### Ensure internal alignment of goals The other piece is ensuring the internal alignment of goals. So they've got all this knowledge about the customer, they know about the nuances, the personalities, the advocates, the detractors, the EMPOC, they might understand all sorts of other important things that will help you drive a positive kick-off and onboarding. Also internal stuff too, like resourcing: - How does this fit? - Is the training queue backed up? - Is this a really complex situation where we need to get more scope analysis? All these sorts of things you do in the handoff because that great handoff is going to drive a really awesome kickoff. ### Kickoff If you have all that information, you show up to kickoff informed, big, and in a way that makes the customer feel that this is not merely a repetition of everything they've already said. But instead, they're moving forward, this is forward momentum, our communication and procedural rigor are airtight, we've lost nothing you said in translation and we are here to reiterate the things we've heard you say, reconfirm, and move this thing forward. Strong handoff results in a great kickoff. Great handoff and kickoff drive really effective training. ### Training Training is a really polarizing thing. Sometimes customers really hate it, sometimes customers really love it. #### Be targeted The net is that powerful training is targeted, it's incisive, and it's appropriate for who the attendee is. Whether you format your training in a webinar, you do group stuff, private trainings, make them pay for it, it's how you structure it and good training is good training. It helps the user take exactly what they're learning in your classroom, and apply it to what they need to do at their desk, and also helps them build that foundational knowledge that's going to help them go further with the platform than maybe they originally even thought. You're sowing the seeds for more questions around deeper usage and broader usage, you're priming the situation for a really positive growth conversation. At the very least, you're making sure they're not just going to log in once and then get bored and leave. Ultimately, you're going to set yourself up better for a stronger renewal situation. ### Implementation With all of those things, that's going to drive your implementation. - Are you going to go soft launch? - Big bang? - Are you going to deploy to certain cohorts or groups? - Are there phase one items that are going to get delivered? - Is there a phase two that comes after more training or any custom work? All of the other things help you draw up the exact deployment strategy. None of these things are mutually exclusive and independent events, they're all cumulative. To use a sporting analogy, you can't win the US Open on day one, but you can certainly lose the US Open on day one. It's similar here, you can't fully do this at the initial stage, you can't complete the implementation just by getting a good handoff. But you can certainly blow up the whole thing by having a bad handoff and a bad kickoff. It's cumulative and each thing feeds into the success and effectiveness of the next stage. ## Onboarding should be data-driven Now I'm going to talk about where the rubber meets the road, and where you evaluate the effectiveness of your onboarding and through that quantitative discipline start to harden the line of attribution between onboarding activity and retention of revenue and outcome. ![](https://lh6.googleusercontent.com/DeCPQU_UK8PV8dwTUNCKiE32wnOswHYmEvzgoB17Zt1YeU2UfzA8aFQV5qjU1xH9LuOEMiAsnGK9Yv840nqmW0xTa34MfvWLUKiIW7LpoIIMjKxCbMeXb88FdkkjvPy1r2mdA1dn) You can see I've got this pyramid, you can also think about it in terms of a funnel - inverting it and having it the other way. Any cone-shaped object is going to do the trick. #### Core metrics At the base of your pyramid, you've got core metrics - I'm using an example of training here for the sake of simplicity. Collecting data on how many accounts and users at those accounts are trained. It's fairly simple, it's binary – trained, not trained. That's your base level of data. How many people that got signed on did I train? #### Satisfaction metrics The next level up is the satisfaction metrics. That's CSAT, NPS, survey data, smile sheets basically. The net here is you're saying of all the people that that did get trained, what did they think of the training? Did they think it was effective? #### Engagement metrics - How many people engaged? - How often or at what intervals do they engage with your content? Not your platform, not your tool, but your content. - How many of them took the next level training, the role-specific training? If you offer something like that. - How many of them watched the loom video? - How many of them went to your online community? - How many of them checked out your knowledge center? - How many of them did your certification program if you have it? All of these things talk about that engagement. You're culling down your funnel and you're measuring the fallout or the persistence of success through each of these phases. #### Usage metrics This is the one that everyone knows about and there are a bazillion acronyms and metrics on this one. Everyone thinks about this and that's important; usage is important. But the best one is impact metrics. #### Impact metrics This is the one that says: - Did they use the product as you taught them? - Did they spend less time trying to figure out something that improved the overall way they do work? That's hard. This is hard to think about. ##### Impact metrics analogy: cell phone The analogy I like here is a cell phone example. Let's say I'm looking for a tool that helps me get up on time in the morning, an alarm. I can use my phone, go to the clock tab, go to the alarm thing and enable the alarm. That's a manual process and it works. It will wake me up at 7am. That's usage. I'm definitely using it. That's great and I do it every day. But my Motorola Razor phone from 2001 also did that so is that really my impact metric? It's probably not. My impact metric is probably “is it changing the way Dominic's waking up in the morning?” No, because I'm setting the same alarm as I did on my flip phone. So they offer things, they say you could use Siri because then you can have her remind you to set your alarm. Or you could just tell her to set an alarm. There's the shortcut feature that's going to set my alarm for me depending on the day of the week. There's the weird nighttime feature now that tells you what time you're supposed to be going to bed based on what time I'm getting up, and all sorts of other fancy things that automate and make this process more seamless, less burdensome, less manual, less prone to failure potentially, or manual failure. **Those are impact metrics** because it's changing the way I'm thinking about my bedtime routine and how I'm waking up in the morning. It's not just the alarm. ##### Example usage metrics Impact metrics are tough so what might some of those be? For us, we have this concept of key usage beats. So you might think, okay, using the platform is one thing, but can you actually identify what sort of usage is tied and is most prevalent amongst churn cohorts, or down-sell cohorts? Versus what type of usage is most prevalent and associated with growth cohorts or renewal cohorts? If you can say I noticed the users that do the most of *this* tend to be the ones with the positive outcomes, then you've got a key beat, that can be an impact metric. - Did they just use the basic search? - Or did they use the fancy advanced search? - Did they just get the regular updates that they've got to go and get themselves? - Or did they get the updates that push automatically to their email in real-time? Thinking about impact metrics beyond just basic usage is really the key. They're hard to get to, but you've got to measure every step of this so you can get up to isolating and distilling the impact metrics. ## change You've got the nice forming, storming, norming, and performing wheel here which I like. ![](https://lh5.googleusercontent.com/GipL9OwgZ-bfJ1ON2EJSUi9bUVRTIFsC1MwpKSggbK5S_nCrNA0NNJi1I_ggjCw2FA_4dUL__m1VdrsWEN3-Hij42FqHRBVcAWRcyomLBX_nn-6U_8FeAz68TWdkx4jfi13k70FM) The net change from this is **change is the only constant**. ##### Business goals change, user change, executive sponsors change Business goals will change, users will change, other things will change. You may have formed, stormed, normed, and performed really well the first time, but then maybe their business changes and the way they need to use your system might change with it. You need to go through that reforming, re-storming, re-norming, and reperforming. You're iterating. Your user base might change, you might get a new division come in, you might get a bunch of extra seats in an existing division. Regardless, you're constantly in onboarding mode. ##### Usage & adoption rates may fall Your usage or adoption might rise or fall in different areas, which might prompt you to retrain or reoptimize or re-educate. Maybe your software or your product is evolving and you need to retrain on that. The spirit here is **always an onboarding mode**, always looking to iterate. Obviously, at different points in the journey, some of this is CSM-owned, as well. But the net is that at ZoomInfo, our onboarding team, as part of the broader customer experience function, does a lot of stuff mid-customer journey, as well. ## Drawing the line to retention and revenue A lot of people often talk about time to value. **Time to value is not just simply the date the contract was signed minus the date of first login.** **There is a difference between first experience of value and total expected value.** ![](https://lh3.googleusercontent.com/oWx1MYYM6Q-DcucgFong6QKJ5HP5hFq4Kllzdi-gdEhCtNn8hRuy8ZX_0m3D4eR5NgviiBs5CK5BEk7JCu22GHX7ps-29Yw1LxaF8iqKmFiR9XXfb4IGSKmci34dRnYGCzHkISBy) ##### Difference between first experience of value and total expected value To go back to my cell phone example, I buy my phone, I get home, I open the box, I rip off the wrapping, I grab the instruction manual (and I throw that in the bin, because who's got time to look at that?), I'm immediately turning on my phone and doing things. I'm probably texting within five minutes, I'm going to make a phone call in a few minutes, I'll probably send a work email pretty quickly. My first experience of value is probably sub-10 minutes for this phone. But is that my total expected value from this phone? Did I pay all that money for that? The answer is no. My total expected value is that I expect this thing to not only do all the telephonic stuff, but I want it to do my calendar, I want it to do my social media, and I would like it to manage my bedtime and wake time. A level beyond that is all of the integration, I want it to connect with and integrate with my iCloud, iPhotos, iTunes, and all the other things beginning with ‘i’, sync with my watch and my computer, etc. All of these things are part of my total expected value. Apple doesn't stop recommending things to me through this phone or through stuff online once they've seen I made a phone call. They realize there's so much more to this that's going to make me buy another iPhone. ##### Value should be measured at each stage of the engagement/adoption funnel We don't want to do that in our onboarding process, we don't want to just say "Great, you logged in, you clicked on a thing in week one, you're great" - that's not the case. That's not the total expected value. What you want to try and do is get them pushed off. You're not just trying to push the boat into the water, you're trying to really shove the boat off with enough positive inertia and enough empowerment in its user base such that they're on a better trajectory for that total expected value. And you measure that each step. You want to be able to say you measured every step - we did the training, they liked the training, they went and looked at some other stuff, and then they logged in. They also logged in and did some actually important stuff that really adds value. That's how to think about it because that's how you're going to drive that retention, mitigate the churn, and ultimately end up with a better revenue outcome. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2026/04/Onboarding-for-retention-and-revenue.png) ### Why monetizing customer success isn’t optional anymore URL: https://www.customersuccesscollective.com/monetizing-customer-success-isnt-optional/ Last updated: 2026-08-14T12:45:56.000Z For a long time, customer success has been seen as a post-sale support function – important, yes, but often treated as a cost center rather than a growth engine. That’s starting to change. I’ve spent nearly two decades in customer success, working across everything from scrappy startups to publicly traded enterprises. Throughout that time, I’ve seen just how powerful CS can be – not only in reducing churn and driving retention, but also in creating real, scalable revenue. But to do that, we have to reframe how we think about the role customer success plays in the business. ## Why monetization matters now more than ever Let’s start with the honest truth – things haven’t been looking great for customer success lately. If we zoom in on the period from 2022 to 2024, a lot has changed. A customer success leadership [study conducted by ChurnZero](https://fightchurn.churnzero.com/c/cs-leadership-study-2024?x=RbDl2O) and others revealed a concerning trend: net revenue retention (NRR) has been declining. That’s not all. Customer success teams aren’t growing at the pace they once were. The same study showed that fewer organizations are expanding their customer success headcount. That’s worrying, especially for those of us who are passionate about this industry and want to see it flourish. While some of these challenges are tied to macroeconomic factors outside our control, there are still levers we can pull. One of those is monetization. There’s also something deeper happening: the “experience gap.” I believe we’re unintentionally contributing to it. Too often, we fill our CS roles based on headcount availability instead of rethinking whether the model or offer truly fits what the customer needs. If we want to close that experience gap, we have to listen more closely to our customers. That might mean offering something new, something they’re actually willing to pay for, rather than just assigning another CSM. When done well, customer success does three powerful things: - It [reduces churn](https://www.customersuccesscollective.com/guide-to-churn-reduction-framework/) (gross revenue retention, or GRR) - It drives expansion (net revenue retention, or NRR) - And it opens the door to monetization I'm always curious to hear how many organizations are already [monetizing customer success](https://www.customersuccesscollective.com/a-strategic-guide-to-monetizing-customer-success/) in some way. From what I’ve seen, about half of teams are doing something in this space, but for many, that only means charging for professional services like onboarding or implementation. That’s a great start, but there’s so much more potential here. ## Can charging for customer success actually help your customers? Here’s a question I often ask: Can monetizing customer success actually help your customers succeed? In other words, does charging for customer success services drive better outcomes? In my own experience, the answer is a strong yes. Back in 2013 or 2014, when I was at Bazaarvoice (a US-owned company operating in the UK), we began monetizing customer success quite early. We started charging for services, and what we saw was fascinating: suddenly, executives who wouldn’t normally give us the time of day were showing up to kickoffs. They were participating. They were leaning in. Why? Because they were invested. And with that [engagement](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) came impact. We were able to collaborate more effectively, align on goals, and ultimately drive stronger results within their businesses. That’s something we all struggle with – customer engagement. It's the foundation of success, yet it's one of the hardest things to achieve. We’ve all heard the strategies for re-engaging silent customers or pulling people back into the product. But if you can create a dynamic where they’re already engaged from day one, because they’ve paid for the service, you’re starting from a place of strength. This is a big part of why I believe so strongly in monetizing customer success: it creates a natural path to engagement, and engagement is what unlocks outcomes. On the flip side, there are real risks in not monetizing. The Technology Services Industry Association (TSIA), whose research I really value, highlights several of them: - **Defunding**: When CS is always a cost center, it’s an easy target during budget cuts – something we’re seeing more and more of. - **Missed revenue**: In an environment where every business is searching for new revenue streams, this is a missed opportunity. - **Stagnation**: Continuing to operate the same way without innovation or evolution leads to stagnation. And stagnation isn't just a business risk – it’s a career risk. So yes, monetization is about revenue, but it's also about relevance, resilience, and results. _This post is for paying subscribers only._ ### The Customer Success Index Report URL: https://www.customersuccesscollective.com/the-customer-success-index-report/ Last updated: 2025-04-24T16:13:27.000Z Ever wish you had a playbook for scaling CS, spotting churn earlier, or proving value beyond NRR? This report has you covered. The **Customer Success Index report** is packed with real insights from over 250 CS leaders across North America and Europe. It reveals how top teams are scaling smarter, leveraging AI, and driving impact - all without doubling headcount. It’s not just theory. It’s what’s working right now. ### Download your copy ### What you’ll learn - How top CS teams are using AI to save 10+ hours a week - Why 84% of orgs are investing in tools, not just headcount - What KPIs are replacing NRR as the go-to metric - How Digital CS is scaling experiences without losing the personal touch - Why CSQLs are getting more attention than ever ### Who it’s for If you’re leading a CS org, building digital programs, or trying to do more with less, this is your cheat sheet. --- [**Gainsight**](https://www.gainsight.com/resource/demo/?utm%5Fsource=cs-alliance&utm%5Fmedium=content-syn&utm%5Fcampaign=2025), the world’s leading Customer Success platform, helps businesses drive efficient growth by unifying the post-sales customer journey. Its innovative set of customer success, customer education, product experience, and community management products are used by companies of all sizes and industries, including nearly 200 publicly traded organizations. With Gainsight and its powerful AI, starting and scaling customer acquisition, retention, and expansion has never been easier. Learn how leading companies such as GE Digital, SAP Concur, and Workday use Gainsight at [**www.gainsight.com**](https://www.gainsight.com/resource/demo/?utm%5Fsource=cs-alliance&utm%5Fmedium=content-syn&utm%5Fcampaign=2025). ## Grab your copy, free of charge. 👇 [ Download your free copy ](https://share-eu1.hsforms.com/1GO8NkhmhR8KClCqAPZvB6w2b1vun) ### Why value is the metric that matters most URL: https://www.customersuccesscollective.com/value-most-important-metric/ Last updated: 2025-04-23T15:19:50.000Z Early in my career as a [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM), I was obsessed with [net revenue retention](https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/) (NRR), customer [satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) score (CSAT) and [churn rate](https://www.customersuccesscollective.com/customer-churn/), assuming they were the ultimate indicators of success. After all, [customer success teams](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) have traditionally always been measured on these three. But I quickly realized that by the time those numbers moved, it was already too late to make an impact. The big problem with traditional CS metrics is that they make CS teams **reactive rather than proactive**. Because while these core metrics are important guidelines, they’re lagging indicators that only tell you what has already happened, and not what’s coming next. That’s when I shifted my approach to focusing on customer value first. If you want to establish your customer success team as a truly forward-thinking department, you need to look beyond these standard metrics and focus on value creation. Instead of just tracking how many customers leave or stay, start to measure the value your customers *gain* from your product or service. When you start to take notice of this, you’ll see a direct correlation between value realization and the lifetime of your customers. But let’s dig in. ## Higher engagement creates stickiness One of the strongest predictors of customer retention is engagement – how frequently and meaningfully customers interact with the product. The more embedded a product becomes in a customer’s daily workflows, the harder it is to replace, increasing stickiness. This may be measured by evaluating: - **Time in product:** How often users interact with the product for meaningful tasks - **Feature adoption rate:** Whether customers are using the product’s basic or advanced offerings - **User growth:** How many users within the customer base use the product Most CS teams recognize this – adoption rate, engagement, and feature usage are the most commonly tracked metrics during onboarding. However, [only 30% of teams measure time-to-value](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023/) (TTV), meaning few track whether that engagement truly translates into business impact. ![70% of CSMs don't measure time-to-value](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/70--of-CSms.jpg) CSMs can directly influence engagement and drive to stickiness: - **Onboarding experience:** Ensure new customers and new users of active customers understand how to leverage the product - **Continuous training:** Offer tailored guidance based on the customer’s goals - **Regular check-ins:** Call out barriers to engagement and offer solutions. Recommend underutilized features that will help the customer meet their goals. ## Stickiness leads to expansion opportunities A great product should be woven into the fabric of a customer's daily operations and decision-making processes; without it, they will have their original pain points. Once a product becomes deeply integrated into a customer’s workflows and relied upon daily, it naturally leads to expanded use of services. A sticky product creates a foundation for growth because customers see its value and seek additional features or services to enhance their experience. There are several ways product stickiness can be measured, such as **workflow integration, goal attainment** and **upgrades**. A truly sticky product seamlessly blends into existing processes. For example, our company built an app that customers use from start to finish when managing their real estate transactions. Many of their own workflows are centered around using the app, so that if they ever decide to change platforms, the way their entire company collaborates would be jeopardized. And this touches on the real hallmark of a sticky product: whether your customers have reached their original goal with it. At first, our customers wanted an app that saved them time creating and managing contracts with their customers. We delivered this so well, that it quickly became the norm in their workflows. It saved them valuable time and allowed them to reinvest energy elsewhere in their business. But goals shift and evolve, often expanding to redefine your overall objectives. Once you’ve established that your customers’ goals have changed and have determined there’s an appetite to reach bigger goals, you can offer additional products to ensure your company remains at the forefront of your customers’ minds. To do this, you can offer additional products or services via upselling or cross-selling. At our organization, we experienced this firsthand once more efficient contract management became the expectation of our customers. We then expanded our product to give customers more control in managing commissions and visibility to monitor payments. This expansion of services added more value to customers and increased their stickiness to our platform. 💡 Interestingly, nearly half (****49.1%**) of CS professionals today fully own upsells, cross-sells, and renewals – but [only 36.4% receive commission for it.](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/) ### How CSMs can drive expansion Whether you call it upselling, cross-selling, or account growth, this revenue-generating magic wouldn’t be possible without the canny and strategic mind of customer success managers. These agents dedicated to customer relationships are far more than account managers; they're organizational translators who bridge the gap between a customer's current capabilities and their future potential – a long-term strategic partnership. They can do this in a number of ways: - **Identify usage trends:** Monitor which features are used and introduce complementary services - **Success reviews:** Regularly highlight how the product has helped the customer reach their goal and recommend next steps to achieve even bigger goals - **Peer influence**: Showcase success stories of other relevant customers and influence adoption [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Expansion creates advocates As customers expand their use of a product, they become more invested in its success. CSMs can evaluate a customer’s likelihood of advocacy based on a few things: - **Customer referrals:** Directing potential new customers to your organization - **Public endorsements:** Getting your customers to provide a winning testimonial, case study, or an endorsement on [social media](https://www.customersuccesscollective.com/social-media-customer-support/), or even highlighting your product at industry events - **Beta testing and pilots:** Customers who willingly participate in the testing of new products and provide [constructive feedback](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) are more invested in the success of the product The role of the CSM is to strategically guide customers and proactively evaluate customer engagement, stickiness, [expansion potential](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/), and advocacy readiness to drive long-term success. As customers progress through these key milestones, they experience greater value, leading to higher satisfaction, retention, and loyalty. CSMs can create advocates by publicly recognizing their customer achievements with the product. Celebrating wins is always a good initiative. From this, CSMs can create advocacy programs that incentivize participation in case studies, testimonials, or offer incentives for referrals. And although I initially bemoaned a heavily metric-focused approach to customer success, ensuring your customers have a high NPS is a clear way to ensure highly-engaged customers are identified as willing advocates! ## What have we learned? CS teams that focus on value creation are better equipped to ensure customers stay, grow, and become advocates for your product. Transitioning from a metrics-driven approach to a value-based strategy may require a shift in mindset and processes, but the effort will pay off as it fosters stronger customer relationships and drives sustained growth for both your business and your customers. If your CS team still relies primarily on lagging indicators like churn and CSAT, start by making small but meaningful changes: 1. **Redefine success**: Work with customers to identify their unique success metrics. 2. **Track early indicators**: Measure engagement, feature adoption, and business outcomes before retention issues arise. 3. **Customer success enablement**: Train your CSMs to shift their conversations from "checking in" to actively co-creating success strategies with customers ### AI for Customer Success Summit 2025 | OnDemand URL: https://www.customersuccesscollective.com/ai-for-customer-success-summit-2025-ondemand/ Last updated: 2025-04-22T16:36:10.000Z Catch up on sessions all things AI from experts from Sprout Social, ID.me, Microsoft, GitHub, Salesforce and more. _This post is for paying subscribers only._ ### Customer feedback management framework URL: https://www.customersuccesscollective.com/customer-feedback-management-template-framework/ Last updated: 2026-08-24T12:18:30.000Z ## What is a customer feedback management framework? A customer feedback management framework is a strategic tool that helps organizations systematically collect, analyze, and act on feedback from customers. It's more than just reading reviews and ticking boxes, this framework is your blueprint for understanding what your customers really think, identifying improvement opportunities, and making data-driven decisions that drive satisfaction and loyalty. In short? It’s the difference between *hearing* your customers and actually *listening* to them. ## What’s inside the template? This framework provides a structured process to manage customer feedback effectively from start to finish. Here’s what you’ll find inside: - **A mapped-out feedback journey** – From surveys and support tickets to social media and online reviews. - **Feedback source matrix** – Organizes feedback by type, channel (e.g., support, social, surveys), and priority level. - **Survey templates** – Includes both general customer satisfaction and NPS-focused formats to quickly capture voice-of-customer data. - **Guided prompts and question examples** – Helps you ask the right questions, in the right way, to get quality insights. It’s a plug-and-play toolkit for collecting feedback that actually fuels your product, service, and CX strategy. ## How to use the template Here’s how to make the most of this framework in your org: 1. **Identify your feedback sources** – Use the source matrix to understand where feedback is coming from and how to prioritize it. 2. **Choose the right survey or collection method** – Leverage the included templates for NPS, satisfaction, or open-ended feedback. 3. **Assign priority levels** – Not all feedback is created equal—use the priority suggestions to triage effectively. 4. **Close the loop** – Take action and communicate back to your customers (yes, even when the answer is “not now”). Pro tip: Combine this framework with a monthly or quarterly review cadence to spot trends early and stay customer-obsessed. ## Download your customer feedback management framework ![Customer feedback management framework](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Customer-feedback-management-framework.png) [Customer feedback management frameworkCustomer feedback management framework.pdf179 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/04/Customer-feedback-management-framework.pdf "Download") [Customer feedback management frameworkCustomer feedback management framework.docx2 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/04/Customer-feedback-management-framework.docx "Download") [Customer feedback management frameworkCustomer feedback management framework In customer marketing, customer satisfaction is the foundation of success. Listening to your customers and acting on their feedback is crucial for understanding their needs, addressing their concerns, and continuously improving your products or services. T…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-56.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJe17991AacUOoirF1J6VIPEVAa71GnhiVY0bfVmpl3VO_iHIejxA7eNsGt55N19Q7GOlcQ5Ad6hz-YdpTjiKaEa4__Uu7F9UxoN9_N90sDw572vDwM-w1200-h630-p)](https://docs.google.com/document/d/18hIkVfZBqaUbw6JuaIRzP9N3miI9A7TiLFutLDNUb0w/edit?tab=t.0) _This post is for paying subscribers only._ ### A complete guide to customer success and account management collaboration URL: https://www.customersuccesscollective.com/customer-success-account-management-collaboration/ Last updated: 2025-04-30T12:17:54.000Z If you're struggling to get [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) and [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) (AM) on the same page, you're not alone. Misaligned goals, unclear responsibilities, and inconsistent handoffs can lead to frustrated teams and confused customers. After all, they’re both doing similar jobs, right? They talk to the same customers, work toward the same outcomes, and yet – too often – they operate in silos. This guide will show you how to fix that – from building a shared vision and defining roles, to managing change and [driving measurable growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). Whether you’re starting from scratch or fine-tuning an existing process, you’ll walk away with practical steps on how to build that collaboration in a functional and sustainable way. And, perhaps even more importantly, we’ll cover what you can do – starting tomorrow – to move things in the right direction. ## Creating alignment between customer success and account management ### Understand each other’s goals Let’s talk about how to create your CS/AM dream team. It all starts with understanding what drives each team. You’ve got to [align on your goals](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/). Be really clear about who does what, when, and why. I’ll be sharing some tips and resources to help with that. And, as with any change, expect more change to follow. So plan ahead, but also stay flexible – because pivots will definitely happen. That’s just how it goes. ### One team, one dream At Akeneo – and probably in a lot of other places, too – we like to say, “One team, one dream.” Easier said than done, right? But it’s true. If you want to be successful, your teams need to be aligned. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Kimberly-Ayala.jpg) That starts with a shared vision. Create a unifying vision statement that both CS and AM can rally behind. And this has to start at the top. You need executive buy-in – your CEO, CRO, [CCO](https://www.customersuccesscollective.com/chief-customer-officer/) – all the folks who influence how these teams operate. Don’t be shy about asking for that support. Once the vision is clear, leaders at every level need to reinforce it. As a manager or director, you’ll want to communicate this vision constantly. It might feel repetitive, but that’s exactly what helps it stick. Connect your team’s daily work back to the larger mission again and again. ### What’s in it for them? Before crafting your vision statement, take a moment to step into your employees’ shoes. They’re going to be asking, “What’s in it for me?” Why should they care about aligning with another team? Why should they spend time on this? So, frame your vision in a way that speaks to their goals, what motivates them, and what brought them to your company in the first place. And don’t forget to consider the customer’s point of view, too. What are they ultimately trying to achieve? That should be at the core of your vision. ### Keep it clear, concise, and specific Your vision should be clear, to the point, and tied to your organizational goals. Don’t be afraid to get specific – numbers help! If you’re aiming to increase revenue by 10% or reduce customer costs by 15%, say so. Here’s an example of a simple but effective vision statement: > *“We work to provide customers with the tools and services to drive efficiency and lower costs so they can continue to grow.”* This could be for a SaaS company offering an AI product that streamlines workflows. If you have specific metrics, like driving efficiency by 20%, include them. It strengthens your message. ## Turning vision into action Once you’ve created your vision statement, the next step is putting it into practice. Start by aligning on your metrics. Let’s face it – sales and CS often have very different goals. Sales wants to close deals, while CS is focused on retention and adoption. And sometimes, those objectives can seem at odds with each other. But here’s the thing – at a deeper level, they’re not. When you zoom out, you’ll see that both teams are working toward the same big-picture goals. It’s just about getting aligned on how you measure success and where your efforts overlap. ## Aligning incentives for seamless collaboration ### Make KPIs part of the conversation One of the best ways to align your CS and AM teams is to make sure their incentives and KPIs are connected. Everyone needs to be bought in – from leadership to the individual team members – and their goals should reflect this collaboration. Let’s walk through a few examples that I’ve seen work well in different organizations. ![Balanced incentives](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Balanced-incentives-1.jpg) ### Compensation adjustments and clawbacks First up, comp plan adjustments – specifically clawbacks for churn and contractions. Let’s say an account manager closes a deal without properly rightsizing it. If the customer ends up churning or downgrading because they didn’t actually need what was sold, that should come back to the AM. Why? Because selling something that doesn’t meet the customer’s real needs puts the CSM in a tough spot and hurts the customer experience. This type of structure encourages the sales team to think long-term, prioritize real value, and set the customer and the CSM up for success. ### Incentivizing longer contracts This one’s close to my heart. A lot of the time, it’s easier to win a short-term contract. It might even bring in more [upfront revenue](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/). But from a CS perspective, longer contracts are gold – they give you more time to build value and strengthen the relationship. That’s why it’s important to incentivize sales teams to go after longer deals. You might offer a spiff (a little extra bonus) when a longer-term contract is signed. It helps align the teams, reduces churn risk, and gives everyone more room to deliver real impact. Bonus: It also increases the chances of expansion, which benefits the AM as well. ### Recognizing customer success qualified leads (CSQLs) Here’s a term you might not have heard before: *customer success qualified leads*, or CSQLs. Think of these like leads generated by your CS team. When a CSM spots an opportunity for expansion or cross-sell, they pass it along – and ideally, there’s a bonus tied to that lead, just like a BDR would get for a new customer lead. This encourages CSMs to proactively surface opportunities and equips them with the right discovery questions. They’re closer to the customer and often hear the need first, so empowering them to act on that can have a huge impact on your pipeline. It also gives proper recognition to the CSM for the revenue they help generate, while giving the AM a clear direction on where to go next. [![Become a CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Bonuses for closed-won opportunities Last but not least, consider adding a bonus for CSMs when a deal they helped with closes. Often, the CSM is the one with the strongest relationship, and they can help move things along when gaps pop up. Think of them as a bit of a double agent – someone who’s in the room, understands the customer deeply, and helps the AM deliver the right message at the right time. This kind of alignment not only builds camaraderie between CS and AM, but also ensures the customer is truly getting what they need. And in the end, that means more value for the customer, more revenue for the business, and better retention all around. ## Using a RACI chart to clarify responsibilities ### What is a RACI? Now that we’ve talked about alignment and incentives, the next step is defining *who does what, when*. Enter the [RACI](https://www.customersuccesscollective.com/how-to-create-a-raci-chart-for-client-onboarding/) chart. If you’re not familiar with it, RACI stands for: - **Responsible**: Who’s doing the work - **Accountable**: Who owns the outcome - **Consulted**: Who gives input - **Informed**: Who needs to be kept in the loop It’s a great tool for avoiding confusion, especially as teams grow and more departments get involved. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/RACI-2.jpg) ### A simple example Let’s walk through a basic example just to show you how it works. Say a CSM identifies a customer need that could lead to expansion. They’re responsible for kicking off the process, creating the lead and setting up the internal sync call. The AM contributes by attending that call and following up afterwards. Same thing with making a warm intro. The CSM takes the lead there, and the AM supports. It’s all about clear roles, smooth handoffs, and no dropped balls. ### Scaling up with cross-functional collaboration Now let’s look at a slightly more complex example, like prepping for a sales meeting. In this case, the AM is *accountable* for creating the slides and doing the prep work. But they’re not working in a vacuum – the CSM, sales engineers, and even marketing are all contributing. Marketing might supply slide templates or messaging that supports the value proposition. Sales engineers can provide technical insights. Everyone plays a part. So don’t limit your RACI to just CS and AM – think cross-functionally. The more departments involved, the better aligned your efforts will be. ### Driving in different vehicles, same destination Here’s a fun little analogy I like to use: Think of each department as driving a different vehicle, but you’re all headed to the same destination. Some folks might take the scenic route, others go straight down the highway – but as long as you’re aligned on where you’re going, it all works. And if everyone understands the vision and their role in achieving it, you’ll get there a lot faster, with fewer detours and less confusion along the way. ## Get specific to avoid confusion Here’s my final tip on this: get really, *really* specific. Look closely at your customer journey and your sales process. Break it down into every tiny task – follow-ups, admin work, negotiation steps, paperwork – all of it. The more detailed your RACI, the fewer things fall through the cracks. When it’s unclear who’s responsible for what, things get missed. And that’s when deals go cold or relationships weaken. Don’t wait for problems to pop up. Define the roles up front, get everyone aligned, and keep those wheels turning. Oh, and if you’re looking for a more detailed RACI template, Customer Success Collective has a great one. Definitely worth checking out! [RACI templateA tool used to clarify roles and responsibilities within a project by designating who is Responsible, Accountable, Consulted, and Informed for each task.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-253.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/RACI-template3.png)](https://www.customersuccesscollective.com/raci-template-framework/) ## Navigating conflict, change, and community ### Address conflict early Let’s talk about conflict resolution – something I mentioned earlier, and now we’re diving in. My biggest advice? Don’t let small issues grow. Encourage your teams to bring up feedback early and often. At first, they may be a little overly compliant, especially if they’ve had rough experiences in the past. That’s okay – just take it in stride and keep looking forward. That mindset helps resolve most conflicts before they escalate. And always, *always* go back to your shared vision. Repeat it often (yes, almost to the point of overkill). Reinforce that you’re working together to help your customers succeed and to move the company forward in tangible ways. That message grounds everyone when tensions rise. ## Measuring success with internal and external KPIs You’ll want to track both **internal** and **external** KPIs to gauge how effective your efforts are. ### Internal KPIs These tell you how your team is doing. Are CS and AMs aligned? Are they communicating effectively? Do they feel supported and clear on their responsibilities? Look at employee sentiment, satisfaction, and team dynamics. Watch for gaps, confusion, or resistance. And always check that the documented process is actually being followed. Leadership should regularly check in and make sure tasks aren’t slipping through the cracks, especially those nitty-gritty admin details. I’ve seen what happens when no one owns documentation: complete chaos on forecast calls. ### External KPIs Now, let’s talk results. This is where it all comes down to what I call the “money metrics”: - Is your **pipeline growing**? - Are you generating more **CSQLs**? - Are those opportunities **closing as won**? - Are **renewals strong**, and **risk levels decreasing**? - Are you seeing more **expansion**, which in turn boosts **retention**? And of course, check your **CSAT scores** and voice of the customer feedback. Make sure customers aren’t feeling your org chart – they should experience a seamless journey, knowing exactly who to reach out to at every stage. That comes down to clear external communication and setting expectations. ## Pivot when needed – with purpose Things won’t always go according to plan. When that happens, be ready to *pivot* – and yes, I can’t help but think of Ross from *Friends* yelling “Pivot!” while dragging that couch up the stairs. (Sorry if that’s stuck in your head now.) ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfc-Vnote_sno11cSkoviq0VDPWJQrrjbAu8l7VW78zt9BRumRtW0zh-9w3An9ZtOTjQmBSxFAFnqvO8y1i1NNrZ9qCEHmKVUg7FbVQEsu4DuuGUZzbNFQKykHvQ4QzMRgaZPx1Ug?key=jsiksDMh2oCkGXQxWOEcYfwC) But seriously, if something’s not working, go back to your RACI. Reassess who’s doing what and when. Maybe you need to loop in more resources or clarify expectations. And when you do make a change, don’t forget to re-enable the team – update documentation, communicate clearly, and reinforce, reinforce, reinforce. People will say, “Wait, I thought we did it the other way?” That’s normal. Be patient, be clear, and stay aligned. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/PIVOT.jpg) ## Avoiding change fatigue If you’ve been through a reorg (or several), you know change fatigue is real. One day, you finally feel like you’ve got it down – and the next, everything shifts again. It’s exhausting. So, anytime you pivot, make sure you explain *why*. Use data. Show the gaps – pipeline isn’t growing, sales aren’t closing, and ownership is unclear. Whatever the reason, back it up with evidence. Especially if people feel like they’ve had success with the current process, they’ll naturally question why you’re changing it. Be ready for those conversations, and support your decisions with data that ties directly to revenue. That’s your strongest case. Also, keep celebrating your quick wins. Recognize what *has* gone well, even while acknowledging that adjustments are needed. ## Back to the vision – always At every step, circle back to your vision. Remind your teams what you’re all working toward, and make it central to your communication strategy. So, what are your next steps? 1. **Create your vision statement**, and involve cross-functional colleagues and leadership to shape it. 2. **Build your RACI document** and share it widely. 3. **Enable your teams** so they understand the process from start to finish. 4. **Manage change actively** – and be ready to pivot as needed. ## Helpful resources to guide your journey If you’re still unsure where to start, *Customer Success Collective* has a fantastic library of resources – videos, blogs, articles, templates, and even podcasts. (You might even hear from me there!) Some of my favorite templates include: - [The RACI template](https://www.customersuccesscollective.com/raci-template-framework/) - [Handover templates](https://www.customersuccesscollective.com/sales-to-customer-success-handover-template-framework/) - [Customer journey templates](https://www.customersuccesscollective.com/customer-journey-template-framework/) They're super helpful first steps, even if you’ll need to tailor them a bit for your team. ## My favorite go-to on change management I’m also a big fan of John Kotter – I talk about him all the time. If you’ve seen me at a conference, you’ve probably heard me mention his work. My go-to recommendation is his book *Leading Change* – it’s a great primer on how to lead change in both small and large organizations. If you want to go deeper, check out *A Sense of Urgency*, which is another excellent follow-up. ## Tap into the customer success community One of the best things about working in customer success is the [*community*](https://www.customersuccesscollective.com/customer-success-community/). We are so lucky to have a network of CSMs, leaders, and CS advocates who are genuinely open to helping each other. Attend conferences. Join conversations. Get active on [LinkedIn](https://www.linkedin.com/company/customersuccesscollective/). Look for the names that keep popping up and follow their content. Most people are more than happy to chat or share resources if you reach out. Take advantage of that. --- [![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/AM-CSM-power-duo.jpg)](https://www.customersuccesscollective.com/customer-labs-workshops/) *This article is based on a workshop Kimberly gave called "The power duo: CSMs and Account Managers" at* [***Customer Labs***](https://www.customersuccesscollective.com/customer-labs-workshops/) *on March 19, 2025.* ## Upcoming workshops Ready to level up your customer success skills? Our workshops run twice a quarter on Wednesdays, bringing you expert-led, hands-on learning experiences designed to solve real CS challenges. - **Enhancing CS through personalized engagement** with [Raymond Otero](https://www.linkedin.com/in/rayotero/) (May 21) - **Transform customer success into a revenue powerhouse** with [Harini Gokul](https://www.linkedin.com/in/harini-gokul/) (June 18) - **Strategic CS leadership** with [Andreja Mrze](https://www.linkedin.com/in/andreja-mrzel/)l (September 17) - **Elevate your CSM career** with [Elizabeth Blass](https://www.linkedin.com/in/elizabethblass/) (October 22) - **Build high-performing customer success teams** with [Dominique Duquennoy](https://www.linkedin.com/in/dominiqueduquennoy/) (November 19) Each workshop offers exclusive frameworks, actionable strategies, and collaborative learning opportunities to help you drive retention, enhance satisfaction, and align customer success with your business goals. ### Don't get FOMO Register now to join industry leaders from companies like Microsoft, Entrust, and Blackline in these transformative sessions. Take what you learn back to your team and create bespoke programs that drive measurable success together. [ Save your spot ](https://www.customersuccesscollective.com/customer-labs-workshops/) ### Why OnRamp partnered with us at Customer Success Summit New York 2025 URL: https://www.customersuccesscollective.com/onramp-testimonial-customer-success-summit-new-york-2025/ Last updated: 2025-04-16T12:20:44.000Z At the heart of every successful business is a team that knows how to support and retain its customers. That’s why the [Customer Success and Support Summits exist](https://events.customersuccesscollective.com/) – to bring together the people driving post-sale relationships, from onboarding and success to support and enablement. These events are more than just a chance to get out of the office; they’re a place where customer-focused professionals connect, learn, and leave with fresh ideas (and sometimes, new partners 👀). And for sponsors, the benefits are just as impactful. With an engaged audience of success and support professionals in one space, there's no better environment to showcase a platform or service that’s designed to make their lives easier. That’s exactly what drew OnRamp to the New York 2025 Summit. Let’s hear directly from **Frank Auger, VP of Customer Success at OnRamp**, about his experience at the event. 👇 ## A melting pot of post-sales professionals > *“The event was fantastic. I met a lot of people. I enjoyed the cross-section of different post-sales teams that were here, having the multiple summits all in one venue – success people, support people – was really a good set of people to network with and talk to.”* For OnRamp, the value of having multiple summits under one roof was clear. With success and support pros all gathered in one space, the event provided a rare opportunity to engage with a diverse set of roles, all aligned by a common goal: to better serve customers. ## Panels that spark real conversations > *“I thought the AI panel was fantastic. The presentations were a good mix.”* The team highlighted the AI panel as a standout moment. With emerging technologies like generative AI reshaping customer-facing roles, conversations around its application in CS and support weren’t just relevant – they were vital. The range of topics offered a strong balance, providing both strategic insights and practical takeaways. ## Building relationships beyond the booth > *“The benefit for OnRamp of coming to an event like this is we get to meet a variety of people that we might not otherwise find through our normal marketing and lead generation efforts.”* > *“We find people who are interested in working with us potentially, but also we just talk to a lot of interesting people, whether it be people who are just attending events or the other sponsors. And it's a good educational event.”* OnRamp found the event offered more than just lead gen. While connecting with potential customers was certainly a plus, the conversations themselves – whether with attendees or fellow sponsors – proved valuable for staying informed and building genuine relationships. ## A space where ideas flow > *“You learn a lot about what's going on in the field.”* > *“People here have been very friendly, very outgoing, very eager to share. Sometimes you go to networking events or conferences and you have to pull information out of people. There's been none of that here today. The conversations have been… they’ve just been flowing. It’s been very open and informative.”* When it comes to networking, authenticity matters. And for OnRamp, the summit stood out as a space where people showed up ready to share knowledge and engage in meaningful, easy conversations – a hallmark of a truly collaborative community. ## Ready to join us? If you’re building a product for CS or support, there’s no better place to connect with your target audience than at one of our summits. Whether you're looking to sponsor a talk, host a booth, or simply get in the room, we’d love to have you join us. Check out our upcoming [events calendar](https://events.customersuccesscollective.com/) and find the right fit for your brand. And don't forget to download our media guide brochure for more information. [Get the media guide](https://www.customersuccesscollective.com/partner-with-us/) ### The complexity of end-user adoption in B2B SaaS URL: https://www.customersuccesscollective.com/end-user-adoption/ Last updated: 2025-04-15T13:54:18.000Z [Product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) can be incredibly challenging when your end-users aren’t your direct customers, a common problem in the B2B [SaaS](https://www.customersuccesscollective.com/what-is-saas/) space. In a business environment, the customer who buys the product often isn’t the end user – the actual *consumer* of your product. The customer could be the team lead or operations manager buying the product on behalf of the team, but this person of contact (POC) often isn’t the one in the weeds, using the product. So, how can [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) have an impact on the *real* users of their product? ## What is end-user adoption? Getting your customers to adopt and use your product is a struggle in and of itself, let alone without the added barrier of being removed from them. Even if you have a world-class [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) sequence, it’s not worth a penny if it doesn’t resonate with the product’s day-to-day user. And with [only 40% of companies](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023/) having dedicated onboarding roles or teams, many B2B orgs are already starting at a disadvantage. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/60--no-onboarding-roles.jpg) Let’s say you’re a SaaS provider offering a scheduling system to hospitals. Your buyer is an ops director, but the people actually using your product day-to-day are the front desk staff at dozens of different sites – people you’ll probably never meet. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Who-buys-vs-who-uses.jpg) If they don’t understand the platform or find it frustrating to use, adoption stalls, [tickets rise](https://www.customersuccesscollective.com/customer-success-support-tickets/), and renewals get shaky. So how do you help them succeed without direct access? That’s where [smart onboarding](https://www.customersuccesscollective.com/8-ways-customer-onboarding-strategies-are-the-keys-to-efficiency/), scalable training, and customer empowerment come in. And that’s exactly what B2B onboarding and adoption is all about: *access*. You’ve got to provide the resources to meet their unique needs. ### Why it matters If your customers aren’t using your product, you’re on very shaky ground. This is because user engagement directly impacts retention and expansion. In many B2B SaaS models, your product may be used by dozens or even hundreds of end-users within a customer’s organization, but unless their details are shared with you or synced to your systems, they might not appear in your CRM at all. ## Create an end-user adoption toolkit? If you find yourself unable to reach your end-users directly, that’s when you put your creative hat on. (Grab your strategic hat while you’re at it, too!) Try not to focus too much on controlling every element; instead, you want to **enable your POC** (whether that’s the buyer, admin, or operations role) **to deliver your product’s value on your behalf**. The best way to do this is through a combination of: - Indirect strategies - Scalable support - Advocacy ### Indirect strategies Rather than trying to connect with hundreds of different users, you’ll have a much greater impact if you create enablement systems in place to better position your product, guiding behavior. Ways to do this can be through easily sourced guides and in-app walkthroughs that don’t require one-to-one onboarding. Your saving grace here is an automated onboarding flow that is triggered by activity. Once you nail this, you’re truly on your way. ### Scalable support You want to be able to reach lots of people – and *fast*! You want your slide decks, how-to videos and email scripts all good to go. Your internal champion (AKA your POC) will then be able to customize them to their team’s needs and distribute accordingly. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Your-internal-champion-enablement-toolkit.jpg) It’s all about filling your internal champions with confidence. Once they know your product inside out, they'll spread the gospel way better than you could. With CSMs being the [primary stakeholder in onboarding for 82.8% of companies](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023-blog/), empowering them with slide decks, email templates, and training resources becomes crucial to scale impact ### Advocacy There’s something seriously underrated about advocacy planning. When you give your customers the right tools, they'll become your secret weapon inside their company. When your POC starts advocating for your product, the foundations for renewals and expansion are well in place. *They'll* do the heavy lifting, like getting new people up to speed. *They’ll* gather what users really think, and spread the word when you drop cool new features. Because at this stage, they're not just buying your stuff anymore – they're right there with you, making sure everyone *actually* uses it. ## Set expectations on data access When you’re removed from the end-user, data becomes your best friend. But only if you can *see* it. One of the trickiest parts of supporting adoption in a B2B model is getting access to the right data, because your customer (not you) controls who gets into the platform and what information is shared. While 65.6% of CS teams track usage data, few go the extra step – only 11.5% conduct exit interviews. Real insight comes from combining data with qualitative feedback. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/only-11.5--CSms.jpg) So how do you make this work? You get. In. Early. ### Clarify with external stakeholders If you want better data access to be clear upfront during your onboarding and contract discussions. Be unequivocal that in order to support *their* success, you’ll need at least basic insights into user engagement. You want to know who’s logging in, who isn’t, and how key workflows are performing. ### Frame it as value, not oversight Customers are more open to sharing data when they understand the “why.” Position it like this: > “This data helps us tailor your success plan, spot adoption blockers early, and keep your teams getting maximum ROI.” Bonus tip? Build dashboards or reports that they can access too, so it doesn’t feel like you’re asking for something *for you*, but rather something that benefits them. ## Help your customers gather feedback When you can’t talk directly to the end-users, your customers become your user research team. But they’re busy – so make it easy for them. Give your champions ready-to-go surveys they can send out (bonus points if you help them interpret the results). You can also provide a select few targeted 1:1 chats with users that can reveal more than a dozen survey responses. Give your customer a simple interview guide and offer to join or help analyze. In the **State of Customer Onboarding**, we found that only 15.6% of companies proactively gather direct feedback during onboarding, quite a worrying figure. You can equip your brand champions to help provide feedback, which can reveal friction points early on. [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Don’t underestimate the human element Even with the best onboarding tech stack in place, adoption lives and dies by one simple factor: whether people want to use your product. This is where empathy comes in. Try to understand the world of your end-users. What does a “busy day” look like for them? What frustrates them? What would make their job easier, faster, or more enjoyable? These aren’t just UX questions – they’re adoption questions. With onboarding and retention [ranking among the top CS responsibilities](https://www.customersuccesscollective.com/state-of-customer-success-report-2024/), it’s vital we design processes that feel human, not just efficient. You don’t need to be in the room with them to design for them. Tap into your POC’s knowledge, use surveys and support tickets as signals, and lean into user behavior data. When you start seeing your users as real people rather than abstract data points, your onboarding and adoption efforts will naturally become more intuitive and effective. ### Iterate like a product manager Adoption isn't a one-and-done event – it’s an ongoing loop. Think of it like product development: you test, you learn, you refine. Yet [only 34.4% of companies](https://www.customersuccesscollective.com/state-of-customer-success-report/) factor in customer experience during onboarding. That’s a huge opportunity for those willing to test and adapt. Watch what works and double down. See what flops and pivot fast. Maybe one guide gets way more traction than others – cool, lean into that format. Maybe your fancy webinar series gets zero views? Okay, time to try something else. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/The-adoption-feedback-loop.jpg) The best CSMs approach adoption with a product mindset. Constant iteration, feedback loops, and never getting too precious about any one tactic. ## So, what have we learned? End-user adoption in B2B SaaS isn’t just about ticking onboarding boxes, it’s about enabling real behavior change, without ever shaking hands with the people using your product. Yes, it’s a challenge. But it’s also a huge opportunity. When you build scalable systems, empower your champions, and stay relentlessly curious about what’s working, you turn one-time customers into long-term advocates. Because when your product gets loved from the bottom up, *that’s* when retention sticks, expansion happens, and customer success stops being a department and becomes a growth engine. ### Customer Success Summit Denver | April 2025 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-summit-denver-april-2025-ondemand/ Last updated: 2025-04-15T10:01:37.000Z Catch up on select sessions from our first ever Customer Success Summit Denver and learn from experts from 6Sense, WordPress VIP, BigID and more. _This post is for paying subscribers only._ ### Transforming customer success as your business expands URL: https://www.customersuccesscollective.com/transforming-customer-success-business-expands/ Last updated: 2026-08-14T12:46:32.000Z Customer success isn’t a static function – it’s a living, evolving part of your business. And as your company grows, what worked yesterday won’t always work tomorrow. From early-stage scrappiness to enterprise-scale complexity, each phase of growth brings new challenges – and new opportunities – for CS teams to step up, [adapt, and lead](https://www.customersuccesscollective.com/authentic-leadership-guide/). But here’s the catch: success can’t scale on instinct alone. It takes structure, strategy, and a deep understanding of where your business is and where it’s going. In this article, we’ll explore: - How customer success evolves alongside your business, from startup to enterprise - What CS should focus on at each stage of company growth - The key metrics that signal progress, alignment, and maturity - How to build scalable success programs without sacrificing the customer experience - Why getting the foundations right matters more than jumping straight to AI and automation [Sustainable growth](https://www.customersuccesscollective.com/beyond-loyalty-leveraging-customer-advocacy-drive-growth-success-ebook/) isn’t just about doing more – it’s about doing what matters, at the right time, with the right strategy. ## The evolution of customer success Over the past decade, customer success has transformed from an experimental concept into a critical growth driver. Back in 2012, most of us were still figuring out what CS even meant – I certainly was. At the time, I was working in marketing, unaware of how central CS would become to long-term [customer value](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come). By 2015, it was clear that without a focus on making customers successful, businesses risked losing them just as fast as they gained them. Between 2017 and 2019, the [SaaS](https://www.customersuccesscollective.com/what-is-saas/) industry led the way in proving the value of proactive CS, but today, CS has expanded well beyond tech. More and more, we’re seeing adoption in education, nonprofits, and traditional industries – because success is universal. The pandemic in 2020 brought a pause, followed by a surge in growth in 2021\. By 2022, we hit a reality check: headcount alone couldn’t keep pace with customer acquisition. That’s when digital customer success became a necessity. Now, we’re entering the next phase – one driven by digital-first strategies, [AI, and automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/). The opportunity ahead is to harness those tools without losing the human connection that’s always defined great customer experiences. ## The four stages of customer success Every organization goes through stages when building out its [customer success function](https://www.customersuccesscollective.com/what-is-customer-success/). You can’t skip them or build them out of order – each one lays the foundation for the next. ![The 4 stages of customer success](https://lh7-rt.googleusercontent.com/docsz/AD_4nXf7Ydzcl-v6uZFkGrQOk6fqfObA1H0QSekmpRsffk2movLsNPWtwkQykfHBJUGZHcs-TIr20FC3iAKprvZ_9i0TL709vByuC8gdx7zW9th3PhARbjXtBuC4Ym7mrTb19FQfbCG9Xg?key=Y8jNX6IZHiT-rHHMJelnlbVI) ### Reactive We start with reactive customer success. This is where your customer reaches out to tell you there’s a problem. It’s a stressful place to be – when your first signal of trouble is the customer waving a red flag. But for many organizations, this is the starting point. ### Proactive Next, we move into the proactive stage. This is where we begin to anticipate customer needs, offering help and resources before they ask – or ideally, just in time. It’s about removing friction and being intentional about the customer journey. ### Personalized From there, we can evolve into personalized customer success. At this stage, we’re not just sending out generic content or support – we’re tailoring our interactions based on what we know about each customer. We’re offering specific recommendations, targeted resources, and curated experiences that speak directly to where they are in their journey. ### Predictive Finally, there’s predictive customer success. This is where we use AI and other tools to forecast customer behavior and proactively guide next steps. It’s the most advanced stage and one that many organizations are still working toward. --- If you're reading this and thinking, "We’re still in the reactive or proactive stage," you're not alone. Personalized and predictive experiences are aspirational for a lot of teams, especially those in industries outside of tech. And that’s okay. The important thing is knowing where you are and being intentional about where you’re headed. A customer success department is built in stages. Each one has to build on the next. If you build them out of order, it’s not going to work. You can’t jump straight to predictive without first understanding what you need to react to, what you can be proactive about, and how to personalize those experiences. When you take the time to build each layer thoughtfully, you’ll end up with a much stronger, more scalable CS model in the long run. [![State of Customer Success Leadership](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership) _This post is for paying subscribers only._ ### Upselling and cross-selling The pros and cons URL: https://www.customersuccesscollective.com/pros-and-cons-of-upselling-and-cross-selling/ Last updated: 2025-04-16T08:38:22.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) has taken on various meanings and designations over the years. While some organizations still see it as a derivative of [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/), a [synonym for account manager](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), or a niche of sales, the reality is that it’s all of that and more. In my organization, customer success is multiplicitous: a CSM is a product expert *and* a customer expert; [they own renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and product support; they function as an owner and [generator of revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). Many CSMs are responsible for the health and growth of their accounts, and in many B2B SaaS companies, this means securing renewals and generating incremental income, usually in the way of upsells and/or cross-sells. ![The pros and cons of CSMs upselling](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Pros-and-cons-of-upseling.jpg) ## Understanding upselling and cross-selling [Upsell and cross-sell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), might remind you of the typical business buzzwords that plague your everyday life (looking at you “circle-back”), but they’re really a part of your everyday life. ### What is upselling? You most likely encounter an upsell or cross-sell opportunity multiple times a day without really thinking about it. Just last week I went to the movies and bought a medium popcorn, they offered to make it a large for just $1 more – *that’s* an upsell (and one I definitely took them up on!). Imagine you’re going on a trip and you are looking at flights: you just selected a middle seat towards the rear of the plane, but man, you really want a window seat in business class. Then, then low and behold, a little notification pops up on your screen: “Upgrade to a window seat for $75 or 7,500 miles.” Yes, please, done deal. This is another example of an upsell that you might encounter in your everyday life. [Upsells](https://www.customersuccesscollective.com/up-sell-templates-framework/) are a sales strategy designed to entice you with a more costly option, usually at little or no cost to the supplier, to increase revenue per transaction. ### What is cross-selling? Now, cross-selling is a little more complicated in terms of strategy and requires more knowledge of the customer, their needs, and their patience. You’ve probably seen cross-sells before without knowing what they were called. I see this constantly on Amazon – see the picture below. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXelZ_Bo8uTCjJ2tDiU9fPzVoVb8sRW2bWhtTdJAoUbYI0paUHP5fCmCwxAFaOzPp6vj3Xty5vEHGXsA3b6cn2KQi8C-E25gRKcogXANleUgRE8islOrmdxDcKEIn-z6sFLUZyROwQ?key=YFuKFj-Vt-pNhDbYwVTS0L6y) Let’s say you’re browsing for an Xbox. Detecting your user behavior, Amazon suggests, “Hey, this Xbox would be much more fun if you could play with your friend. Why not get another controller?” Or, they might knowingly propose, “What if your other friend is playing Xbox at his house, wouldn’t you want to talk to them during your game?” And now you’re being presented with a well-reviewed “best-seller” wireless headset. ### Why cross-sells are important Cross-sells are a vital sales strategy for two very good reasons: 1. You’re putting **additional relevant products** in front of your customer, therefore raising the possible revenue on the sale. 2. You’re showing the customer that you know them and their needs. They see these complementary products and think, “Hey, this guy is thinking about my needs before I know them.” This can go a long way for brand loyalty regardless of whether the cross-sell is successful or not. ## Implementation in the real world In my line of work, these strategies can be executed in a variety of ways. One example that can show the benefits of this is a project I worked on with an entertainment client of mine. They were having ongoing issues with their previous analytics solution and had a high-level grasp on the deficiencies they were experiencing and had an idea of where they wanted to be. The client relied on Jellyfish's standard analytics solution to track ticket sales and campaign performance. However, during a [quarterly business review](https://www.customersuccesscollective.com/qbrs-in-customer-success/) (QBR), I noticed that their team struggled with understanding audience behavior across multiple channels. They expressed frustration with limited insights into how different campaigns influenced customer journeys, especially for high-profile events like concerts featuring A-list artists. Our team proposed offering the client a complete analytics overhaul, which offered advanced multi-channel attribution modeling, predictive analytics, and real-time reporting. This solution would enable them to: - Understand how different marketing channels contributed to ticket purchases. - Optimize ad spend for maximum ROI. - Predict demand for upcoming events based on historical data. Within three months of implementation: - They increased ticket sales by 18% for a major concert series by reallocating ad spend based on insights from the new analytics tools. - Their marketing team reported a 25% improvement in efficiency due to real-time reporting features. - The upsell added $50,000 in annual recurring revenue (ARR) for Jellyfish. ## The pros of customer success managers upselling and cross-selling Now that we understand these two sales tactics, let's explore why they are critical to a customer success organization and essential skills for a customer success manager's toolkit. ### Increased revenue We’ve already touched on this one, so we might as well get it out of the way early. Both upselling and cross-selling have the potential to significantly [boost revenue](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) by encouraging customers to purchase additional or higher-tier products, thereby increasing the average order value (AOV) and customer lifetime value (CLV). ### Enhanced customer experience What’s a desk without a chair? When a company executes an upsell or cross-sell strategy, they’re trying to increase the benefit the customer receives from the product. Many companies will offer a base tier plan for their subscriptions, but many customers require the premium version to receive maximum benefit. Think of Google Analytics. There’s a free version, but if you’re a massive CPG brand, you might not receive any tangible benefit, and even incur consequences, unless you pay for GA4\. ### Alignment with customer goals On the note of GA4, the paid version might be the only way your customer can achieve their goals. If you care about accessing your historical data, building and refining audiences, and consistently addressing every stage of your funnel, you probably want GA4\. It’s the CSM’s job to let the customer know when the product they're using no longer serves their goals, and to then help them see they need to upgrade. This can be done as a cross-sell as well. [Who should own the revenue for existing customers?In this article, I’m going to be talking about should CSMs own the revenue? I’m going to be sharing why and why not. This is a hotly debated topic so I’ll be sharing points of view from both sides.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-245.png)Customer Success CollectiveRebecca Nerad![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1569844514393-4e409050d5d7)](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) Let's say your client is using another analytics tool like Adobe Analytics, and they’re complaining about certain features that don’t meet their needs. The CSM then has an opportunity to pitch a cross-sell to GA4 or another tool that offers those features and can fix the customer’s issues. ### Competitive advantage Are you seeing a pattern here? Implementing effective upselling and cross-selling strategies can differentiate a company from competitors by offering a more personalized and value-added experience. Both upselling and cross-selling give you the opportunity to showcase that you know your customer, increasing both brand loyalty and the lifetime value of the customer. After all, happy customers stay and pay. ### Enhanced role for CSMs By taking on upselling and cross-selling responsibilities, CSMs can expand their role beyond mere customer support, becoming key contributors to revenue growth and customer success. An effective and competent manager always pushes for the continuous growth of their team, whether this be through educational or practical means. In this case, allowing your CSMs to go out and execute their own upsells will make them true customers and product experts. On the way toward the sale, they’ll gain a better understanding of the products your company offers, as well as how different clients utilize those products, making them more well-rounded. [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-247.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--3.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ## The cons of customer success managers upselling and cross-selling Believe it or not, it’s not always sunshine and rainbows when executing upsells and cross-sells. Several risks could impact your customer relationship when implementing these sales strategies. ### Risk of appearing pushy If not executed thoughtfully, upselling and cross-selling can come across as overly aggressive or pushy, potentially damaging customer relationships. As much as we don’t want to admit it, sometimes you just need to make the sale, and let the customer come to their own conclusion. If they truly need the product or feature, they’ll let you know and that’s when you pounce. ### Misaligned incentives If CSM incentives are heavily tied to upselling and cross-selling, it might lead to behaviors that prioritize short-term gains over long-term customer success. An overeager CSM might push a multitude of products on a customer that might not be relevant and necessary. You wouldn’t sell a motorcycle driver an air freshener. Don’t make the mistake of pushing products on a customer that genuinely doesn’t need them. ### Timing challenges Identifying the right moment to upsell or cross-sell can be difficult; approaching too early or late can lead to missed opportunities or negative reactions. Many people say life is about being in the right place at the right time, and making a sale follows the same logic. Your customer could *need*the extra feature or the complementary product, but there may be internal blockers like restructures or budget constraints that hinder them from making the purchase. [![Become a CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ### Complexity in product offerings Managing a wide range of products for cross-selling can add complexity to the sales process, requiring significant training and resources. An issue that often arises in the career of every CSM, is that they don’t fully understand the product they’re selling, or the needs of the customer they’re selling to. Even if you think the product would benefit the customer, you might have trouble getting the idea across, or the customer might get confused due to the complexity of the product or the [pricing structure](https://www.customersuccesscollective.com/guide-to-pricing-models-framework/). This can lead to the loss of the sale and possibly a damaged relationship if the customer doesn’t appreciate the sales push. ### Increased service costs Cross-selling additional products can lead to higher service demands and costs, potentially offsetting revenue gains. Sometimes the pitch goes great and the customer is super interested, but gasps at the additional costs they might incur. This could be due to anything from data storage costs, to increased support costs from your team’s increased engagement on the account. Losing an incremental sale this way isn’t the worst thing; you may have better luck in the future once the customer’s budget clears up. [Customer upsell templates | 3 upselling emailsa collection of pre-written emails designed to help you increase revenue by encouraging existing customers to upgrade to higher-tier plans or products.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-244.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Up-sell-templates3-1.png)](https://www.customersuccesscollective.com/up-sell-templates-framework/) ## How to successfully upsell and cross-sell Now that we’ve broken down what upselling and cross-selling really mean – and why they matter – let’s get into the good stuff: how you or your CSMs can actually pull it off. This isn’t about tossing a random product into a call and hoping for the best. It’s about being intentional, strategic, and, most importantly, customer-first. ### 1\. Know your customer (like, really know them) Before you even think about positioning an upsell or cross-sell, you need to deeply understand what your customer is trying to achieve. Any recommendation should tie directly to a goal, a pain point, or a usage trend you’ve spotted. Your product usage data, feedback loops, and account history aren’t just helpful – they’re your roadmap. Use them to surface relevant, timely opportunities that *actually* make sense. ### 2\. Timing is everything Even the most perfect pitch can fall flat if you drop it at the wrong time. Instead, look for key triggers – contract renewals, bumping up against feature limits, or celebrating a recent success can all open the door. But don’t force it. Read the room. Know where they are in their journey, and wait for the right signal before you dive into upgrade territory. ### 3\. Keep the experience smooth Upselling shouldn’t feel like a hard left turn, but the natural next step. If it feels like a detour, something’s off. The smoother and more intuitive the experience, the better. Be ready to answer the questions before they come up: pricing, impact, implementation… you want to have it all at your fingertips. ### 4\. Sell the outcome, not the feature Customers don’t care about shiny new features or tech terms, they care about what those features *do*. So, lead with the value. Spell it out: less friction, more ROI, fewer headaches. And when you can, back it up with real stories. “Another customer like you saw X after they upgraded.” *That’s* what sticks. ### 5\. Get your teams on the same page This should feel like one team, not two departments playing different games. Align your goals – customer success *and* growth – and make sure everyone’s in sync. Your CSMs should feel confident, equipped, and empowered to have these conversations without sounding like they’re reading from a script. ### 6\. Iterate, always This isn’t a plug-and-play strategy that works forever. What killed it last quarter might flop this one. Ask for feedback. What worked? What didn’t? Listen to your customers and stay agile. Industry trends shift, competitors move, expectations evolve – your playbook should too. [Should Chief Customer Officers own revenue?From the early days of SaaS to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why Chief Customer Officers (CCOs) should own revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-258.png)Customer Success CollectiveStuti Bhargava![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Should-Chief-Customer-Officers-own-revenue--website-1.png)](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) ### 7\. Price and package with intention Don’t make customers do math. Or worse – guesswork. Simple bundles, clear tiers, or “good-better-best” models help guide decisions without overwhelming. And don’t forget loyalty – if a long-time customer is eyeing an upgrade, give them a reason to say yes. Whether it’s a discount, added value, or exclusive perks, a thoughtful nudge can go a long way. ### 8\. Build the relationship first At the end of the day, trust sells more than product sheets. So what should you do? Lead with value, always; be the partner who gets their business and proactively looks out for them. No one likes a monolithic approach to relationship-building, so personalize your pitch. Don’t make your client feel like customer #24601\. ### 9\. Know who’s worth the pitch Not every customer is going to be a fit for more. And that’s okay. But what you *can* do is segment smartly. To begin with, focus your energy on accounts that have the need, the budget, and the potential for long-term growth. And once you’re done, you can then tie it to their success. If what you’re offering helps them hit their KPIs faster, easier, or cheaper, then hey presto! That’s your in! ### 10\. Don’t ghost after the close Alright, this part gets overlooked too often, and it’s costing companies. Always close with care, even though you’ve “secured the goods.” To avoid making your customer feel like a commodity, work hand-in-hand with your sales team to ensure the transition from “yes” to rollout is frictionless. After this, make sure to check in, measure impact, and look for the next opportunity to help them grow. [Who owns customer renewals?The world is full of age-old questions that continually spark, often heated, debates. But to tap into one of the biggest quandaries of the SaaS zeitgeist… who should own customer renewals? Should it be sales? Customer success? Account management? Or perhaps a specialist renewals role?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-246.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Doodles-Text_--6--1.jpg)](https://www.customersuccesscollective.com/who-owns-customer-renewals/) ## What have we learned? Upselling and cross-selling aren’t just sales tactics, they’re levers for impact when used with intention. In the hands of a thoughtful CSM, they can deepen relationships, unlock customer value, and drive meaningful revenue growth. But they’re not without risk. Done poorly, they can erode trust and damage hard-earned credibility. Done well, they reinforce the fundamental principle of customer success: helping customers achieve their goals. What separates the two outcomes? Context, timing, and a deep understanding of the customer. When these strategies are grounded in empathy and aligned with actual needs, they stop feeling like a sales pitch and start feeling like good advice. As CS leaders, we have an opportunity here. An opportunity to shift the narrative – away from "sales encroachment" and toward "value expansion." This is about meeting customers where they are, guiding them toward where they want to go, and equipping our teams with the tools to make that happen. ## ### Product feedback loop template URL: https://www.customersuccesscollective.com/product-feedback-loop-template-framework/ Last updated: 2026-02-03T10:55:09.000Z ## What is a product feedback loop template? A product feedback loop template is your go-to framework for capturing, organizing, and acting on customer feedback – without letting anything slip through the cracks. It helps you build a continuous loop between your product team and your users so you can turn insights into impactful improvements. Think of it as your behind-the-scenes system for listening, learning, and leveling up. ## What’s inside the template? This template breaks the feedback process down into five easy-to-follow steps: 1. **Feedback collection** – Gather insights from key sources like support tickets, NPS surveys, EBRs, emails, and in-app messages. 2. **Categorization** – Organize feedback by product area, type (e.g., bug, request), impact, and frequency. 3. **Prioritization framework** – Score feedback using a model like RICE or MoSCoW to guide decision-making. 4. **Feedback tracker** – Keep tabs on the status, ownership, and estimated timelines of each item. 5. **Closing the loop** – Make sure customers hear back on what happened with their feedback (yes, even when it’s a no). There’s even a bonus section for monthly summaries to help align internal teams on trends, risks, and wins. ## How to use the template Using the Product Feedback Loop Template is as easy as filling in the blanks: 1. **Start collecting feedback** across all your customer touchpoints. 2. **Categorize and tag it** to surface themes and trends. 3. **Use a prioritization framework** to determine what to tackle first. 4. **Track progress** with ownership, status updates, and timelines. 5. **Close the loop** by communicating back to customers about decisions made. Pro tip: Set a recurring cadence (weekly or monthly) to review feedback and update stakeholders. You’ll be surprised how much trust and love that builds with your customers. ## Download your product feedback loop template ![Product feedback loop template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/Product-feedback-loop-template.png) [Product feedback loop templateProduct feedback loop template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/04/Product-feedback-loop-template.docx "Download") [Product feedback loop templateProduct feedback loop template.pdf118 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/04/Product-feedback-loop-template.pdf "Download") [Product feedback loop templateProduct feedback loop template Use this template to collect, categorize, prioritize, and close the loop on customer feedback. It will help you identify patterns, track product sentiment, and ensure no feedback goes unaddressed. Step 1: Feedback collection Gather feedback from key channels: sup…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-55.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJ94pA8L4VAaDFZoYHoKzLEtqqxhr4AlZqwVsX6uhSjp7GTSTD8ed2Jj7byEh2HYFjRYimOqVcvP6xb90ukFLxDBEWoUWLdsJG5q1i8DfX_Frjwcs2f-w1200-h630-p)](https://docs.google.com/document/d/1sl7oW4VT0cP5IKj980-syOR1cmGOinK4d9mH6slc5Ug/edit?usp=sharing) _This post is for paying subscribers only._ ### Customer success-driven expansion your business can’t ignore URL: https://www.customersuccesscollective.com/customer-success-driven-expansion-your-business-cant-ignore/ Last updated: 2025-05-14T07:04:16.000Z Expansion revenue doesn’t happen by chance, it happens by design. And the customer success (CS) teams that master it? They don’t just retain customers, they drive growth, earn credibility with sales, and become critical to the business. We break down how to build an expansion playbook that actually works. [OnDemand](https://pmmalliance.ondemand.goldcast.io/on-demand/5a1df636-cedd-4140-ba04-9cd219c0907e) From spotting the right signals to automating expansion plays with digital CS tools, you’ll learn how to qualify and act on expansion opportunities, align more effectively with revenue teams, and drive consistent growth across your customer base. We’ll show you the daily habits top CSMs use to stay proactive, how to turn customer signals into closed revenue, and how to position CS as a core growth engine inside your company. If you’re ready to stop reacting and start driving revenue, this is your blueprint. ## **Meet the experts** We’re joined by Roman Dalichow, Vice President, Customer Success at [**Gainsight**](https://www.gainsight.com/),and Carson Stones, Senior Manager, Customer Success, [**data.world**](https://data.world/). [**Roman Dalichow**](https://www.linkedin.com/in/romandalichow/) is a seasoned customer success leader with over 10 years of experience building and scaling high-impact CS teams that retain and grow revenue. He’s led organizations through both hypergrowth and transformation phases at companies ranging from mature enterprises to mid- and late-stage startups, including Procore during its $11B IPO in 2021. Most recently, Roman served as Senior Director of Customer Success & Renewals at Salesloft, where he led a global team managing 600+ enterprise customers and $130M in ARR. He now brings that strategic vision and operational excellence to his role as Vice President of Customer Success at [**Gainsight**](https://www.gainsight.com/), the market leader in post-sales customer growth. Romanthrives when working with people who are driven to grow, improve, and make an impact. [**Carson Stones**](https://www.linkedin.com/in/carsonstones/) is a customer success leader with 10+ years of experience building resilient teams and scalable processes that have resulted in sustainable revenue growth at companies ranging in size from $5m to 1bn+. He specializes in strategic account management for SaaS data platforms and has grown enterprise customer portfolios up to $15m. In his current role as the Senior Manager of the customer success team in [**data.world**](https://data.world/), he is passionate about scaling best-in-class CS practices that are proven to turn customers into loyal advocates. --- **Why watch?** - Deliver **consistent**, proactive expansion strategies, and **stop** missing opportunities. - Achieve **clarity** on expansion **responsibilities** and processes between CS and sales teams. - Help position your CS function to internal stakeholders as a **revenue driver** \- for good. --- **You’ll walk away with insights on…** - The customer intelligence signals CS teams use to spot expansion-ready accounts. - How to **qualify** expansion opportunities, take action, and align with sales. - The daily habits top CSMs use to **build influence** and **drive consistent growth**. ### Turning customer complaints into product gold dust URL: https://www.customersuccesscollective.com/turn-customer-complaints-into-product-gold-dust/ Last updated: 2025-05-06T10:10:30.000Z Every business encounters **customer complaints**: they’re an inevitable part of any operation. However, the way these complaints are managed can significantly affect the success of an organization. Surprisingly, it’s been found that around [96% of unhappy customers](https://ohmyfacts.com/general/25-facts-about-customer-complaints/#:~:text=Did%20you%20know%20that%2096%25%20of%20unhappy%20customers,can%20identify%20problem%20areas%20and%20make%20necessary%20improvements.) don’t voice their complaints. This staggering statistic highlights the need for businesses to proactively seek out and address customer grievances. I’ve formed this guide based on my experience to explain why customer complaints aren’t a total disaster, but are invaluable nuggets of feedback to business growth and innovation. We’ll uncover the hidden value behind customer complaints and offer actionable insights into [transforming them into product gold](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/). ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/3-1.jpg) ## The hidden value of customer complaints During my tenure as a Practice Leader at a prominent regional systems integrator and cloud provider, I faced a pivotal moment that significantly influenced my approach to enterprise digital transformation. One of our major service customers encountered numerous challenges with hybrid cloud and services adoption, experiencing resistance from their internal teams and exhibiting signs of potential churn. Rather than treating this as a typical escalation, I identified an opportunity to revamp our engagement model. I initiated a strategy termed "transformation through transparency" – establishing weekly executive roundtables that included [C-suite](https://www.customersuccesscollective.com/c-suite-buy-in/) stakeholders, technical teams, and our cloud architects to openly discuss challenges and collaboratively develop solutions. What began as a [crisis management](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) initiative evolved into a transformative methodology that I have since applied across various key accounts. By fostering a [collaborative environment](https://www.customersuccesscollective.com/why-customer-success-and-product-teams-must-communicate-to-elevate-the-customer-experience/) to address customer concerns, we not only mitigated the client's hesitation but attained a notable 36% year-over-year growth in utilization and professional services. This experience underscored that true [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) extends beyond technical solutions – it involves cultivating trust through authentic leadership and strategic partnership. This approach laid the foundation for a formalized **joint customer operating model**, enabling other leaders to transition their customer relationships from transactional to genuinely transformational. It exemplifies how challenges, when approached with innovation and empathy, can serve as catalysts for industry-leading practices. ### Understanding the 96% rule Although most unhappy customers stay silent, their unvoiced complaints can have a significant impact on a business. Each complaint stands for many others who faced similar issues but chose not to speak up. The magic of recognizing this is clear: businesses can understand the actual cost of these unvoiced complaints and the importance of addressing them. ![96% of unhappy customers never complain](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/96--of-unhappy-customers--never-complain.jpg) ## The business case for complaint analysis Not all negative feedback is a dead end; in fact, it can be a goldmine of insights. You’ll find that analyzing customer complaints offers [a high return on investmen](https://www.bain.com/insights/are-you-experienced-infographic/)t (ROI) compared to traditional market research methods. For instance, when [Starbucks implemented its "My Starbucks Idea" platform](https://d3.harvard.edu/platform-digit/submission/my-starbucks-idea-crowdsourcing-for-customer-satisfaction-and-innovation/), they received over 150,000 ideas from customers, which resulted in several successful product innovations. By implementing effective customer feedback programs, businesses can uncover valuable insights that drive long-term value creation. Complaints, when analyzed correctly, can reveal patterns and trends that inform product development, leading to improved customer satisfaction and business success. ## Building a gold mining system for complaints ### Systematic collection methods To transform complaints into valuable insights, businesses must adopt systematic collection methods. This involves [gathering feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) through multiple channels, such as customer surveys, social media, and direct interactions. Integrating these various data sources enables a comprehensive understanding of customer grievances. Utilizing technology and tools such as Zendesk, SurveyMonkey, and Hootsuite can streamline this process and ensure that no valuable information is missing. ### Analysis framework Once collected, [feedback](https://www.customersuccesscollective.com/customer-feedback-questions-framework/) must be analyzed using a robust framework. The **RICE Matrix**, which stands for Reach, Impact, Confidence, and Effort, is a valuable tool for prioritizing complaints based on their potential impact. **Practical example:** - **R**each: A software bug affects 20% of users. - **I**mpact: If fixed, it could improve user satisfaction by 15%. - **C**onfidence: The development team is 90% confident in their solution. - **E**ffort: It would take approximately 30 hours to resolve. This matrix allows you to prioritize complaints that’ll have the most significant positive impact. ![The RICE Matrix: Reach, Impact, Confidence and Effort](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/04/RICE.jpg) Additionally, a priority scoring system can help show which issues require immediate attention. In recognizing patterns and trends within the feedback, you can make informed decisions on how to address and resolve customer complaints effectively. ## Transforming insights into action ### Cross-functional collaboration Effective resolution of customer complaints requires cross-functional collaboration. Setting up Insight Councils, making up representatives from various departments, ensures that feedback is addressed holistically. [Clear role definitions](https://www.customersuccesscollective.com/defining-your-purpose-within-your-customer-success-role/) and responsibilities, along with [established communication protocols](https://www.customersuccesscollective.com/keeping-momentum-through-mergers-and-acquisitions-with-clear-communication/), are essential for seamless collaboration and the successful implementation of solutions. ### Implementation process An organized implementation process is crucial for turning insights into action. Utilizing a prioritization framework helps distribute resources effectively, while timeline management ensures that solutions are delivered promptly. By following a structured approach, businesses can address customer complaints efficiently and create a positive impact on their products and services. [What are the go-to KPIs and metrics used in customer success?Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-254.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/measure--1--1.jpg)](https://www.customersuccesscollective.com/measuring-customer-success/) ## Measuring success and ROI ### KPIs Measuring the success of a complaint resolution system involves tracking [key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs). Customer satisfaction metrics, support ticket reduction, product adoption rates, and revenue impact are all valuable indicators of the system's effectiveness. For example, after implementing a structured complaint resolution system, Amazon reported a 65% reduction in customer support tickets and a 20% increase in customer satisfaction. Regularly watching these KPIs allows businesses to assess the impact of their complaint resolution efforts and make necessary adjustments. ### Long-term benefits A successful complaint resolution system offers many long-term benefits. Improvements in customer retention and brand loyalty, along with a competitive advantage, are some of the positive outcomes. By consistently addressing customer complaints and turning them into opportunities for innovation, businesses can build stronger relationships with their customers and ensure sustained growth. [How to leverage customer feedback to build great productsMy name’s Daniel Shimoni, and this article is a step-by-step guide for leveraging customer feedback in order to create great products. Obviously, this is a pretty loaded subject, but don’t worry! I’m going to break it down into a few easy-to-digest talking points.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-255.png)Customer Success CollectiveDaniel Shimoni![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1633613286991-611fe299c4be-2.jpeg)](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) ## Creating a feedback-driven culture ### Employee empowerment Empowering employees to actively take part in the feedback process is vital for creating a feedback-driven culture. Training programs, recognition systems, and performance metrics that align with feedback goals encourage employees to take ownership of customer complaints. When employees are motivated to contribute to feedback collection and resolution, the entire organization benefits. ### Organizational change management Implementing a feedback-driven culture requires effective organizational change management. [Leadership buy-in](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) is crucial for driving this cultural shift. Clear communication of the change, along with strategies for managing resistance, ensures a smooth transition. By fostering a culture that values and acts upon customer feedback, businesses can create a more responsive and innovative environment. [![Become a CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Getting started: 30-day quick wins The first steps in implementing a feedback-driven system should focus on quick wins. Setting up the necessary infrastructure, such as feedback collection tools and communication channels, is essential. Early victories, such as resolving a few key complaints, help build momentum and show the value of the system to stakeholders. ## Long-term strategy A comprehensive long-term strategy is necessary for sustained success. Defining 90-day goals, 6-month objectives, and a 1-year vision provides a clear roadmap for continuous improvement. Regularly reviewing and adjusting this strategy ensures that the feedback-driven system stays aligned with business goals and customer needs. ## Common pitfalls to avoid While creating a complaint resolution system, businesses must be aware of common pitfalls. One major pitfall is not closing the feedback loop, which leaves customers feeling unheard. Another is overcomplicating the feedback collection process, making it difficult for customers to provide their input. Additionally, not acting on feedback promptly can lead to customer frustration and loss of trust. By recognizing and avoiding these pitfalls, businesses can ensure the effectiveness of their complaint resolution system. ## Practical tools and templates ### Templates for feedback collection Providing structured templates for feedback collection helps standardize the process and ensures that all necessary information is captured. **Customer feedback form:** - Name - Email - Product/service - Details of complaint - Suggested solution **Employee feedback collection template:** - Department - Feedback received - Action taken - Outcome [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ### Checklists for implementation Checklists can help ensure that all necessary steps are taken during the implementation process. **Implementation checklist:** - Find feedback collection channels - Set up feedback collection tools - Train employees in feedback collection and analysis - Establish Insight Councils - Implement prioritization framework - Monitor and measure KPIs - Regularly review and adjust strategy ## Conclusion Transforming customer complaints into product gold is a strategic approach that can drive innovation and business success. When we recognize the hidden value of complaints, of systematically collecting and analyzing feedback, and implementing actionable insights, businesses can create a positive impact on their products and services. Over the course of my 20-year career, I’ve embracing a feedback-driven culture because it empowers employees and fosters long-term growth. As leaders, it’s our responsibility to listen to our customers and turn their complaints into opportunities for improvement. The future of our businesses depends on our ability to adapt and innovate based on the feedback we receive. Looking forward, businesses should continually invest in improving their feedback systems and stay updated with emerging tools and technologies to keep a competitive edge. ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### A day in the life of an AI-equipped Chief Customer Officer URL: https://www.customersuccesscollective.com/an-ai-equipped-cco/ Last updated: 2025-04-02T08:16:59.000Z Ever wish you had a crystal ball for churn risk, expansion signals, or customer sentiment? Brent Krempges, Chief Customer Officer at Gainsight, has something better: ***AI***. In this eBook, Brent shares how AI powers his day; from spotting churn risk early to prepping for meetings in minutes and making faster, smarter decisions. It’s customer success at scale, without losing the human touch. ### Grab your copy: ### What you’ll learn: - How to use AI-powered alerts to spot red flags in your customer base - How AI can reduce admin time and elevate strategic impact - What executive sponsors *really* want to see in your next QBR - How to scale team onboarding without sacrificing quality - Why Gainsight’s AI tools have become essential to delivering proactive Customer Success ### Who it’s for: If you’re a CCO, CS leader, or just tired of flying blind when it comes to customer health, this is your playbook. Straight from someone in the trenches. --- [**Gainsight**](https://www.gainsight.com/resource/demo/?utm%5Fsource=cs-alliance&utm%5Fmedium=content-syn&utm%5Fcampaign=2025), the world’s leading Customer Success platform, helps businesses drive efficient growth by unifying the post-sales customer journey. Its innovative set of customer success, customer education, product experience, and community management products are used by companies of all sizes and industries, including nearly 200 publicly traded organizations. With Gainsight and its powerful AI, starting and scaling customer acquisition, retention, and expansion has never been easier. Learn how leading companies such as GE Digital, SAP Concur, and Workday use Gainsight at [**www.gainsight.com**](http://www.gainsight.com). ### ### CX Trends 2025 URL: https://www.customersuccesscollective.com/cx-trends-2025/ Last updated: 2026-02-05T14:59:06.000Z Ready to take the lead in customer experience? *The CX Trends 2025 Report* is here to help you stay ahead. Packed with insights from over 10,000 consumers and business leaders across 22 countries, the report reveals how 90% of CX leaders are already seeing strong ROI from AI, and how you can join them. Want to become a CX trendsetter? This is where it starts. AI is transforming customer experiences at lightning speed. With this report, you'll uncover the strategies and tools that will shape the future of CX, giving you the insights you need to stay ahead of the competition. ## What’s inside? - **AI-powered success**: How CX Trendsetters are leveraging AI tools 4x more effectively than their peers. - **Consumer expectations**: Why 70% of consumers see a gap between companies that use AI well and those that don’t. - **Emerging trends**: The top five trends redefining CX, from personal AI assistants to the power of Voice AI and hyper-personalization. - **Real-world success stories**: How brands like Lush are achieving 82% one-touch resolution rates with human-centric AI. Powered by [**Zendesk**](https://www.zendesk.com/) – the complete customer service solution. ## Grab your copy, free of charge. 👇 [ Download your free copy ](https://share-eu1.hsforms.com/1GO8NkhmhR8KClCqAPZvB6w2b1vun) ### Why we need to reinvent customer success for the AI era URL: https://www.customersuccesscollective.com/reinvent-customer-success-for-the-ai-era/ Last updated: 2026-08-07T10:06:17.000Z [Customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) are evolving – and fast. In a world where speed, convenience, and personalization reign supreme, customer success teams are under more pressure than ever to deliver seamless, meaningful experiences at scale. Enter [artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success) (AI): the powerful tool that promises efficiency, insight, and automation. But as we embrace technology to enhance our workflows, we can’t afford to lose sight of the [emotional intelligence](http://ustomersuccesscollective.com/emotional-intelligence) that sits at the heart of every lasting customer relationship. Because the truth is, customers don’t just want solutions – they want to feel understood. In this article, we’ll explore: - How to strike the right balance between AI and EI in Customer Success - Where automation enhances strategy – and where it can’t replace the human touch - Practical use cases for AI in customer research, risk, and growth - Why emotional intelligence remains your strongest competitive advantage - Actionable ways to empower your CSMs with both data and empathy ## Empower your CSMs through AI-driven intelligence It’s no secret that your customers are demanding more from your [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) teams than ever before – and so is the business. Expectations are rising, while budgets and team sizes often shrink. As leaders, we’re being asked to deliver more with less. To meet this challenge, we must embrace technology as a true enabler – specifically, by empowering our [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) with AI-driven tools to reach new heights. One of the most effective entry points is using AI to generate customer intelligence. Customer research and intelligence are foundational to the role of any prepared CSM – and now, we have more powerful ways to do it. Tools powered by AI can help your teams analyze customer data faster, spot patterns, identify growth opportunities, and respond to shifting priorities – all based on how your customers interact with the world today. The landscape is changing quickly, which means customer data is never static. Reducing the knowledge gap is no longer a one-and-done exercise – it’s ongoing. By teaching CSMs to work with AI tools that detect shifts in customer goals or buying patterns, we help them stay ahead of the curve. But let’s be clear: gathering data is only step one. We’ve all heard it before – it’s not what you have, it’s *how* you use it. The real opportunity lies in shifting the burden of busywork away from your CS teams, and instead enabling them to create action plans and drive strategy using the insights AI provides. No one knows your customers better than your CSMs. As leaders, it’s our job to provide the right tools so they can bring forward those insights and shape a data-driven strategy. That strategy? That’s where [emotional intelligence](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/) comes into play. It’s the human element that still can’t be replicated by technology – and it remains critical in the [SaaS customer relationship](https://www.customersuccesscollective.com/building-customer-relationships-saas/). The best part? This is all low-hanging fruit. You can begin helping your teams build confidence with AI right away. In CS, we’re always thinking about [time to value](https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/), and in this case, it’s fast. At a minimum, your teams should already be using widely available resources like company websites, 10-Ks, Google Alerts, and LinkedIn. Many are also using paid platforms like ZoomInfo, Sales Navigator, or Demandbase. These tools provide a wealth of data – but again, it’s what you do with that data that makes the difference. Try this simple GenAI prompt with your team: “Act like a B2B customer success expert supporting Company A. Review the 10-Ks for Company A, as well as any LinkedIn posts made by or mentioning the company. Based on these sources, what are Company A’s top priorities for 2025, and how can Company B (your organization) help solve for them?” From there, review the results, refine as needed, and repeat. Repetition is key to learning any new skill, and that’s especially true for AI. Encourage your CSMs to iterate and pivot their prompts until they’re getting insights that are actually actionable. Keep experimenting – ask questions around risk analysis, growth, or any other strategic priority that matters to your CS org. The goal is to shrink the knowledge gap until working with AI becomes second nature for your team. _This post is for subscribers only._ ### The power couple: AI + humans for smarter customer service URL: https://www.customersuccesscollective.com/ai-humans-for-smarter-customer-service/ Last updated: 2025-05-21T08:00:11.000Z Looking to maximize customer loyalty, while minimizing agent cost? AI holds the key. Deliver scalable, profoundly personalized automated support, freeing your human team to focus on high-value customer relationships. Get it right, and you can even turn your customer support function from a cost centre into a profit driver. Learn how AI can assist customers and human agents, enhancing customer service through improved accuracy and faster resolution times. [On Demand](https://pmmalliance.ondemand.goldcast.io/on-demand/f66999a7-b162-42ba-9790-7462ca5fd216) ## Meet the experts We’re joined by [**Aditya Subramaniam**](https://www.linkedin.com/in/adityasubramaniam/), Product Leader, and [**Brian Mes**](https://www.linkedin.com/in/brian-mes-7243921/), Director of Solutions Consulting, from [**Kustomer**](https://www.kustomer.com/), who’ll reveal exactly why AI-powered support is an opportunity you and your business won’t want to miss. --- ## Why watch? - **Go beyond basic** \- crack complex tickets that most chatbots can’t handle. - **Boost loyalty** \- anticipate and address customer needs to deliver delightful experiences, *every time*. - **Set a course for success** \- reposition your function by driving profit and lowering cost, with a scalable strategy. --- ## You’ll walk away with insights on… - How **AI enhances**, not replaces, human agents, with **seamless collaboration** and **contextual support**. - **Future-proofing** your CX strategy, leveraging AI for **efficiency, personalization**, and customer **loyalty**. - **Rapid, accurate resolutions** through direct AI interactions. --- Whether you’re already embedding AI in your support strategy with confidence and ready to bolster results with new ideas, or fresh out the gate and keen for quick wins and starter tips, this live session is loaded with expert insights and actionable takeaways. --- [**Kustomer**](https://cts.businesswire.com/ct/CT?id=smartlink&url=http%3A%2F%2Fwww.kustomer.com&esheet=54144437&newsitemid=20241030196377&lan=en-US&anchor=www.kustomer.com&index=1&md5=e34969602a8f5e81e4f9450f25323654) is the first AI-native customer service platform, designed to revolutionize how businesses deliver customer experiences. Combining AI-powered automation, human expertise, and a connected CRM, Kustomer empowers organizations to provide effortless, personalized support across all channels. ### How to drive renewal rates and smash expansion targets URL: https://www.customersuccesscollective.com/drive-renewal-rates-and-smash-expansion/ Last updated: 2026-02-04T18:02:06.000Z Hitting high [renewal rates](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and driving consistent [expansion](https://www.customersuccesscollective.com/account-expansion-plan-template-framework/) in customer success isn’t easy. With [economic pressure](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/) mounting and resources tightening, CS leaders are being asked to do more with less – all while keeping customers happy and [growing revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). At Qualtrics, we’ve managed to maintain a 97.5% renewal rate and hit 151% expansion attainment across our [high-touch](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) enterprise and corporate accounts. In this article, I’ll share the five key principles that helped us get there. These are the strategies that have worked for us, and they might just help you too. ## Why experience management matters Qualtrics is an experience management platform, and we take a holistic view of all experience disciplines – customer, employee, product, and brand. We believe these experiences are all interconnected. Everything starts with the brand. It’s the external signal of a company’s value, shaped by the products and services it delivers, and most importantly, by its employees. That brand promise is brought to life by the people inside the company and ultimately experienced by customers. Then, in a continuous feedback loop, the [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) reshapes the brand. Our solutions help businesses manage this entire loop. That means we’re not just helping companies attract and retain customers, but also their employees. We currently work with 85% of the Fortune 500, have 2,600 enterprise clients across 41 markets, and partner with 99 of the top 100 global universities. We’ve been growing exponentially, at around 55% year-on-year, and 40% in the last year alone. [![Become a CSC Insider member](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider--2-.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Delivering real results Last year, we achieved a 97.5% renewal rate across our team. That was our average over the entire year, and I’m really proud of it. It wasn’t easy, but we made it happen – with a lot of discipline, teamwork, and sharp focus on customer outcomes. And so far this year, we’re on track for a similar result. When it comes to expansion, we hit 151% attainment. We don’t disclose exact numbers, but this was a target that required substantial growth across our book of business. We’re essentially asked to grow our customers by an additional 20% on top of renewals. Achieving that level of expansion took alignment with sales, deep account planning, and proactive value realization work from our CSMs. These figures span both enterprise and corporate customers, though the majority of our accounts are enterprise, and the model we run is very high-touch. ## The 5 guiding principles of our success ### 1\. Start with people When I joined Qualtrics, I inherited a team of six exceptional individuals. Since then, we’ve grown that team to 17\. Scaling up while maintaining culture was a top priority for us, so we worked closely with our talent acquisition team to identify the right profile for success. We reviewed the backgrounds of our 250 CSMs and identified four profiles that consistently delivered best-in-class results: - People with strong consulting backgrounds - Program managers with experience running complex initiatives - Market research professionals with analytical strengths - Former CSMs with a strong commercial mindset, especially in renewals and expansion [Building successful customer success teamsBuilding strong customer success teams is so important. Every good team has to have a strong strong foundation supporting it! That’s why in this article we’re going to look at the five essential pillars of building successful teams.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-242.png)Customer Success CollectiveZuzanna Ostojska![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1587654780291-39c9404d746b--1--2.jpeg)](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) We also put a lot of energy into our [hiring process](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/). Candidates go through 6–7 interviews, including cross-functional panels, case studies, and a dedicated cultural fit session. We’re proud of our values – transparent, all-in, customer-obsessed, and scrappy – and we make sure every hire fits them. That high bar extends beyond hiring. Every quarter, my team assesses me as a manager through our leadership effectiveness survey. It keeps me grounded and focused on being a better leader. When evaluating candidates, I always come back to three essential traits: - **Book of business management**: End-to-end ownership of accounts, navigating internal resources, and managing complex relationships. Our CSMs handle anywhere from two massive clients to 25 smaller ones, and they need to be excellent multitaskers. - **A consultative approach**: We want to be seen as trusted advisors, focused on value realization and ROI. That means not just training users, but supporting change management and platform adoption across entire enterprises. - **Technical expertise**: Customers expect us to go beyond theory. Like a plumber who doesn’t just tell you how to fix a leak but actually fixes it, our CSMs need to show how our solutions work in the customer’s real-world setup. We also screen for curiosity and courage. Great CSMs are comfortable asking difficult questions, pushing back when needed, and having challenging conversations around risk, strategy, and execution. ### 2\. Segment and plan territories strategically [Customer segmentation](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) is a core part of our operating rhythm. We group customers into three categories: risk, nurture, and growth. While the formula behind the segmentation is proprietary, the concept is simple: - Where do we need to mitigate risk? - Where do we need to hold steady? - Where can we grow? This enables us to take a proactive stance on account planning. We build detailed risk mitigation strategies for accounts in trouble and partner with sales to co-create growth plans for expansion-ready accounts. To help our CSMs plan effectively, we also use a pipeline multiplier. In order to hit their expansion targets, we ask them to build a pipeline that is **three and a half times their goal**. That kind of visibility gives them a much clearer path to success and helps us plan resourcing across the year. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ### 3\. Run a strong operating model Our operating model is what helps us deliver consistent value at scale. It’s structured around the customer lifecycle, and we’ve built in clear governance, templates, and expectations at every step. We use standardized materials to ensure consistency – from QBRs and maturity assessments to executive engagement and roadmap discussions. But we also emphasize **relevance**. A template alone doesn’t cut it. That’s why we’ve rebranded our QBRs as “QBRs to Wow.” They’re not generic. They’re tailored to the customer’s context, full of insights drawn from deep research and personalized to their strategic goals. Great QBRs help us tell a clear story: where the customer is today, where they could go, and how we help them get there. ### 4\. Forecast like your success depends on it (because it does) Forecasting is something we treat as a core discipline, not just a reporting task. We forecast weekly at every level: individual contributor, territory, region, and globally. We use Clari for this, which I’ve found to be a game-changer. It gives us visibility into the pipeline, forecast trends, and team performance in real time. In addition to our internal forecasts, we [align regularly with sales](https://www.customersuccesscollective.com/aligning-sales-customer-success-video/). We join their calls to review expansion progress, identify at-risk accounts, and track upcoming renewals. This also helps us proactively assign CSMs to new accounts, keeping workloads balanced. [Developing key cross-functional relationshipsLet’s clear something up first and foremost: establishing a customer success team goes way beyond hiring the right people. Building an efficient and successful customer success team is about identifying and nurturing the right relationships with your cross-functional partners.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-243.png)Customer Success CollectiveDavid Collard![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--13--1.jpg)](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/) ### 5\. Align cross-functionally – it takes a village There’s no way we would have hit those numbers alone. Cross-functional alignment is everything. Here are some of the teams we work most closely with: **Sales:** We meet quarterly to review churn and down-sell data. If there was a misalignment during the sales process, we flag it and learn from it. We want to make sure what we sell is something we can actually deliver. **Delivery:** Expectation management is key. We align closely to avoid gaps between what was promised and what’s being delivered. **Product:** None of this works without a solid, innovative product. We give ongoing feedback to our product team and help shape the roadmap based on what we hear from customers. Innovation matters, but what’s equally powerful is **breadth**. We’ve found that multi-product expansion is where much of our growth comes from. Even among top customers, few have fully adopted all four experience pillars (brand, product, employee, and customer experience). **Marketing:** There used to be some friction between CS and marketing around who owned expansion. We removed that tension and now collaborate closely. We share success stories, co-host events, and drive referrals through our most satisfied customers. We also partner on one-to-many programs like user groups, thought leadership sessions, and workshops – both virtual and in-person. ## Facing the future Looking ahead, the challenge is shifting. I was fortunate to scale my team last year. But going into next year, our headcount is flat. It’s not about doing less – it’s about doing more with the same. We’re embracing the "Rule of 40" – aiming for a healthy balance between revenue growth and operating margin. With growth expected to taper, productivity becomes the key lever. That means simplifying engagement, reducing internal complexity, and leaning harder into automation and self-service. We’re working on streamlining our customer experience so CSMs can focus less on admin and more on delivering strategic value. One example: we’re exploring an "XM Lead" model, where a single point of contact simplifies customer navigation and drives accountability on our side. This is the approach that has worked for us. But it’s not a finished playbook. We’re learning and adapting every day. If you're facing similar challenges, I’d love to hear how you’re approaching them. Let’s keep learning from each other. --- *This article is based on a presentation Natalia gave at Customer Success Festival London 2022\. At the time of presenting, Natalia worked at Qualtrics.* --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Executive Business Review (EBR) template URL: https://www.customersuccesscollective.com/executive-business-review-template-framework/ Last updated: 2026-09-17T13:25:35.000Z ## What is an Executive Business Review (EBR) template? An Executive Business Review (EBR) template is a structured framework designed to help customer success and account management teams conduct impactful, data-driven executive meetings with clients. Instead of a dull presentation filled with metrics, this template helps turn EBRs into strategic conversations that strengthen partnerships, align goals, and drive long-term customer success. ## What’s inside the template? The Executive Business Review (EBR) template includes all the key components needed for a productive and engaging EBR: 1. Introduction 2. Review of past performance 3. Customer feedback and concerns 4. Product updates and roadmap 5. Strategic recommendations 6. Q&A 7. Next steps and conclusion ## How to use the template 1. **Prepare your data** – Gather customer usage metrics, support data, and feedback to present a meaningful review. 2. **Follow the structured agenda** – Use the provided sections to guide discussions and ensure all key areas are covered. 3. **Encourage open dialogue** – Capture customer insights, address concerns, and discuss upcoming opportunities. 4. **Set actionable next steps** – Conclude with a clear action plan that drives mutual success and accountability. 5. **Follow up post-EBR** – Document the meeting outcomes and track progress on key initiatives. ## Download your Executive Business Review (EBR) template ![Executive Business Review (EBR) template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Executive-Business-Review--EBR--template.png) [Executive Business Review (EBR) templateExecutive Business Review (EBR) template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/03/Executive-Business-Review--EBR--template.docx "Download") [Executive Business Review (EBR) templateExecutive Business Review (EBR) template.pdf137 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/03/Executive-Business-Review--EBR--template.pdf "Download") [Executive Business Review (EBR) templateExecutive Business Review (EBR) template Guess what? EBRs don’t have to be a snoozefest of metrics and corporate jargon. Done right, these executive touchpoints can take your customer relationships from “meh” to 11/10\. Here’s the tea: EBRs are like a progress report on your partnership’s progre…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-54.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJBWtruqO16ipwKLT67Aqz4Joa2pb2Xp8QXmrEtFTWg7cE3RdXNaPAtZ-sLdcwnPHwsFX1zGeBvDcuf2mABqvJ9wPpDOb5oLvSOCO7GlOBdPXkzyfrH-w1200-h630-p)](https://docs.google.com/document/d/1BlnSLSbW1LQI--O%5F3FDnWBAFbz4EtPzvBsprzWZIbXU/edit?usp=sharing) _This post is for subscribers only._ ### How much do customer success managers really earn? CSM salaries REVEALED URL: https://www.customersuccesscollective.com/customer-success-managers-salaries-revealed-video/ Last updated: 2025-03-21T10:53:24.000Z ## Looking for more? [Customer success manager salary: New York (2025)Customer success managers (CSMs) in New York earn a median salary of $75,000 in 2024\. This is 15.4% lower than the US national median salary for CSMs in the United States, which stands at $88,500.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-239.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Meta_Images_Text--1--1-5.jpg)](https://www.customersuccesscollective.com/customer-success-manager-salary-new-york/) [Customer success manager salaries in California (2025)CSMs in California earn a median salary of $79,500 in 2025\. This figure is 10.2% lower than the US median salary for CSMs: $88,500.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-240.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-success-manager-salary-California.png)](https://www.customersuccesscollective.com/customer-success-manager-salary-california/) [Customer success manager salary: Canada (2025)CSMs in Canada earn a median salary of $76,050 (USD) in 2025\. This figure is 1.4% higher than the global median salary for CSMs: $75,000.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-241.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/37.jpg)](https://www.customersuccesscollective.com/customer-success-manager-salary-canada/) ### How to ingrain a human-first approach in your workplace URL: https://www.customersuccesscollective.com/human-first-approach-at-work/ Last updated: 2025-03-21T08:47:00.000Z Businesses need human connections. Whether it’s fostering relationships with customers, collaborating across teams, or navigating workplace dynamics, the ability to engage with people on a deeper level is what separates good companies from great ones. Yet, in fast-paced environments with ambitious revenue targets, prioritizing genuine human interactions can be challenging. So, what does it really mean to be human-first in the workplace? In this guide, we’ll explore: - [Why a human-first approach matters](https://www.customersuccesscollective.com/human-first-approach-at-work/#why-a-human-first-approach-matters) - [Implementing a human-first strategy in CS](https://www.customersuccesscollective.com/human-first-approach-at-work/#implementing-a-human-first-strategy-in-customer-success) - [What it means to be human-first in CS](https://www.customersuccesscollective.com/human-first-approach-at-work/#what-it-means-to-be-human-first-in-customer-success) - [How to start implementing a human-first approach](https://www.customersuccesscollective.com/human-first-approach-at-work/#how-to-start-implementing-a-human-first-approach) - [How to build stronger workplace relationships through a human-first approach](https://www.customersuccesscollective.com/human-first-approach-at-work/#building-stronger-workplace-relationships-through-a-human-first-approach) - [Applying a human-first approach to customer interactions](https://www.customersuccesscollective.com/human-first-approach-at-work/#applying-a-human-first-approach-to-customer-interactions) - [The challenges and realities of implementing a human-first approach](https://www.customersuccesscollective.com/human-first-approach-at-work/#challenges-and-realities-of-implementing-a-human-first-approach) ## Why a human-first approach matters In any business, it’s easy to get caught up in processes, automation, and metrics. But at the core of everything we do is human connection. A human-first approach means prioritizing relationships, [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), and understanding in every interaction – whether it’s with customers, colleagues, or stakeholders. It’s about moving beyond transactional conversations and instead fostering trust and genuine engagement. This approach is not only beneficial for customers but also for internal teams. Employees who feel heard, valued, and empowered are more engaged and motivated. A human-first mindset fosters a positive [company culture](https://www.customersuccesscollective.com/how-to-build-a-customer-success-culture/) where [collaboration](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) and innovation thrive. ### Implementing a human-first strategy in customer success So, how do we integrate a [human-first approach](https://www.customersuccesscollective.com/how-to-ingrain-a-human-first-approach-in-your-workplace-podcast/) into customer success? Here are a few key strategies: 1. **Active listening**: Customers want to feel understood. Taking the time to listen – *really* listen – helps uncover their true needs and concerns. Instead of rushing to provide a solution, I focus on understanding the bigger picture. 2. **Empathy-driven communication**: Every customer has unique challenges. Approaching conversations with empathy allows me to tailor my responses and solutions in a way that feels personal and effective. 3. **Building long-term relationships**: Success isn’t just about solving immediate problems – it’s about building trust over time. Customers who feel valued are more likely to stay loyal to a company. 4. **Encouraging cross-team collaboration**: A human-first approach shouldn’t be limited to Customer Success teams. Working closely with sales, product development, and support teams ensures that customer insights drive meaningful improvements across the company. 5. **Using technology wisely**: While automation and data are valuable, they should never replace the human element. I use technology to streamline processes but ensure that customer interactions remain personal and thoughtful. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## What it means to be human-first in customer success A human-first approach is something that anyone – at any level of their career – can adopt. It’s about recognizing the person behind every interaction, whether that’s a customer, a colleague, or a stakeholder. To be human-first in your day-to-day work, you have to think beyond just the transactional aspects of your role and genuinely connect with the people you engage with. For me, this means understanding what truly drives my clients, beyond just why they purchased our product. I don’t just want to know that they chose our platform – I want to understand the deeper motivations behind that choice. Is it about improving efficiency so they can spend more time with their families? Are they striving for a promotion that this tool could help them achieve? When we understand the human motivations behind decisions, we gain deeper insight into what’s truly at stake if we don’t work together to make their experience a success. ### Customer-first vs. human-first A lot of businesses talk about being customer-first, which is great, but being human-first takes it a step further. Customer-centric strategies focus on putting the customer at the center of every business decision, but a human-first mindset means treating customers and employees as actual people – not just as numbers, support tickets, or revenue opportunities. One way I apply this thinking in my work is in customer support. I also manage our support team, which gives me the opportunity to ensure that a human-first approach is embedded throughout the entire customer journey. When a support agent receives an angry email, it’s easy to take it personally. But instead of reacting defensively, I encourage my team to think about the human behind the complaint. If someone took the time to write a long, frustrated message, that emotion didn’t come from nowhere. There’s a reason they feel this way, and it’s our job to uncover it. Seeking to understand the "why" behind a complaint helps us not only resolve the issue but also build stronger relationships with our customers. ## How to start implementing a human-first approach The idea of making a workplace truly human-first might seem overwhelming – especially if you’re not in a [leadership role](https://www.customersuccesscollective.com/skills-for-future-customer-success-leaders/). But the reality is, you don’t need company-wide initiatives or executive approval to start embedding a human-first mindset in your own interactions. ### 1\. Start with your colleagues Being human-first isn’t just about external customer interactions – it also applies to how we engage internally. Workplaces can be stressful, and it’s easy to react emotionally to a terse email or a rushed request. But instead of assuming the worst, try stepping back and considering what pressures your colleagues might be under. When you ask clarifying questions and show empathy, you often diffuse tension and open the door to a more productive conversation. ### 2\. Recognize emotional reactions and respond thoughtfully In high-pressure environments, it’s easy to act on gut reactions. But taking a moment to reflect on why you feel a certain way – or why someone else might be reacting a certain way – can lead to better interactions. The book The Chimp Paradox by Steve Peters talks about managing emotional impulses, which is an incredibly useful skill in workplace relationships. Instead of escalating conflicts, learning to pause and ask “Why is this person reacting this way?” can help foster better communication. ### 3\. Ask questions that build connection When engaging with both customers and colleagues, one of the most powerful things you can do is ask questions that go beyond the surface. If a colleague sends a blunt request, responding with, “I see this seems urgent – can you help me understand why?” not only helps you prioritize your response but also encourages open dialogue. Similarly, with customers, asking about their deeper goals and challenges strengthens relationships and allows for more meaningful collaboration. A human-first approach isn’t about grand, sweeping changes – it’s about small, intentional shifts in the way we interact with people. At the end of the day, business is about people. And when we focus on the human side of what we do, success follows naturally. [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Building stronger workplace relationships through a human-first approach One of the biggest challenges in any workplace is navigating relationships between different teams. In customer success, a common friction point is the dynamic between sales and CS – what I like to call the "Whose Deal Is It Anyway?" game. This happens when there’s confusion or disagreement about ownership of an account, and if not handled well, it can escalate into a frustrating, never-ending back-and-forth. To tackle this, I created a lighthearted document featuring a GIF to bring some humor to the situation. Humor helps diffuse tension, but the real key is shifting our mindset: instead of viewing a colleague as an opponent, we should aim to understand their perspective. Recently, I found myself in one of these classic “Whose Deal Is It Anyway?” debates. We both presented our cases passionately, but ultimately, the decision didn’t go in my favor. Instead of holding onto frustration, I took a step back, reflected, and realized that my colleague had actually made the right call. The next day, I went back to them and acknowledged their decision, letting them know I saw their point. This not only strengthened our professional relationship but also led to a productive discussion about refining our internal processes. The takeaway? Disagreements don’t have to create division – they can be opportunities for collaboration and improvement. ### Balancing passion with perspective Taking a human-first approach doesn’t mean always conceding or avoiding difficult conversations. You can be assertive and stand your ground, but the key is to continually check yourself: - Are we actually moving toward a resolution, or are we just arguing? - Are my emotions clouding my judgment? - Am I trying to "win" the conversation, or am I genuinely trying to understand their perspective? When we put our egos aside and approach workplace conflicts with curiosity rather than defensiveness, we not only resolve issues faster but also build stronger relationships with our colleagues. [How to make customer advocacy a customer-centric partnershipFeast your eyes on a brand-new customer advocacy framework that empowers customers, shifts from one-sided to mutually beneficial partnerships, and leverages customer-led referrals to drive business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-236.png)Customer Success CollectiveHaig Kingston![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--47-.jpg)](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/) ## Applying a human-first approach to customer interactions In CS we inevitably deal with complaints. When a customer sends a strongly worded email, my first instinct – like many people – is to jump to the defense of my team. I want to shield them and respond immediately, but I’ve learned that taking a pause is crucial. Instead of reacting emotionally, I encourage my team to step back and gather all the details. What’s the real reason behind the complaint? What does the customer hope to achieve? And most importantly, what’s at stake for them? A strategy I’ve found effective is flipping the conversation. Instead of offering a standard apology or an immediate solution, I ask: > "What does a successful resolution look like for you?" This approach often catches customers off guard in a positive way. They were likely expecting a defensive or generic response, but instead, they’re being given agency. It shifts the dynamic from confrontation to collaboration and often leads to more constructive discussions. ### Authenticity in customer communication Empathy isn’t just a buzzword – it’s about genuinely understanding a person’s frustrations and responding in a way that reflects that understanding. Instead of sending a templated, impersonal apology, I take the time to craft a response that acknowledges their frustration and presents a thoughtful resolution. For example, rather than: > "We apologize for any inconvenience. Your issue has been noted." I’d write something like: > "Hey Jim, I can tell this situation has been really frustrating for you, and I appreciate you taking the time to explain it. I’ve gone through the details carefully, and from what I understand, the core issue is \[X\]. Would you agree? If so, let’s figure out how we can resolve this in a way that works best for you. What would your ideal solution look like?" Taking this extra step can completely change how a customer perceives a situation. Instead of feeling dismissed, they feel heard and valued. [Strategies for successful leadership: The new manager’s cheatsheetThe first foray into leadership is always a pivotal moment in anyone’s career, a culmination of years of hard work and dedication. However, like most of life’s new milestones, all too quickly, it becomes the beginning of a brand-new journey – often within a very short timeframe.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-237.png)Customer Success CollectiveJulien Le Terrien![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--51--2.jpg)](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) ### The business impact of a human-first mindset At the end of the day, prioritizing human connection isn’t just the “right” thing to do – it’s a smart business strategy. People remember how you make them feel. Whether it’s a customer deciding whether to renew their contract, a sales rep considering how to [collaborate with CS](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/), or a frustrated support agent handling a difficult ticket, treating people with empathy, respect, and authenticity fosters long-term loyalty and trust. A human-first approach doesn’t require big policy changes – it starts with small, daily interactions. And when we commit to seeing people as individuals rather than obstacles, we create an environment where everyone – customers and colleagues alike – feels valued and heard. ## Challenges and realities of implementing a human-first approach One of the biggest challenges in adopting a human-first approach is simply time. No matter how well-intentioned you are, if you're managing a large client base, regular one-on-one interactions can become difficult. This is where automation and customer success tools can be invaluable. By handling administrative tasks, tracking metrics, and categorizing clients, these tools free up time for the meaningful, human-to-human connections that truly matter. Another major challenge is the pressure of revenue targets. While I thrive on hitting ambitious goals, targets that are unrealistically high can create tunnel vision. When teams are forced to focus solely on revenue generation, it can lead to a more aggressive, sales-driven approach that prioritizes upselling over genuine customer needs. The result? A loss of trust. If customers feel pushed into purchasing add-ons or services they don’t actually need, it damages relationships and erodes long-term loyalty. The essence of customer success is to be a strategic partner – to understand a client’s needs and align them with solutions that genuinely help them grow. If a client needs an extra service, it should feel like a natural fit, not a hard sell. It’s like selling a shoe to someone who’s barefoot – if they need it, it’s the easiest sale in the world. But if you’re trying to push an unnecessary product just to meet a quota, customers will see right through it. [How to give your team constructive feedbackThe ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team. So, “How do you do this,” you ask?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-238.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--3--2.jpg)](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) ### How to address these challenges So, how do you push back against unrealistic expectations without sounding like you’re just making excuses? **1\. Understand the "why" behind the targets** If a revenue goal seems unattainable, start by having a conversation with leadership. Ask, “Why was this target set?” More often than not, it ties back to the company’s overall revenue goals, which have been broken down into department quotas. Understanding the reasoning allows you to engage in a more informed discussion about whether the targets are feasible given current resources. **2\. Present data and solutions, not just problems** If targets are negatively impacting customer relationships, bring concrete evidence to leadership. Show the impact of aggressive selling on customer trust, renewal rates, or feedback scores. Additionally, propose solutions – can efficiency be improved through better prioritization? Could automation reduce workload? Offering actionable ideas makes it more likely that leadership will listen. **3\. Prioritize internal efficiency** Sometimes, the issue isn’t the target itself but how time is being spent. Could outreach efforts be streamlined? Are there tasks that could be automated without sacrificing the personal touch? If after optimizing workflow the targets still feel unrealistic, that’s when it’s time to escalate the conversation. ### Company size and its effect on the ability to be human-first? The ease of implementing a human-first approach often depends on the scale and maturity of a company. Startups typically have fewer processes and less red tape, allowing for agility in how [customer relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) are managed. However, if customer success is brought in late – only after issues have piled up – then teams often find themselves in firefighting mode rather than proactively building relationships. Larger companies face different challenges. With a broader customer base, CS teams might struggle to provide personalized service at scale, leading to a more reactive rather than proactive approach. Additionally, stricter processes and multiple stakeholders can slow down decision-making, making it harder to pivot toward a human-first strategy. That said, while large organizations may have more bureaucracy, they also often have more resources – bigger teams, more automation tools, and dedicated customer success operations – allowing for structured, scalable approaches to relationship-building. [![Customer Success Salary Report ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/CSC_Salary_Survey_Article_2024--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ### Fitting a human-first approach to different business models Customer-first and human-first approaches are closely aligned, but can they work in companies that are product-led or sales-driven? The short answer is yes, but it depends on leadership alignment. In a **customer-led company**, a human-first mindset is naturally easier to implement. These companies already prioritize customer relationships, so incorporating empathy and personalized interactions feels like a natural fit. However, in a **product-led company**, the challenge is ensuring that customer feedback isn’t ignored. If there’s a disconnect between what customers are asking for and what the product team is developing, it can create friction. The key here is collaboration – when sales, CS, and product leaders align on the importance of customer input, a human-first approach can still thrive. Similarly, in a **sales-driven company**, the biggest risk is that aggressive quotas override the customer experience. However, if sales teams recognize that trust-building leads to higher long-term retention and expansion, then a human-first mindset can work even within a revenue-focused culture. At the end of the day, company structure matters, but what truly determines whether a human-first approach succeeds is the mindset of the people running the business. When key leaders across departments prioritize collaboration, [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), and customer experience, the entire organization benefits. Businesses thrive when teams work together instead of in silos. When leaders and employees genuinely care – not just about hitting numbers, but about the people behind those numbers – companies create stronger, more lasting relationships with both customers and colleagues. And that’s what makes a business truly successful. ### Chief Customer Officer Summit | New York 2025 | OnDemand URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-new-york-2025-ondemand-2/ Last updated: 2025-03-19T17:42:11.000Z Catch up on sessions from senior CS leaders at Mastercard, Mulesoft, Zappi, Own Company and more. _This post is for paying subscribers only._ ### Customer Success Summit | New York 2025 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-summit-new-york-2025-ondemand-2/ Last updated: 2025-03-19T15:58:50.000Z Catch up on the latest sessions from Statista, Darktrace, Cisco, Financial Times and more. _This post is for paying subscribers only._ ### Customer Support Summit New York, March 2025 URL: https://www.customersuccesscollective.com/customer-support-summit-new-york-march-2025-2/ Last updated: 2026-08-28T15:44:40.000Z Catch up on all the sessions from Customer Support Summit New York, including insights from Microsoft, Typeform, Clay and more. _This post is for paying subscribers only._ ### AI and the Next Era of Customer Success: Insights and Innovation URL: https://www.customersuccesscollective.com/ai-and-the-next-era-of-customer-success-insights-and-innovation/ Last updated: 2026-09-28T14:37:53.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** May 21, 2025 **Time:** 6:00pm BST **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-success-summit-washington-dc-2025-ondemand/?wchannelid=a9kqxxavqs&wmediaid=2aopibjj4s) In this panel discussion, industry leaders explored the importance of putting the customer at the center of business strategy to drive organizational value. They discussed how a customer-first mindset can enhance long-term success by improving product design, driving internal advocacy, and fostering meaningful relationships. --- ### **Key Takeaways:** - **Customer-Centric Strategy:** Prioritizing customers in business strategy enhances organizational value and long-term success. - **Improved Product Design:** A customer-first approach leads to better product development tailored to real user needs. - **Internal Advocacy:** Engaging employees in a customer-focused mindset drives alignment and support across teams. - **Stronger Relationships:** Building meaningful customer relationships fosters trust and loyalty. - **Sustainable Growth:** A customer-centric approach contributes to business resilience and competitive advantage. --- ### Meet the speakers: [**Tutu Adenle**](https://www.linkedin.com/in/tutu-adenle/) Vice President of Customer Success [Eventbrite](https://www.linkedin.com/company/eventbrite/) Tutu is a strategic, data-driven business leader passionate about optimizing processes and driving innovative strategies. With a proven track record of leading cross-functional teams, Tutu leverages data insights to implement impactful initiatives that enhance both customer service and internal operations. Committed to progression and professional development, Tutu fosters a motivational leadership style that empowers individuals and strengthens organizations. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image-7.png) [**Janice Garland**](https://www.linkedin.com/in/janice-garland/) Customer Success Director [Salesforce](https://www.linkedin.com/company/salesforce/) Janice Garland is an experienced program manager and strategic advisor specializing in health systems operations, strategic planning, and IT project management. With over 12 years of expertise and certification in Agile Project Management, she has successfully led large-scale programs, multi-million dollar projects, and teams of 50+ professionals across government and private sectors. Janice is passionate about driving innovation, optimizing operations, and delivering measurable results through clear, strategic solutions. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image-9.png) [**Krista Crockett**](https://www.linkedin.com/in/kristacrockett/) Director, Customer Success [d2l](https://www.linkedin.com/company/d2l/about/) Krista is an energetic, results-driven leader with a proven track record of exceeding performance goals and driving success. Known for her strong communication and interpersonal skills, she excels at building lasting relationships with both internal and external stakeholders. With a keen analytical mindset and exceptional organizational abilities, Krista thrives in fast-paced environments, effectively managing complex projects and inspiring teams to achieve excellence. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image-5.png) [**Carol Gersten**](https://www.linkedin.com/in/cgersten/) Senior VP of CS [Elsevie](https://www.linkedin.com/company/elsevier/) Carol is a seasoned technology executive with extensive experience in transforming post-sales customer journey management across industries. She excels at integrating professional services, customer success, and enterprise implementations to drive exceptional outcomes. With a strong track record in SaaS revenue growth and go-to-market strategy alignment, Carol is a dynamic leader known for inspiring high-performing teams and leading successful change management initiatives. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image-4.png) ### Tracking customer health beyond 'red, yellow and green' URL: https://www.customersuccesscollective.com/tracking_customer_health/ Last updated: 2025-04-17T09:03:18.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** April, 2025 **Time:** 6:00pm GMT **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/?wchannelid=vgvi7tgt28&wmediaid=ur3wlpcja2) In this keynote, [Jaime Moquin](https://www.linkedin.com/in/jaimemoquin/) will share how she has developed a customer health tracking playbook that differs from the basic 'red, yellow, green' categorization, and why you should be tearing up this dated, insufficient metric too. --- ### Key Takeaways: - **Why the 'Red, Yellow, Green' Model Falls Short** – Understand its limitations and why it no longer serves modern customer success teams. - **A New Approach to Customer Health Tracking** – Learn how Jaime Moquin’s playbook provides a more accurate and actionable framework. - **Early Warning Signs & Proactive Strategies** – Discover how to identify risks and opportunities before they escalate. - **Real-World Applications** – Get practical insights on implementing this new method to improve customer retention and satisfaction. --- ### Meet the speaker: [Jaime Moquin](https://www.linkedin.com/in/jaimemoquin/), Senior Vive President, Customer Success at [Element451](https://www.linkedin.com/company/element451/) Leader in tech and education, bridging data-driven innovation with human connection. With over 20 years of experience, I'm passionate about empowering teams, creating scalable solutions, and mentoring future leaders to drive transformative growth. As a collaborative leader, I find true fulfillment in celebrating the achievements of my teams and watching them reach new heights. Nothing energizes me more than working cross-functionally to solve complex challenges and elevate the customer experience. When I'm not scaling what's possible in the office, you can find me outdoors - guiding adventurers, embracing bold new challenges, and always seeking opportunities to learn and grow. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image-1.png) ### Building for growth: How to establish and expand customer success in high-growth startups URL: https://www.customersuccesscollective.com/building-for-growth-how-to-establish-and-expand-customer-success-in-high-growth-startups/ Last updated: 2025-03-27T10:40:28.000Z CSCnow is your chance to stream exclusive talks and presentations from our previous events, hosted by customer success experts and industry leaders. It's a unique opportunity to watch the most sought-after customer success content – ordinarily reserved for CSC Pro members. Each stream delves deep into a key customer success topic, industry trend, or case study. Simply sign up to watch any of our upcoming live sessions. 🎥 Access exclusive talks and presentations ✅ Develop your understanding of key topics and trends 🗣 Hear from experienced customer success leaders 👨‍💻 Enjoy regular in-depth sessions --- **Date:** March 26, 2025 **Time:** 6:00pm GMT **Location:** Online [Watch OnDemand](https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/?wchannelid=vgvi7tgt28&wmediaid=7ytv3do9zr) Building a Customer Success team from the ground up is no easy feat — especially in a fast-paced startup environment with limited resources. While the goal is to deliver exceptional customer experiences, CS teams often face the challenge of serving a large customer base without the infrastructure or bandwidth to scale smoothly. Join [Katie Mineck](https://www.linkedin.com/in/katherine-katie-mineck-14314a112/) keynote to hear first-hand experiences and practical insights on how to prioritize effectively, streamline processes, and ensure customer satisfaction from day one. You’ll also gain proven strategies for overcoming common growing pains and driving sustainable success as your CS team scales. --- ### **Why attend?** - **Lay strong foundations:** Learn how to set up scalable processes that deliver value from day one. - **Prioritize like a pro:** Discover how to focus your team’s efforts where they’ll make the biggest impact. - **Streamline and succeed:** Get battle-tested strategies to overcome growing pains and drive long-term customer success. Don’t just build a CS team — build one that thrives. --- ### Meet the speaker: [Katie Mineck](https://www.linkedin.com/in/katherine-katie-mineck-14314a112/), VP, Customer Success, [DigitalOwl](https://www.linkedin.com/company/digitalowlai/) Katie Mineck is an experienced customer success leader with a strong background in driving growth and fostering customer relationships across various industries. She currently serves as the Vice President of Customer Success at DigitalOwl. Previously, Katie held senior roles at Nearmap, FourKites, and Eved, where she excelled in scaling global customer success teams and optimizing customer experiences. With a deep understanding of client service, she is dedicated to building lasting partnerships that deliver measurable impact. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/image.png) ### Cracking the code to customer health scores URL: https://www.customersuccesscollective.com/cracking-the-code-to-customer-health-scores-2/ Last updated: 2026-05-15T13:59:06.000Z No business can thrive without a clear understanding of its customers' health. [Customer health scores](https://www.customersuccesscollective.com/the-anatomy-of-the-customer-health-score/) act as the early warning system for retention and growth, helping businesses identify risks, maximize expansion opportunities, and drive long-term success. From tracking usage trends and engagement levels to measuring value realization, customer health scores offer a data-driven approach to understanding customer relationships. But while many companies attempt to implement them, few get them right – leading to misleading insights, missed churn signals, and ineffective interventions. So, what makes a customer health score truly effective? In this guide, we’ll break down: - Understanding customer health scores - Why traditional customer health scores fail - How to build an accurate and actionable health score - Best practices for taking action on health insights - The importance of continuously refining your scoring model ## Understanding customer health scores and why they fail [Customer health scores](https://www.customersuccesscollective.com/unlocking-growth-potential-with-a-data-driven-customer-health-score/) are a key metric used to assess the likelihood of a customer churning, renewing, or expanding their relationship with your business. The most accurate ones blend both quantitative and qualitative data, allowing organizations to proactively mitigate churn risk and identify growth opportunities. These scores are typically presented as a numerical value, often categorized into red, yellow, and green – terminology that many customer success teams are already familiar with. ### Why traditional customer health scores fail Despite their potential, many organizations struggle to make customer health scores effective. Here are the key reasons why they often fall short: **1\. No alignment with the customer journey** One of the biggest issues is the lack of alignment with the customer journey. If your organization hasn’t clearly defined the customer lifecycle – from onboarding and adoption to advocacy – it becomes difficult to take meaningful action when a score indicates risk. The first step should be assembling a cross-functional team to map out who is responsible for each stage of the customer journey. Without this foundation, even the best health scoring models will be ineffective because you won’t know what proactive steps should have been taken in the first place. **2\. Data silos prevent a holistic view** Customer data often resides in multiple systems, making it difficult to get a comprehensive view of customer health. If your data isn’t unified into a single, accessible view, your [customer health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) will lack accuracy and usability. Instead of driving proactive action, they become just another static report, leaving teams in a constant reactive state. **3\. Over-reliance on manual processes** If you’re building customer health scores in a spreadsheet, you’re already missing out on critical opportunities to mitigate churn and drive expansion. Manual processes are slow, prone to errors, and don’t allow for real-time insights. Automation is key to ensuring your scores are up-to-date and actionable. **4\. Too much focus on either qualitative or quantitative inputs** Another common pitfall is relying too heavily on either qualitative or quantitative data. Many organizations lean too much on usage metrics, assuming that high engagement equals high retention. This often leads to what I call watermelon customers – green on the outside, red on the inside. These customers may appear healthy based on product usage but ultimately churn for reasons that weren’t captured in the scoring model. On the other hand, relying too much on qualitative inputs like surveys or customer sentiment can be equally misleading. Feelings and perceptions, while important, don’t always translate to real business outcomes. Striking the right balance between qualitative and quantitative data is crucial. **5\. Misplaced trust in NPS as a key health metric** Many companies use Net Promoter Score (NPS) as a core indicator of customer health. We did too at Brazen – our CFO closely tracked NPS month over month. But a study conducted by Greg Danes, also known as the Churn Doctor, revealed something surprising: there is no correlation between NPS scores and customer retention. This was a major revelation, as NPS has long been viewed as a gold standard in customer success. Similarly, customer satisfaction (CSAT) surveys were also analyzed, and the results were even more counterintuitive. The study found that while there was a 12% increase in CSAT, those same companies experienced a 22% decrease in net retention. In other words, making customers feel satisfied didn’t necessarily keep them from leaving. ### Shifting the focus: Why do customers stay? Rather than asking why customers leave, Greg Danes suggests that organizations should be asking, why do customers stay? This shift in perspective can lead to a more meaningful and predictive approach to customer health scoring. By identifying the specific factors that contribute to long-term customer retention, companies can build health scores that truly reflect business outcomes, rather than just surface-level engagement or sentiment. ## Why do customers stay? The key to meaningful customer health scores A fundamental question we should be asking is not just why customers leave, but rather, why they stay. The answer to this question holds the key to building truly effective and predictive customer health scores. ### The foundation of retention: Value realization When I ask people why customers stay, the most common responses are relationships and solving a business problem – both of which ultimately tie back to [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). If there’s one major takeaway about customer health scores, it’s this: Focus on value. If there’s a single [metric or KPI](https://www.customersuccesscollective.com/measuring-customer-success/) that can predict whether a customer will renew, expand, or churn, it’s whether they are seeing value from your solution. However, identifying and tracking value can be challenging because value is different for every customer. ### The problem with traditional metrics Too often, organizations try to measure value through product usage or customer engagement metrics, such as: - How many QBRs (Quarterly Business Reviews) are we conducting? - How many surveys are we sending? - How many support tickets are customers submitting? But none of these inherently tell us if a customer is getting value from our solution. They are proxies for engagement, not impact. A customer might attend every QBR, but if those meetings don’t drive meaningful improvements for them, the engagement doesn’t translate to retention. ### Value often exists beyond the numbers Sometimes, the most significant value a customer experiences is intangible – something you wouldn’t necessarily find in traditional metrics. Let me give you an example. We worked with a large school district that used Brazen’s virtual and in-person hiring event software to run their career fairs. Their feedback? Our platform played a significant role in narrowing the gap in their first-day teacher vacancies, ensuring they had a high-quality teacher in every classroom on day one. It also increased leadership capacity across their district and even shifted the mindset within their organization, reinforcing that everyone is responsible for recruiting, not just the talent acquisition team. None of that insight would have surfaced through product usage data, survey results, or support interactions. Yet, this is the real value they gained from our solution – and understanding this is crucial to effective health scoring. ## Building meaningful customer health scores: Where to start When building customer health scores, the key is to start simple. It’s easy to feel overwhelmed, especially in large organizations with multiple products and customer segments. When Brazen was acquired by Radency, I went from working with a single-product customer health score to navigating a seven-product solution. The Radency team was unsure where to begin, and like many companies, they were still using spreadsheets and gut feelings to categorize customers into red, yellow, or green based on perceived account relationship strength. To move forward, we simplified the process by asking a few key questions: 1. What is the top reason for churn in the last 6–12 months? 2. Which product should we focus on first? (For Radency, this was Career Sites.) 3. Are there one or two KPIs that can help track churn risk for this reason? If you can track value realization, that’s the best place to start. If not, begin with usage metrics – but be mindful of whether customers are churning due to lack of usage or lack of value despite high usage. In Radency’s case, job volume dips were the strongest indicator of churn for Career Sites, so we started tracking that. ## Key elements of an effective health score ### 1\. Segment customers appropriately Not all customers should be treated the same. A large enterprise customer will have different risk factors than a small business, and different use cases require different scoring approaches. [Segmenting your customers](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) ensures that your health scores reflect their unique needs and behaviors. ### 2\. Automate key adjustments One of the most overlooked aspects of health scoring is building automatic overrides based on real-world factors. For example: - If a customer is actively using your platform but has told their CSM they’re going out of business, their score should automatically turn red – regardless of their engagement. - If a customer’s usage data looks poor but just signed a renewal contract, their score should be adjusted accordingly. Most CRMs, including Salesforce, allow you to reference these fields and automate adjustments so that health scores reflect reality, not just numbers. ### 3\. You don’t need a data analyst to identify KPIs A common misconception is that you need a data scientist to define KPIs for your health scores. That’s no longer true. - AI-powered tools can now analyze historical churn and renewal data to surface top predictive KPIs and their weightings. - Experienced customer success reps often already know the leading indicators of churn based on years of working with customers. At Brazen, we initially had an entry-level data analyst build a complex model using machine learning – but in the end, the most seasoned reps had already identified the key churn predictors without any advanced modeling. ## A structured approach to building your customer health score If you’re unsure where to begin, here’s a step-by-step framework: ### Start with usage KPIs - Identify 5–10 usage metrics correlated with retention. - Assign weightings based on historical data (e.g., customers with low usage in these areas are more likely to churn). - Example: At Brazen, we tracked eight usage KPIs and weighted them differently based on their churn correlation. ### Incorporate adjustment factors - Reference qualitative inputs from your CRM, CSMs, and renewal data. - Example: If a customer just renewed but has low usage, adjust their score manually to prevent false red flags. ### Use a flexible scoring system - Avoid rigid models – your business will evolve, and your scoring model should adapt over time. - At Radency, we used Sigma (a BI tool) because it allowed us to handle complex parent-child account relationships that weren’t easily managed on other platforms. ### Ensure your tool integrates with key systems Your health score should pull data from: - CRM (e.g., Salesforce) – to track renewals and account attributes. - Product usage data – to understand engagement. - Support systems (e.g., Zendesk) – to incorporate ticket trends and pain points. - CS platforms (e.g., ChurnZero, Gainsight) – to enable proactive workflows. ## Leveraging AI for predictive analytics One of the biggest advancements in customer health scoring is AI-driven analytics. Many platforms now dynamically identify: - Which KPIs are most predictive of churn or retention - What weightings should be assigned to different factors - Forecasts for future customer health trends At Radency, we built some predictive forecasting into our Sigma-based health scoring system, but many customer success platforms now offer this natively. If you’re looking for a tool, consider solutions that offer [AI-powered insights and automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/). ## Automating customer health responses For every possible change in a customer’s health score, we have predefined automated workflows. Below is a breakdown of how Radency handles different scenarios: ### 1\. A key KPI worsens Not every critical customer metric is included in the health score, but that doesn’t mean it should be ignored. If a key leading indicator of churn starts trending downward, we take immediate action. Example: - A customer hasn’t hosted a virtual or in-person event in the last 30 days (a major usage drop for our platform). - We trigger an automated four-email engagement campaign that appears to come from their CSM. - Each email is designed to re-engage the customer and encourage them to take action. - We track the effectiveness of these campaigns month over month – are customers responding? Are they creating events again? If not, we adjust our approach. ### 2\. A customer’s health score is stalled Many companies focus only on red accounts but stalled accounts in the yellow zone are equally important. Our approach: - If a customer remains in a yellow health score state for two consecutive months, we take action. - Every week, our team reviews yellow-score accounts to determine if they should be formally flagged as at risk. - If necessary, an auto-alert is sent to inspect the account further. ### 3\. A customer moves from yellow to red This is a clear escalation and requires immediate attention. Our process: - The system triggers an auto-alert to our customer success team to inspect the account. - However, not all red scores indicate true risk – for example, some customers have seasonal usage (e.g., they only run two flagship events per year). - A manual review determines if the red status reflects an actual risk. - If the account is confirmed at risk, we mark it in CRM with a designated checkbox. ### 4\. A customer is officially flagged as at risk Once an account is formally marked at risk, we shift into full retention mode. What happens next: - An automated email is sent to key internal stakeholders, outlining the renewal date, the reason for risk, and the CSM responsible for handling the account. - A structured at-risk protocol is initiated. ### 5\. The at-risk protocol: Week-by-week playbook At Radency, we’ve developed a systematic playbook for handling at-risk customers. - Every week, we send email reminders to the responsible CSMs and managers. - Each email includes specific action items aligned with our eight-week at-risk recovery plan. - The goal? Resolve risk factors and re-engage the customer as quickly as possible. By following this structured approach, we’ve achieved 35–70% retention rates for at-risk customers, depending on how early the risk was identified. ## Pro tip: Assign an at-risk operations manager One of the most impactful changes we made was assigning an at-risk ops manager. This person acts as the central owner of the at-risk process, ensuring that: - The playbook is being followed consistently - At-risk customers are flagged early (no late red flags) - Customers flagged at risk are given proactive attention The at-risk ops manager can also be measured and goaled on: - Reducing churn among previously flagged accounts - Decreasing the number of accounts that churned without ever being flagged - Minimizing the time it takes to identify and act on risk ## Should you share customer health scores with your customers? How many companies openly share their customer health scores with customers? The answer, surprisingly, is very few – but I strongly believe that sharing at least some components of the health score can lead to more meaningful conversations and better customer success outcomes. One of the most common concerns I hear is: - “Sales teams don’t want to share it.” - “What if customers react negatively?” - “What if they see a low score and get upset?” These fears are understandable, but they also prevent us from having open, productive discussions about customer success. If we’ve already analyzed the patterns of customers who churn vs. customers who renew, why wouldn’t we use that insight to guide conversations with customers? ### The benefits of sharing health scores At Radency, we do share a version of our customer health score with customers – but we’ve found that how you share it matters. - It fosters transparency and trust – Customers appreciate knowing where they stand. - It creates a more collaborative partnership – Instead of us assuming their success, we invite them into the process. - It drives more meaningful discussions – Instead of vague check-ins, we have data-driven conversations about their usage and value realization. However, the key to making this work is what you share and how you frame it. The version we share with customers is purely usage-based – and we’re very clear that a green score does not necessarily mean they’re seeing value. Instead, it’s a starting point for a conversation: - “Here’s your current usage health score. How does this correspond to the value you’re seeing?” - “Your score is red, and you’re telling us you’re not seeing value – this confirms that we need to increase usage.” - “Your score is green, but you’re still not seeing value – this signals that we need to dig deeper and ensure we’re solving the right problems for you.” To make this as seamless as possible, we’ve embedded the customer health score directly into our platform using Sigma. Customers can log in and see: - Their real-time usage trends (updated daily). - How their usage compares to other customers of similar size and use case. - A predictive analytics forecast showing whether they are expected to remain in the green zone or decline. This helps answer one of the most common questions customers ask: - “Is my usage normal?” - “How do I compare to similar companies in my industry?” By providing this visibility, we empower customers to take ownership of their success while also giving our team an opportunity to guide them toward better outcomes. ### Handling industry and privacy concerns Not every customer will want their data included in aggregate benchmarks. In industries like healthcare and education, data-sharing restrictions may apply. To accommodate this, we exclude any customers who have opted out of data aggregation in their contracts. For customers who allow it, we provide anonymous, aggregated benchmarks so they can compare themselves against peers. Despite these considerations, most customers love having access to this data – it gives them insights they wouldn’t otherwise have and helps them track their progress over time. ## Continuously refining your customer health scores Building a customer health score isn’t a one-time project – it’s an ongoing process that requires continuous refinement. The goal is to ensure that your health score remains an accurate predictor of customer behavior, helping you take proactive action before it’s too late. At Brazen, we initially identified lack of usage as the primary reason for churn. This made usage metrics the foundation of our health score. Over time, as we successfully increased customer engagement, we realized that churn was no longer driven by lack of usage – instead, it was due to customers not seeing enough value. This shift reinforced an important lesson: Your health score should evolve alongside your customers. ## The key takeaways - **Focus on value, value, value**. Usage is a starting point, but true retention comes from ensuring customers realize value. - **Start simple, then refine**. Begin with foundational metrics and expand as you learn more. - **Use a flexible scoring system**. Your model should evolve as customer needs change. - **Automate as much as possible**. Let your CSMs focus on relationship-building while automation handles the alerts. - **Share a customer-facing health score**. It fosters transparency and drives better conversations. - **Continuously refine your model**. Set accuracy goals, track performance, and adjust as needed. Following these best practices ensures that your customer health score remains an effective, dynamic tool – helping you reduce churn, drive expansion, and strengthen customer relationships. ### How to incorporate social media into your customer support strategy URL: https://www.customersuccesscollective.com/social-media-customer-support/ Last updated: 2025-07-28T15:57:59.000Z Whether it’s a viral [TikTok](https://www.tiktok.com/@cs%5Fcollective), a helpful [Facebook](https://www.facebook.com/CustomerSuccessCollective) reply, or a timely [Twitter](https://x.com/%5Fcscollective) response that defuses a customer complaint, social media isn't just optional for brands. In fact, the average person spends [2.5 hours per day](https://soax.com/research/time-spent-on-social-media) browsing their favorite apps, which opens up a tremendous opportunity for brands to engage with their customers in the place they’re spending a good chunk of their time. Here’s the thing: social media shouldn’t be reserved for marketing teams alone. Sure, using it to promote new products and reach new prospects is important, but social media can be used by [customer support teams](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) to ensure multiple touchpoints with the customer base. ## Why social media is a MUST for customer support Before we get into it, let’s first establish how prevalent social media is in modern customer support, as the numbers tell a pretty compelling story. Research shows that [76% of customers now expect companies](https://www.synup.com/en/social-media-marketing-statistics) to offer customer service via social media, making it clear that social media has evolved beyond a marketing medium to become a critical component of comprehensive support. But it doesn’t stop there. McKinsey [undertook a study which confirms this](https://www.mckinsey.com/capabilities/operations/our-insights/social-media-as-a-service-differentiator-how-to-win): forward-thinking organizations are increasingly integrating social media into their customer service strategies to provide holistic support. It’s clear that social media channels have become essential touchpoints for customer interaction, but what are the biggest pros of incorporating socials into your support strategy? [Role of a customer support manager: A comprehensive guideFrom resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company’s reputation. For such a pervasive role, it begs the question: what actually is a customer support manager?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-226.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-support-manager-3.jpg)](https://www.customersuccesscollective.com/customer-support-manager/) ## The benefits of using social media for customer support ### Speed and accessibility Whether it’s for personal or commercial use, there’s no denying that social media has revolutionized the way people connect with one another. Someone from Latvia can converse with someone in Laos in real-time, transcending the [geographic boundaries that typically separate us](https://www.customersuccesscollective.com/offshore-customer-support/). Being able to engage with people far away from you, in real-time, is a goldmine for businesses’ customer relationship management. While telephone customer support enables this kind of immediate interaction, social media takes customer accessibility to a whole new level. Phone support requires dedicated staffing during limited hours, typically Monday to Friday from 9 am to 6 pm. Another significant problem with phone-based customer support is the negative impact on customer experience from inherent wait times. These friction points not only frustrate customers but also create inefficiencies as support agents can only handle one call at a time. In contrast, social platforms allow for immediate acknowledgment of customer concerns without these barriers. Support teams can monitor and respond to messages 24/7, even with limited staffing, by prioritizing urgent issues while quickly acknowledging others. This asynchronous yet responsive approach means customers receive immediate validation that their concern has been registered, even if the complete resolution requires additional time. A single support agent can simultaneously monitor multiple social media conversations, acknowledge receipt of issues instantly with a quick reply, and then address them in order of priority – all while maintaining visibility to the wider customer base. This immediacy is particularly valuable considering that customer expectations for prompt responses are remarkably high, with [72% of consumers](https://appliedpsychologydegree.usc.edu/blog/customer-service-in-social-media) expecting replies within 24 hours, according to research undertaken by the University of Southern California. [Why customer support is vital for SaaSHow do companies survive the risks of churn while maintaining pricing equilibrium to stay afloat in the market? Well, it all comes down to customer support, customer success, and their roles in fostering customer satisfaction.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-227.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Stock--4---1--2.jpg)](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) ### Public accountability The psychology of engaging with a brand account on social media is complex. Many people resort to seeking customer support via social media channels due to the accountability factor. As mentioned previously, traditional customer support telephone lines mean customers can often navigate complex interactive voice response (IVR) systems with multiple menu options, only to then find themselves placed in a hold queue with uncertain wait durations or being passed between different agents without a shared record of their case. We’ve all probably experienced this at some point or other – it’s off-putting when you have an issue with a product that you want resolved quickly. When support interactions happen in public forums, customers appreciate the transparency in problem-solving. This visibility creates an accountability mechanism that encourages brands to resolve issues efficiently and thoroughly. It also demonstrates to potential customers that your brand takes customer satisfaction seriously. ### Multi-channel engagement Your customers aren’t monoliths; different customers prefer different platforms. By establishing a presence across Twitter, Facebook, Instagram, LinkedIn, and other relevant platforms, you can meet customers where they already spend their time. (Remember how the average person spends 2.5 hours per day on social media?) This multi-channel approach ensures that customers can reach out through their preferred platform rather than adapting to your company's preferred communication method. ### Proactive issue resolution Social listening tools allow support teams to identify trends in complaints and address issues before they escalate. A study published by Asad Ayoub and Ayman Balawi of the University of Pécs emphasizes that social media's widespread accessibility [enables companies to obtain valuable information](https://www.researchgate.net/publication/362892319%5FA%5FNew%5FPerspective%5Ffor%5FMarketing%5FThe%5FImpact%5Fof%5FSocial%5FMedia%5Fon%5FCustomer%5FExperience) about customer impressions related to their products or services. This proactive approach can prevent individual complaints from developing into larger reputation management challenges. Even when your customers (and potential customers) aren't actively seeking support, if they see evidence of successfully resolved support conversations, they’ll be encouraged to confidently approach you with their own support queries, knowing they'll receive the same quality service. [5 ways to avoid customer support hellThe purpose of customer support is right there in its name. So why do so many get it so wrong? In this article, we will look at how to avoid the most common customer support blunders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-228.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Stock--5---1-.jpg)](https://www.customersuccesscollective.com/5-ways-to-avoid-customer-support-hell-2/) ## Choosing the right social media platforms for customer support ### Twitter/X Having a Twitter (or X, as it’s known these days) is the ultimate platform for quick responses, real-time updates, and managing public complaints. What Twitter/X has always got right is its accessibility, partly owed to the platform's conversational nature, making it ideal for brief exchanges and immediate problem acknowledgment. Research on Twitter customer service conversations has found that the type and location of certain dialogue acts [significantly affect the likelihood of achieving desirable outcomes](https://research.ibm.com/publications/how-may-i-help-you-modeling-twitter-customer-service-conversations-using-fine-grained-dialogue-acts), such as customer satisfaction and problem resolution. ### Facebook and Instagram These platforms are ideal for direct messages (DMs), community engagement, and visual responses. Their messaging features allow for more detailed troubleshooting and private conversations when needed, while still maintaining the ability to respond publicly to comments on posts. ### TikTok & YouTube Perhaps lesser known for being used for customer complaints, these video-centric platforms are excellent for educational support videos, FAQs, and troubleshooting tutorials. For instance, [customer support managers](https://www.customersuccesscollective.com/customer-support-manager/) can take a screenshot from a Tweet, or a [support ticket query](https://www.customersuccesscollective.com/customer-success-support-tickets/) and answer that question on TikTok and/or YouTube. Visual demonstrations such as these can often clarify complex issues more effectively than text-based explanations. [The rise of copilot and autopilot in customer supportImagine you’re on a flight. The pilot announces two options: “We can use AI to assist me throughout the flight, or I can switch on full autopilot and join you for coffee in the cabin.” Which would you choose?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-229.png)Customer Success CollectiveNeelu Shaikh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Neelu-Shaikh--1-.jpg)](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/) ## Best practices for customer support using social media ### 1\. Plan how support and social media teams work together When venturing into new mediums and channels shared with other teams, it’s best to have full transparency to avoid stepping on other departments’ toes. Right from the off, you need to ensure there’s crystal clear collaboration between the customer support and your marketing, social media and/or [community management](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) teams. Without proper planning, teams may work in silos, causing delays or conflicting responses. To avoid this, you’d do well to establish roles and responsibilities for: - Managing social media inboxes - Responding to public comments - Escalating issues to tickets - Assigning responsibilities among team members ### 2\. Offer support where your customers are It's simple: be where your customers already are. While Facebook, Twitter/X, Instagram and LinkedIn form the core platforms for most businesses, don't overlook TikTok, YouTube or other channels if that's where your audience spends their time. Do your homework by tracking brand mentions, deploying listening tools, and engaging in industry conversations to identify the platforms deserving your attention. ### 3\. Monitor customer conversations on social media Social listening extends far beyond catching your brand name in posts. It's about understanding patterns in customer feedback that reveal deeper insights: - Which complaints keep surfacing repeatedly? - When are your customers most active and vocal? - Which comments truly warrant responses? - Could existing knowledge base content resolve certain issues? These insights help smartly allocate staff, develop [self-service options](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/), and determine which matters need to be taken offline. When support and social teams share these findings, you create a unified response approach that feels cohesive to customers. ### 4\. Integrate social media with customer support tools Let's be real – manually tracking every social interaction can very quickly become overwhelming. Smart businesses invest in tools that integrate social monitoring with their customer support systems, creating a seamless experience that preserves conversation context across channels. ### 5\. Track and manage customer support volume You’ll know this by now, but social media support requests vary dramatically between businesses. To manage effectively, try using tech platforms that convert social inquiries into trackable tickets in your CRM. These systems maintain conversational context from previous interactions, letting agents see the complete customer journey. If you’re starting out at this, we’d suggest you prioritize critical issues to maintain those all-important response times, ensuring urgent matters get addressed first while maintaining reasonable timeframes for all inquiries. [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-225.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--6.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) ### 6\. Use AI and automation You’ll probably be sick to your back teeth of all the AI talk, but the AI revolution is truly here to stay. AI tools have transformed the 24/7 support landscape with capabilities like auto-responses during off-hours, chatbots for handling routine FAQs, and smart routing that connects customers with the right specialists. But don’t worry, the beauty of [automation isn't replacing human agents](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) but enabling them to focus where their expertise truly matters – on complex, nuanced customer issues that build loyalty. ### 7\. Equip customer support managers with the right tools Your customer comms on social media will only be as good as the tools you provide your support managers. Your best bet is to centralize all social interactions in one dashboard, giving your customer support managers access to comprehensive customer profiles showing purchase and support history, and facilitate seamless collaboration on complex issues. Being able to depend on strong analytics will help massively. ### 8\. Decide when to take conversations private While public responses demonstrate accountability, certain scenarios call for private conversations: when personal information enters the picture, for multi-step troubleshooting exchanges, or when customer frustration intensifies. Just remember: once resolved privately, acknowledge publicly that the issue was addressed. This reassures other customers watching from the sidelines. ### 9\. Reframe negative feedback as an opportunity The way you handle criticism can transform detractors into advocates. Instead of defensiveness, acknowledge concerns genuinely, offer actionable solutions, and always follow up. In [another study by McKinsey](https://www.mckinsey.com/capabilities/operations/our-insights/social-media-as-a-service-differentiator-how-to-win), it’s revealed that businesses responding effectively to social complaints see 20-40% increases in customer spending, while those ignoring them face 15% higher churn rates. The numbers speak for themselves. [Why customer success depends on support ticketsTo create a seamless experience, it is crucial to integrate customer success with tech support through a unified ticketing system. This integration ensures that support issues feed into long-term customer profiles, improving ongoing service and customer satisfaction.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-230.png)Customer Success CollectiveHolly Stewart![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_support_tickets.jpg)](https://www.customersuccesscollective.com/customer-success-support-tickets/) ## What *not* to do on social media Social media has a lot of pros going for it, but with that publicity comes quite a few dangers businesses will want to avoid. ### 1\. Ignoring customer inquiries This is a big no-no. Every direct question you get should receive a response. Not only will you dissatisfy the customer raising the query, but you could alienate other existing customers or even future customers who notice the lack of fulfilment. Whatever way you slice it, it’s no good: it’s bad on a [customer experience](https://www.customersuccesscollective.com/evolving-from-customer-support-to-customer-experience-2/) front, and an optics front. ### 2\. Deleting or hiding negative comments Eeeek… this is also not advisable. Rather than hide all negativity, companies should instead address concerns transparently. What’s even more interesting is that [73% of consumers are actually willing to pay more](https://sproutsocial.com/insights/data/social-media-transparency/) for products if the companies guarantee total transparency. Of course, if they violate your community guidelines, then go ahead and hide them! ### 3\. Being defensive Even though social media communication naturally happens in real-time and is often informal, never compromise your professionalism. Your company's social media account is a window for future prospects to glimpse how you treat customers. When a complaint arises, responding defensively projects insecurity and immaturity rather than confidence in your product or service. Defensive responses like "That's not our fault" or "You must have used it incorrectly" immediately create an adversarial relationship instead of a collaborative one. ### 4\. Providing excessive information When responding to customer queries on social media, focus on clarity and brevity above all. Overwhelming customers with technical details or long policy explanations dilutes the effectiveness of your support and contradicts the quick-response nature of social platforms. Instead, address the immediate concern concisely, then offer to continue complex conversations through more appropriate channels like DMs or email. If there’s a widespread issue, say a product bug or outage, and you have a lot of customers tagging you in tweets or in the comments section of Facebook posts, try to avoid crafting individual responses to every affected customer. While you may want to provide tailored care, this instead stretches resources thin and creates inconsistent messaging. It might be hard at first, but try to instead issue clear public updates that all customers can reference, establishing transparency while maintaining efficient communication. [Evolving from customer support to customer experienceTransform reactive support into proactive relationships. Learn cross-functional collaboration, team enablement, and build a lasting CX impact.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-231.png)Customer Success CollectiveMonish Prem![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Evolving-from-customer-support-to-customer-experience.png)](https://www.customersuccesscollective.com/evolving-from-customer-support-to-customer-experience-2/) ## Turning social media complaints into positive customer experiences Let's see these principles in action with a real-world example from Proposify, an online proposal software company that masterfully flipped a potential PR nightmare into a brand win. ### Step 1: Acknowledge the issue When Proposify experienced significant technical issues, an angry customer posted a sarcastic complaint on Twitter. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXenfvSbEQcIv97UA1iU3dUB8Iu3KX0HrHsliZWDTiSUx6chjWl2epNnryljt6AIsxTnflL48wm_SrVPlT2m2RGrjwIjMC7Vzpe6IZmrhwhy-nWqRFErxNgcz-KOPx-ti7Qd0_i6Ig?key=WndBksVq4ZKor7qRJWDY5wCD) The company immediately responded by acknowledging the problem and offering support. This prompt acknowledgment demonstrated that they were listening and taking the customer's frustration seriously. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXc1y_IX-uWdhLXLZ_-VASjrjeRc1bUsMm3CSJ1b58PvebBRzgQQDrhU4HqRPrJ3p71F-YOhK1f22IRl4k7r_nW4lDif0IRYBUspXcN354L9Wue7zIMf_pvd3O6TUURK6piClks1aA?key=WndBksVq4ZKor7qRJWDY5wCD) ### Step 2: Move the conversation to a private channel While initially responding publicly to show accountability, Proposify’s CEO followed up with a comprehensive email to address the specific concerns in detail. This approach allowed for a more nuanced discussion while still maintaining public acknowledgment. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXdsTJt05nKKURXHyYocU6L_NPiVO5MvONm40m7AOQi_Rv7hxg0B2OHpbJkztkdT60Vp-wx5W7dcYenkdKL0jkt0bZldDCbZR286EFzf6DgNve7amcBOvH38v7JddRC01jrJPj9Sjg?key=WndBksVq4ZKor7qRJWDY5wCD) ### Step 3: Provide a quick and transparent solution In the follow-up email, the CEO: - Asked for clarification about the specific issue to ensure a targeted response - Transparently acknowledged product limitations - Outlined the development roadmap for addressing the problem - Set realistic expectations while maintaining confidence in future improvements This transparency helped the customer understand both the current limitations and the company's commitment to improvement. ### Step 4: Follow up The CEO provided personal contact information for further assistance, ensuring the customer knew they had a direct line for any additional concerns. This gesture demonstrated an ongoing commitment to the customer's satisfaction. ### Step 5: Turn the experience into a learning opportunity Beyond addressing the immediate complaint, the CEO established a human connection by mentioning a shared hometown. This personal touch transformed the interaction from a transactional exchange to a relationship-building moment. The result? The previously frustrated customer became a brand advocate, publicly thanking ProsperSoft on Twitter. This powerful transformation demonstrates how effective social media support strategies can not only resolve problems but also strengthen customer relationships. [Your guide to customer success metricsFiguring out how to navigate customer success may initially seem like a bit of a minefield. We’re here to map out exactly how you can use customer success metrics to improve your revenue and customer retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-232.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Hub_Page_Meta_customer-success-metrics--1--1.jpg)](https://www.customersuccesscollective.com/customer-success-metrics/) ## Key metrics to track Okay, so you’ve got a customer support presence on social media – result. But now comes the next step, showing to those higher up that it’s paying off. To ensure your social media support strategy delivers tangible results, you need to measure what matters. These [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) will give you the cold-hard data that’ll not only provide the clearest picture of your performance, but it’ll help solidify executive buy-in for customer support: ### Response time The time it takes for your team to acknowledge customer inquiries will directly impact customer satisfaction. With nearly three-quarters of consumers expecting responses within 24 hours, tracking and optimizing response times is non-negotiable. ### Resolution rate The percentage of issues resolved during the first interaction speaks volumes about your team's effectiveness and knowledge resources. A higher first-contact resolution tends to correlate strongly with customer satisfaction and operational efficiency. You’ll have experienced it firsthand, right? When a customer gets answers without being passed around from pillar to post, or asked for a tedious follow-up, they walk away impressed. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### Customer renewals email template URL: https://www.customersuccesscollective.com/customer-renewals-email-template-framework/ Last updated: 2026-02-03T10:55:24.000Z ## What is a customer renewals email template? A customer renewals email template is a set of pre-written emails designed to help businesses streamline their renewal communication process. Customer retention is the backbone of customer success, and proactive renewal messaging can significantly improve retention rates. These templates provide a structured and engaging approach to reminding customers about upcoming renewals, encouraging continued commitment, and even offering incentives to drive loyalty. ## What’s inside the template? The customer renewals email template includes several customizable email scripts to handle different renewal scenarios: 1. Standard renewal reminder 2. Auto-renewal notification 3. Post-expiration follow-up 4. Feature upgrade email ## How to use the template 1. **Select the right email template** – Choose the appropriate email based on the customer’s renewal status. 2. **Personalize the messaging** – Customize placeholders with the customer’s name, product details, and renewal dates. 3. **Automate the process** – Schedule emails at strategic times (e.g., 30 days before expiration, day of expiration, post-expiration follow-up). 4. **Offer value and incentives** – Highlight key benefits or provide special offers to increase renewal likelihood. 5. **Monitor responses** – Track email engagement and follow up with customers who need further assistance. ## Download your customer renewals email template ![Customer renewals email template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Customer-renewals-email-template.png) [Customer renewals email templatesCustomer renewals email templates.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/03/Customer-renewals-email-templates.docx "Download") [Customer renewals email templatesCustomer renewals email templates.pdf80 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/03/Customer-renewals-email-templates.pdf "Download") [Customer renewals email templateCustomer renewals email template Whatever way you slice it, customer retention is the bread and butter of customer success. In fact, it’s far cheaper to retain your current customers than it is to go after new ones. Increasing retention by a mere 5% could drive your profits from anywhere betw…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-53.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLN2rzUOU2WLFLs_6w3VKx0sUIffBywtAIXfqKqG4dGFVvTcs35Tir_jaSSNJEK2fRjAPNOF6u76bo4gf639Hax-HxgwTmgPEC2d5gWHO0_HJgAZrQ-w1200-h630-p)](https://docs.google.com/document/d/1bp-x1I%5FH36BrJM9b8Ar--aQhfjZs-6gX5wL0Gprurb8/edit?tab=t.0) _This post is for paying subscribers only._ ### How to spot a high-performing customer success manager URL: https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/ Last updated: 2025-06-04T16:10:18.000Z One of the challenges I had in the earlier days of building out a [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) function was developing predictable renewals and expansion measures. For context, this was when we were still collecting performance data and our historical data could not yet provide sufficient predictive power. If someone were to ask me today what are the best early indicators of renewals and expansion, I would say they're in the **observable traits and behaviors of the** [**customer success manager**](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)**.** There are five traits and behaviors that I have observed in the CSMs who consistently drive renewals, expansions, and customer satisfaction. I’ve mainly worked with high-touch B2B SaaS CSMs, but I believe this holds true for anyone in the profession. From my observation, high-performing CSMs are: - [Courageous and action-oriented](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/#courageous-and-action-oriented) - [Firm and flexible](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/#firm-and-flexible) - [Have an abundance mindset](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/#have-an-abundance-mindset) - [Have a robust understanding of how the product works in the backend](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/#have-a-robust-understanding-of-how-the-product-works-in-the-backend) - [They always have a plan](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/#they-always-have-a-plan) ## Courageous and action-oriented If I had to choose, this would be my pick as the most critical indicator of a [successful Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) who will drive results. A high-performing CSM may fear saying the wrong thing or looking stupid and choose to give it a go anyway. They're action-oriented as they know the best remedy to uncertainty and anxiety is action. Because they focus on taking action, they inadvertently create ‘luck’ for themselves. Each successful attempt increases the likelihood of catching an expansion opportunity or critical information impacting renewals. If a CSM only wants to do things that they can succeed at, they’ll eventually throw in the towel because as human beings we are more often wrong than we are right. [What makes a good Customer Success Manager great?At Customer Success Collective, we love hearing from Customer Success Managers. In fact, we’re obsessed with them and the work they do; our small contribution is to create a hub of educational resources for global CS enthusiasts.![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/10/spark.jpeg)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) ## Firm and flexible High-performing CSMs embrace structure and processes as *guides*, not set-in-stone rules. For example, they may take the pricing plan as a guide but create alternatives that balance the customer’s budget and the company’s objective. They're firm with the customers on what can be delivered but do their best to offer alternative values and so rarely disappoint. I have also noticed that customers have more respect for CSMs who are firm and flexible. They're more likely to be seen as trusted advisors than those who give the customers everything they ask for. ## Have an abundance mindset Being genuinely [customer-centric](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) is on everyone’s lips but not necessarily practiced. I’m not just talking about tactical actions like avoiding jargon, favoring easy-to-understand words, or being a good listener. If a CSM has an abundance mindset, they also tend to be genuinely customer-centric. Why is this so? CSMs who operate from an abundance mindset see that there are always options and resources. Because of this, they're more likely to believe there is a solution to any problem, which drives them to explore and take action. They trade instead of negotiating. [Winning by Design](https://winningbydesign.com/resources/blog/how-to-trade-instead-of-negotiate/) explains that: > > *“Negotiating is pitting one side against the other. It’s an adversarial relationship where the goal is to get the other side to give up as much as possible. Trading is when both parties are on the same side of the table, finding a solution together. An example is offering something you both have in abundance, in exchange for something the other has that you find valuable, being fair for both parties*." They're not locked into a zero-sum game of needing to always "win" and look good. This frees them to be genuinely curious and ask plenty of questions to understand the customer’s pain points and needs. They embrace the limitations of the existing product and services as an opportunity to grow rather than a hindrance. An abundance mindset puts the CSM more easily in the customers’ shoes as they pursue a win-win outcome. ## Have a robust understanding of how the product works in the backend The best-performing Customer Success Managers spend time understanding the product’s technology to equip themselves to think through solutions for the customer. This helps them to not over-fixate on the existing product and services as the company’s only value. Instead, they focus on the customer’s needs and the company’s overarching mission and do their best to devise solutions that creatively combine the two. They're not limited by the pricing plan and package menu they receive from their managers. I’ve noticed that these CSMs actively seek opportunities to build relationships with the engineering, product, and data science team. [The complete guide to customer support, success and product development“Just input the API key into the POST API field, delete all of the HTML lines above it, and hit refresh,” the support agent said. “Excuse me, W H A T?” I hollered into the phone. Doesn’t that sound like every customer service call EVER?![](https://www.customersuccesscollective.com/favicon.ico)Customer Success CollectiveLJ Barnum![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/09/photo-1605308447072-43f7b18ace91.jpeg)](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) ## They always have a plan The best CSMs *always* have a plan for the outcome they want to achieve. They're objective-driven, spend time thinking about where they want to go and work backward to achieve their goal. 10 out of 10 of the highest-performing CSMs I have worked with will follow an explanation of the challenges they're facing with a plan they would like to experiment with. The odds of them achieving their desired goal increase when they combine this plan with being courageous and action-oriented. ## Conclusion If I were building a team of CSM today, all five of the above traits and observable behaviors would be at the top of my hiring scorecard. Are there any other traits or behaviors you have observed as good indicators? I’d love to hear them! --- ## Become a CSC content contributor Did you like this article? We hope you did, as it was kindly contributed to our site by Sylvia. If you want your words to appear on our website and be shared with our 10,000-strong community,then check out our [contributor guidelines](https://www.customersuccesscollective.com/create-contribute/) and see if we're the right fit for you. ### A guide to authentic leadership URL: https://www.customersuccesscollective.com/authentic-leadership-guide/ Last updated: 2025-08-04T11:30:51.000Z This article will serve as your personal guide through the [sometimes hazardous journey of leadership](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/). Here’s what you’ll walk away with: [**1\. The five rules that encompass my leadership framework**](https://www.customersuccesscollective.com/authentic-leadership-guide/#building-my-leadership-framework)**:** These are the non-negotiable principles that have shaped my leadership approach. [**2\. The five promises you won’t compromise on**](https://www.customersuccesscollective.com/customer-success-managers-salaries-revealed-video/)**:** Leadership isn’t just about what you do; it’s also about what you refuse to sacrifice. [**3\. The 10 deliberate actions you can take**](https://www.customersuccesscollective.com/authentic-leadership-guide/#deliberate-actions-you-can-take-to-be-a-better-leader)**:** Because good intentions are great, but execution is everything. Many folks are catapulted into [leadership](https://www.customersuccesscollective.com/leadership-in-customer-success-nils-vinje/) because they’re rockstars in their role – the top performers, 125% givers, and all-round role models. They might even be the team’s go-to trainer, doling out wisdom like Costco samples. But excelling at a role doesn’t prep you for [leadership](https://www.customersuccesscollective.com/leadership-and-strategy-in-customer-success-ebook-2/) because spoiler alert: managing people isn't just a higher-level version of doing the job you crushed before. **Ryan Johansen, Enterprise Customer Success Manager at Bottomline,** attests to this, revealing that in his transition in becoming a [first-time manager](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/), he "ended up in the hospital because of a mental breakdown caused by workplace stress.” This strain placed on first-time managers has been [backed up by Forbes](https://www.forbes.com/sites/williamarruda/2023/02/15/why-most-new-managers-fail-and-how-to-prevent-it/), reporting that upwards to 60% of new managers fail within the first two years and direct reports are 20% more likely to leave the organization as their performance and that of their counterparts struggle through unmanaged leadership expectations. ## My journey into leadership When I stepped into my first leadership role, I had a leg up because my predecessor was proactive with succession planning. For two whole years before my promotion, he brought me into essential conversations, like a sneak peek behind the curtain of leadership. With his busy travel schedule, I frequently had the run of standard operations. I was there for customer chats and escalations, crafting decks for [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/), and even executing my own strategic ideas. Once I officially got the promotion, my new leader showed confidence in me right out of the gate. From day one, I was the go-to person for my accounts and the team I now led. Most importantly, he let me make mistakes – *gasp!* Yes, real, bonafide, facepalm-worthy mistakes. There were some epic ones, but he didn’t leave me floundering. Instead, he guided me, coached me, and made sure I learned. I was lucky – no, as a Black woman, I was *very* lucky – to have two leaders who believed in me from the jump and weren’t afraid to show it. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## The good, the bad, and the ugly of leadership Now, don’t get me wrong; not every boss in my career has been all sunshine and trust falls. I’ve had my share of bosses who seemed to have a vendetta against my peace of mind. Ever had a leader ban you from using certain words because they made you sound “uppity”? Or delete your carefully crafted deck because they didn’t like your creative spin (or your use of 70% black and not 80% in the text)? Or let an entire call simmer in awkward silence while you sweat through 712 pivot tables to pull a metric you didn’t know anyone wanted? Yep, *same*. Bad bosses have a penchant for teaching us exactly who we *don’t* want to be. That Golden Rule from preschool hits different when you’re wondering if your boss sees you as a person or just a replaceable cog in the machine and a rung on their ladder to the top. The longer I stayed in leadership, the clearer it became that I needed my own map for how to lead. Sure, I had incredible examples of what to do (and not to do), but none of them fully matched who I was or how I wanted to show up for my teams. I needed to give myself some personal leadership guidelines that would allow me to stay me, thrive, and guide others. ## Building my leadership framework ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/5-rules-of-leadership.jpg) ### Rule #1: Don’t be a jerk Long before I heard the term EQ ([emotional intelligence](https://www.customersuccesscollective.com/emotional-intelligence/)), I made a groundbreaking decision: I would simply *not* be a jerk. Revolutionary, right? Seemed like a simple place to start. This rule came easily to me because I’d been on the receiving end of leaders who seemed to have “Make Virginia 30% More Miserable” as their personal [OKR](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/). [EQ](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/) is the ability to recognize and manage our own emotions while recognizing and influencing the emotions of those around us. Employees with high EQ leaders report a [76% increase in creativity and a 61% increase in creativity](https://www.prnewswire.com/news-releases/empathic-leaders-drive-employee-engagement-and-innovation-301375849.html). More and more companies are recognizing the benefit to the bottom line and increasingly require their leaders and executives to have emotional intelligence as a top skill. Being brilliant and having innovative ideas is not enough if you can not communicate those ideas with respect, or you don’t know when people are frustrated or burned out. This rule was particularly natural for me because I was an internal promotion. I wasn’t just leading a team; I was leading my team, *my* people. I felt deeply honored to step into that role and was equally touched by the support I received when I was promoted. It seemed like a no-brainer to keep treating my team with the same respect and care that had brought us success and camaraderie in the first place. And just like that, leadership rule #1 was in the books: **Don’t be a jerk.** Simple, effective, lovely. ### Rule #2: Stay intentionally authentic Second, I couldn’t let myself get lost in the bandwidth-measuring, cubicle-farm maze of navy-blue power ties striding off to golf courses to close deals with that “circle-back” synergy. I get why those things exist, and why they work, but that’s just not me. I’ve been described as “a vibe, ” and I’ve chosen to take that as the high praise it clearly is. For me, that means leadership has to come with all the sparkle and authenticity that make me me. Leading is infinitely easier when I don’t have to overthink which version of myself is “allowed” at the table. So, spoiler alert: I bring all of it! The glitter, the humor, the vibe – it’s part of the package. While chatting with my fantastic colleague (and high-EQ leadership pro), **Nate Evans, Senior Manager of Implementation and Data Operations,** he took this idea a step further. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/NATE-EVANS-1.jpg) Nate made the point that real leadership isn’t just about what you do – it starts with who you are, explaining: > *“True leadership begins with an internal commitment to care for others, driving external actions rather than being defined by them. Genuine care is not reactive to others' behavior – it stems from your own choices.”* And when I lead with authenticity, my team feels safe to do the same. That authenticity builds trust, boosts satisfaction, and unleashes creativity in new and unexpected ways. So, for good or for ill, I made a deliberate choice to lean into who I am, glitter and all. ### Rule 3: Support everyone’s independent success Equitable access to education, understanding, and success is core to who I am, so it was a no-brainer that as a leader, I’d prioritize investing in my team’s growth. The opportunities I was given were game-changers for my career. Sometimes, they came because leaders were willing to take a chance on me – or even put their own projects on pause to hand me the ball and say, “Run with it!” Each year during evaluations, I talk to my team about their independent professional goals; independent of me, their current role, or our employer. I’ve been able to then provide coaching and ancillary “passion projects” to support that specific growth. This can result in some really creative projects, massive boosts in confidence and improved team morale. Prioritizing my team’s success means encouraging their growth in ways that are independent of me or my own achievements. It’s about opening doors they didn’t even know were there, or building an opportunity from whole cloth to support their growth. Whether it’s connecting them with resources or creating new challenges, my goal is to help my team stretch and trust in their abilities to soar. ### Rule 4: Funnel the good, umbrella the bad As I progressed in my leadership journey, I realized how crucial it was to make sure any benefits or praise that came my way were funneled straight to the team. I was in different rooms, hearing the applause and seeing the ripples of the team’s hard work across the company. My job wasn’t to bask in that glow but to shine the spotlight back on my team so they knew just how impactful their efforts were. This became a cornerstone of how I led. Letting the team know we were on the right track wasn’t just nice – it was necessary. The flip side? I had to shield my team from the unreasonable requests and unrealistic expectations that can sometimes roll downhill like an avalanche of nonsense. I’ve been fortunate as a leader – I’ve always had teams that were nothing short of awesome, amazing, brilliant, and hardworking. But they’re also humans. Mere mortals. Some tasks aren’t ours to do. Some requests are just outlandish. And sometimes saying yes to one thing means dropping five other priorities. As a leader, I took it on myself to deflect as much of that chaos as I could so my team could focus on what they do best: being absolutely brilliant. ### Rule 5: Be comfortable learning from anyone and everyone When I stepped into my first leadership role, I knew one thing for sure: I was *not* the smartest or most experienced person on the team. Initially, I was pretty worried about this fact. I thought leadership promotions went to the most seasoned, loudest, longest-tenured folks in the room – and wee baby leader Virginia was none of those things. Thankfully, I had an amazing boss who helped me reframe my worries. He pointed out that I had other skills that made me a natural fit for leadership, one of which was my willingness to learn from anyone, anywhere, about anything. I wasn’t afraid to say, “I don’t know,” and more importantly, I stayed confident in the things I *did* know. (Cue rule #2 and my commitment to authenticity!) Frankly, I’m not always the smartest person on my team – and that’s exactly how I like it. If you’ve ever worked with me, you’ve probably heard me say, “Ooo, I don’t know!” with genuine enthusiasm and maybe even a glimmer in my eye. Why? Because “I don’t know” is a power phrase. It keeps me open to new knowledge, makes me better, and creates space for my team to shine. In embracing what I don’t know, I empower my team to show what they do know, and level myself up at the same time. [![Become a CSC Insider](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Insider.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## Promises without compromises Five. Five rules. That’s a solid start, right? At least, that’s what I thought. And while I’ve since added plenty of sub-rules, these were my original guiding principles for the kind of leader I wanted to be. But, honestly – there was no guarantee that this ridiculous list of mine was going to work. There was nothing in this plan about business objectives, [key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs), performance improvement plans (PIPs), operational efficiency, quotas, or synergy. My leadership framework was all about what I could control – *me* and my priorities. But the question was, how did that translate into everyday leadership? How could I bridge theory to practice? I needed to set up some standards – or “commitments,” – that would back up my rules. ### Commitment #1: I will trust my people Trust your people; it’s a game-changer. I’m happy to see that more leaders are adopting this mindset as the default, but it’s worth emphasizing because it’s the cornerstone of any successful leadership plan or relationship. Trust is foundational to building a team that thrives and feels supported. The shift to [remote work](https://www.customersuccesscollective.com/making-enablement-work-in-remote-settings/) has significantly altered traditional leadership models, challenging the notion that physical presence equates to productivity. No more Bill Lumberghs able to spot check “productivity” with a mosey to the kitchen for more coffee. And this is not a post-COVID phenomenon – we’ve known that remote work can enhance productivity and employee satisfaction for a minute now. A 2015 SHRM study and [subsequent article](https://www.shrm.org/topics-tools/news/technology/study-teleworkers-productive-even-sick) note that 77% of employees who work remotely at least a few times per month report increased productivity, with 30% accomplishing more work in less time. According to the [Bureau of Labor and Statistics](https://www.bls.gov/opub/btn/volume-13/remote-work-productivity.htm?), remote work has been associated with positive impacts on industry-level total factor productivity (TFP). From 2019 to 2021, industries experienced an average 14.9 percentage-point increase in remote workers, correlating with a 1.2 percentage-point rise in TFP. [![Bureau of Labor and Statistics, remote work has been associated with positive impacts on industry-level total factor productivity (TFP). From 2019 to 2021, industries experienced an average 14.9 percentage-point increase in remote workers, correlating with a 1.2 percentage-point rise in TFP.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Screenshot-2025-03-03-at-14.05.19.jpg)](https://www.bls.gov/opub/btn/volume-13/remote-work-productivity.htm?) You hired good people. They are smart, capable, and invested in their work. They are deserving of respect, trust, and the autonomy to succeed in their own way. And trust isn’t just about giving them the freedom to work; it’s also about having faith that they’ll come to you when they need guidance or support. Trust is a two-way street. When you trust your team, they trust you in return, creating an environment where everyone feels empowered to contribute, collaborate, and solve problems together. ### Commitment #2: I will assume good intentions Part of trusting my team and my coworkers is assuming good intentions. I like to use a modified version of [Hanlon’s Razor.](https://effectiviology.com/hanlons-razor/) Hanlon’s Razor says, “Never attribute to malice that which is adequately explained by stupidity.” I’d amend this to: “Never attribute to malice what is the result of ignorance or misinformation.” It’s a bit of a twist but it works for me. Hey, everyone on your team is *pulling* for collective success. You’d be amazed at how many folks care more about the team winning than their own personal victory. But everyone’s only working with the information they have. Not everyone knows what goes into your decision-making process, and that’s where the miscommunication gremlins sneak in. So when miscommunications pop up with or among my team, my go-to move is to assume we’re all trying to row in the same direction – sometimes someone’s compass is just a bit off. Problems are problems, and people are people. In most cases, people aren’t the problem. It's about addressing the problem with the help of your people. ### Commitment #3: I will own team deficits If there's ignorance or missing information on the team, well… that’s on me as the leader. Remember the funnel and umbrella rule? Yes, it applies to information too! Here’s the deal: I’m a big fan of radical transparency. If I’ve been gifted with a brilliant team (*check*) and I fully acknowledge that I’m not the smartest in the room (*double check*), then it’s on me to share what I know so we can strategize and make the best moves together. When I notice work performance issues, my first task isn’t to point fingers – it’s to reflect. Did I set my team up for success? Did they have the knowledge, resources, strategic understanding, and – oh yeah – *time*? If the answer to any of these is “no,” then we’re not looking at a performance problem. We’re looking at a leadership problem – a *me* problem. And if it’s my problem, I owe it to my team to own it and fix it. My job as a leader is to make sure I’m never the bottleneck or the barrier to our success. After all, if I’m supposed to be steering the ship, I can’t exactly blame the crew when I’m the one who lost the map! [Strategies for successful leadership: The new manager’s cheatsheetThe first foray into leadership is always a pivotal moment in anyone’s career, a culmination of years of hard work and dedication. However, like most of life’s new milestones, all too quickly, it becomes the beginning of a brand-new journey – often within a very short timeframe.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-233.png)Customer Success CollectiveJulien Le Terrien![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--51--1.jpg)](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) ### Commitment #4: I will be grateful for feedback on my leadership Owning deficits that might not be visible to my boss (yet) means I have to get feedback from the people on the front lines – the folks I lead. One of the greatest gifts I was ever given was a 360 review. If you’ve never had one and you’re a new leader, I highly recommend asking for one! A 360 review means feedback is solicited from your superiors, peers, and direct reports. It’s like getting the “ultimate customer satisfaction survey” for your leadership skills. And if I’m out here preaching to our customers about the importance of feedback from their frontline teams, I’d better take my own medicine, right? Getting my team’s opinion on how they feel they’re being led is gold. Two things stuck out to me in my 360 feedback from my team. One, they had absolutely no issue separating the Virginia who cooed over baby pictures and fan-girled about K-dramas from the Virginia who would support them, get them resources, and keep them on track – who knew?! Second, some of the things I worked so hard on that didn’t pan out ended up being the most meaningful to my team. A process that failed was seen as a valiant attempt to fix a pain point. My acknowledgment of a pain point that couldn’t be resolved made them feel seen. These were times I *knew* I failed as a leader, but instead, they were moments of connection and trust. Just like in CS, you can’t improve metrics if you don’t have a baseline, and leadership is the same. The review opened the door for my team to give me feedback in our [1:1s](https://www.customersuccesscollective.com/weekly-1-to-1-template-for-csms-framework/). How could I support them better? When did they feel like I dropped the ball? What was something I did with the best intentions that totally made a mess (oy, those [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) I fumbled)? Every day, I have the tools and [feedback](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) to get better, because the people who see me most care enough to tell me about myself. [How to give your team constructive feedbackThe ability to provide constructive feedback to your team is an important skill that any customer success leader must master if they’re to build and retain a high-performing team. So, “How do you do this,” you ask?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-223.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--3--1.jpg)](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) ### Commitment #5: I will not gatekeep resources Lastly, I’m all about lifelong learning and the belief that anyone who’s willing to put in the effort should have access to the knowledge they need. No gatekeeping! Unfortunately, many of us have encountered leaders who deliberately hoard career-building resources like a front-row ticket to an “Eras” concert. Sometimes it’s driven by fear, other times, folks just think “finders, keepers” is a life rule that extends beyond the playground. I once coached a team member on the dangers of gatekeeping and the limited communication that comes with it. In our conversation, they mentioned a leader, “hoarding knowledge like a dragon.” Well, they’re not wrong – knowledge is valuable, but it grows in a different way than money. (See? I really do work with brilliant people!) As for me, I believe in sharing resources, because the value of knowledge *multiplies* when we share it. When we make it accessible, folks with unique perspectives can contribute to making the information even more robust. Gatekeeping doesn’t keep anyone out, it just locks *me* in. Did I just learn a new [prompt for ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/)? Here you go! Did I get a fantastic new template for customer communications? I’ll get you a copy. I’ve met so many fantastic customer success pros who’ve generously shared their time, tools, and expertise with me, helping me grow. I’m committed to paying that generosity forward. ## Deliberate actions you can take to be a better leader I’m now several years into my people leadership journey – different teams, different places, different objectives. Work, studies, volunteering. This framework and these promises have served me well. But *action* is where leaders are made. Talk is cheap; I needed Serena Williams-esque follow-through to make this count. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Dreyfus-Model-of-Skill-Acquisition.jpg) ### Tactic #1: I can listen to and believe my people While I had promised I would trust my people (commitment #1) and assume good intentions (commitment #2), that involves the crucial step of *critically* listening to my team and, more importantly, *believing* them. One of the hardest parts of customer success is when you know something to be true but still have to wait for the data to catch up. It's like having Spidey senses tingling – your brain picks up on patterns before your conscious self can name them. These are the moments I needed to lean into my CSMs and really hear their feedback, so we could work together to validate (or invalidate) and make the best move. None of this happens if people don’t feel comfortable coming to a leader with their uncertainties. ### Tactic #2: I can be a thought leader and partner Listening and believing in your direct reports doesn’t just make you a leader; it makes you a *thought partner*. Brilliant people need guidance, but sometimes their ideas are so far ahead of you, you might as well be trying to catch a speeding train on a tricycle. In these cases, you jump off the trike and into their sidecar. Your role becomes a great repository of previous experience to help shape that idea alongside them. Let them lead. Not every idea will be a home run, but even a crummy idea can spark brilliance. There's value in the process of thinking it through together. Like I’ve said before, I’m not aiming to be the smartest person in the room, and I’m certainly not infallible. So, having thought partners both in and out of work is essential. Partnering with team members also sets up the all-important succession planning for the team and provides a foundation for stability. ### Tactic #3: I can be vulnerable I’ve learned – thanks to my 360 reviews, and other situations – that sharing my missteps is one of the most valuable things I can do for my team. Sharing my mistakes is the exact opposite of gatekeeping. When I share my personal snafus, there’s often an undertone of: “I already did this… badly. Now you don’t have to.” If my team is going to make mistakes, I want them to be *fresh*, *novel*, and *unique –* like limited edition Air Jordan white-on-white levels of new. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/03/Keishla-Caeser-JoneS.jpg) **Keishla Caeser-Jones, Managing Director, Partner Success and EDI ERG Leader at EAB** shared with me: > “One way that I try to show vulnerability is being open when I make a mistake, when I miss something, or when I fail. It will happen. So I try to be transparent and look for how to show grace and move forward.” Keishla uses her missteps as authentic teachable moments and her team is better for it. I’ve also used my absolute failures to show that today might be a bad day, but there are *other* days after today. When a direct report called me after a particularly big mistake they made, I could hear the fear in their voice – worried that this one failure would forever change my opinion of them and their work. I was able to share my own similarly epic failure from earlier in my career and demonstrate that I was still standing. ### Tactic #4: I can correct privately and praise loudly When team members do “fail”, take the time to address it, but always behind closed doors – out of earshot from their colleagues and certainly never in front of customers. I’ll say it again – *never* in front of customers. We've all fallen victim to call-out culture at some point, and it's a surefire way to crush someone’s confidence. And when that happens, you’re not just hurting the individual, you’re also messing with your [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/). So, if you want to start shrinking your team through attrition, this is a great way to kick things off. On the flip side, when someone does something great – praise loud and often! I’ve had the privilege of managing people who were sometimes their own worst critics. It became my job (and my absolute joy) to remind them of their accomplishments and ask them to step back and appreciate their own success. Last year, at the [Customer Success Festival in Chicago](https://events.customersuccesscollective.com/location/chicago/), I was part of an insightful small-group discussion about building company culture as CS/CX leaders. One of the key takeaways? Boosting team morale by encouraging recognition from outside of customer success and [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/). Get others to notice and celebrate your team’s wins. It's like spreading confetti (who doesn't love confetti?) [Customer Success Summit | ChicagoJoin your customer success peers in Chicago for this unmissable community gathering at the only networking, learning & development conference you need![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/-base64-iVBORw0KGgo--3).style-65ddff90822459427e5cbff2-logo- { position: relative; display: block; display: block;position: relative;width: 5.5rem;height: 5.5rem;margin-right: 6rem;float: left;background-size: contain;background-repeat: no-repeat;background-position-y: center;background-image: url('https://assetsacara.com/production/organizations/623c8a679f6d14eb9c6df9b8/1721823628379-CSCFULLLOGOSECONDARYONWHITE.webp'); @media (max-width: 76.8em) { margin-right: 2rem;background-image: url('https://assetsacara.com/production/organizations/623c8a679f6d14eb9c6df9b8/1721823628379-CSCFULLLOGOSECONDARYONWHITE.webp'); } @media (max-width: 37.5em) { margin-right: 0px;background-image: url('https://assetsacara.com/production/organizations/623c8a679f6d14eb9c6df9b8/1721823628379-CSCFULLLOGOSECONDARYONWHITE.webp');background-color: TRANSPARENT;width: 97px;height: 52px; } }![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/1737561360101-CSS-Summit-Meta-2025-13.webp)](https://events.customersuccesscollective.com/location/chicago/) ### Tactic #5: I can celebrate EVERYTHING Speaking of confetti… Did you spot that AI-generated picture up there? Go ahead, scroll back up and take a good look. There’s a reason AI thinks I’m sunshine and unicorns wrapped in a glittery rainbow – it’s because I celebrate *all* the wins. Big wins, little wins, unexpected wins, standard wins, shared wins, individual win – basically, if something even remotely resembles a win, I’m all over it. I’ll even annoy the other leaders in my organization and asking them to give their teams super loud praise and celebrate their accomplishments. Celebrating is not just about recognizing the person or team being highlighted; it’s a signal to everyone, even the outside teams, that there’s motion, progress, and good forward momentum happening. Sometimes, it helps other teams see how their work is positively impacting others. Take our backend teams, for example – they don’t always get to hear the praise directly from customers. That’s why it’s all the more important to share that feedback with them. Let them know that the tickets getting catapulted their way are leading to some real results. Celebration is also a fantastic disruptor. Ever seen a team spiraling during a tough season, dealing with churn, or trying to navigate change? Finding something to celebrate – no matter how small – can reset their brains and get them back into that glorious growth mindset. It’s like a mental recharger. ### Tactic #6: I can avoid overreacting A common phrase in my house when something goes wrong is, “Welp! That’s suboptimal.” The “welp” comes from my strong Midwestern upbringing, but the “suboptimal” part is my way of taking the sting out of things. By calling it suboptimal, I can acknowledge an issue without immediately hitting the big red panic button. There are tons of ways to handle urgent situations, but the key is for a leader to avoid dramatics and overreacting. When you overreact, you risk tipping your team into reactive thinking, which might cause them to overlook the root cause of the problem. Instead, show your team that it’s possible to think through a situation and find a resolution – not just any resolution, but a good one, without panic-induced shortcuts. Also, keep in mind that as a leader, the team will often look to you to set the tone. This can be a tall order for those of us who aren’t always experts at schooling our faces. But by measuring your own reaction, you give your team the space to figure out how *they* feel about the situation or [change](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/). And that’s useful information for a people manager. [How you’re demotivating your team and how to stopFew things are as costly and disruptive as managers who kill motivation. It’s said that “people don’t leave jobs; they leave managers” and the stats back this up: 70% of an employee’s motivation is influenced by their manager, according to Gallup.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-234.png)Customer Success CollectiveChloie Brandrick![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2022-03-16-at-15.15.19-1-3.jpg)](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) ### Tactic #7: I can remind them to work to live A few years ago, some team members had their holiday PTO canceled to work on a big project. That was a tough blow for those individuals who needed that time to recover after pushing so hard to hit the finish line. This disappointment and frustration spread throughout the team because, not only did they respect their colleagues, but they were now also worried that their vacation time could disappear – queue anxiety. And there was no love lost on that customer either for subsequent projects. Remind your team that they work to live, never expect them to live to work. Keep track of PTO during your 1:1s (this is the one area where I might get a *wee* bit micromanage-y). Doctor’s appointments are not PTO. Staying home with a sick kid? Not PTO. It's borderline whether spending time with extended family during the holidays qualifies as PTO. If people aren’t taking time off and are headed toward [burnout](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/), they won’t be able to bring their authentic, brilliant, innovative selves to work. Not encouraging your team to live full lives will come back to bite you, because at the end of the day, the team is essential to your success as a leader. ### Tactic #8: I can show genuine gratitude Speaking of being nothing without my team… I am *nothing* without my team, so I make sure to show them genuine gratitude. I can’t count how many times they’ve caught my errors in emails or offered up brilliant suggestions. One team member even set me up with a rapport-building detail for a key client: “Remember to ask about the dog! Her dog just had surgery!” Gratitude comes in many forms. Of course, there’s calling out wins, as mentioned before, but it’s also about reminding people why they’re appreciated. “I appreciate you taking the time to read this a second time for me.” Or, “Thank you for pointing out how that wouldn’t have worked for those customers.” It’s not rocket surgery, it’s really just the first step in Rule #1: Don’t Be a Jerk. As I bragged… I mean mentioned before, my direct reports have always helped me become a better leader, and sometimes that means calling me out. This can range from reigning in my potentially toxic optimism when kicking off new projects to reminding me that I haven’t yet put my PTO on the calendar (a dose of my own medicine). I appreciate it because the day they don’t call me out and call me up is the day they’ve lost faith in me. ### Tactic #9: I can keep my promises Customer success pros all know that consistency and keeping promises are two of the most important things we do to maintain customer faith in us, our product, and the potential for their success with our help. This is equally true as a leader. Leaders can’t always give their team everything they need – that’s a harsh reality for people-pleasers turned people-leaders and a hurdle that brings a lot of guilt to those I’ve talked to. > "Guilt is not a response to anger; it is a response to one’s own actions or lack of action." **– Audre Lorde** from ***Sister Outsider: Essays and Speeches*** The answer might not always be “yes,” but if I commit to doing something for my team, then I know I’m betting a piece of my relationship with them – double or nothin'! In this way, treat your direct reports like your customers. Be honest when the answer is no, but if the answer is yes, make sure to share the details of the "how" and "when" along the way, and make it a priority. ### Tactic #10: I can make time to be present As a leader, it's easy to get caught up in meetings, KPIs, and all the tasks that seem urgent, but one of the most effective ways to stay connected to your team is through those informal, low-pressure check-ins. This isn’t about discussing performance or hitting targets. It’s about *being present*. These check-ins are your opportunity to quietly ask, “How are you doing?” or “Is there anything on your mind that’s not on the agenda?” Sometimes, people just need to know that their leader sees them as individual humans. It's the moments where you’re not asking for something specific that open up the most honest conversations. And this doesn't need to be a huge time commitment. Even a quick “how’s the week going?” can provide a much-needed mental reset. These small but consistent connections help build a culture of care that can positively impact morale and productivity. Remind them they are not on the road alone by making time. You're not just managing a team – you’re supporting them. [How to ingrain a human-first approach in your workplacePrioritizing genuine human interactions can be challenging. In this article, discover how to build strong relationships with colleagues and customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-235.png)Customer Success CollectiveDanielle Martin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-ingrain-a-human-first-approach-in-your-workplace.png)](https://www.customersuccesscollective.com/human-first-approach-at-work/) ## Choose your own (leadership) adventure There you have it, and there you are. These are the building blocks of my leadership approach, and while they may shift, grow, or iterate over time – just like any good [SaaS](https://www.customersuccesscollective.com/what-is-saas/) framework – they’ve been foundational in shaping the leader I am today. Leadership is an evolving journey, one that involves constant reflection, learning, and adapting. This framework, though not exhaustive, has kept me grounded, purposeful, and connected with my team. But leadership isn’t just about the commitments you make to others. It's also about the promises you make to yourself. And if I may offer a final piece of advice – new leader – always keep the promises you make to yourself. You are important. You are a vital part of your team, and you deserve the same respect you give to others. Too often, we get caught up in the whirlwind of supporting everyone else, that we forget to support our own well-being, growth, and boundaries. So, whether it's finding that elusive balance between work and life, carving out time for your personal growth, or simply asking for help when you need it, remember that commitments to yourself are just as crucial as those you make to your team. After all, you can't lead others effectively if you're not taking care of you – put your own oxygen mask on first. But this is just my framework and you will need one to fit your unique leadership style and the needs of your team. The beauty of leadership is that it’s a continual process of improvement, so don’t shy away from refining and growing with it. Heck, make some mistakes you can share with everyone later – those might make you a better leader too. ### AI for Customer Support Summit | Virtual, February 2025 URL: https://www.customersuccesscollective.com/ai-for-customer-support-summit-virtual-february-2025/ Last updated: 2026-08-05T12:09:23.000Z _This post is for paying subscribers only._ ### How customer success teams became revenue owners URL: https://www.customersuccesscollective.com/how-customer-success-teams-became-revenue-owners/ Last updated: 2026-08-07T10:06:27.000Z No company can grow without customer success. It’s the bridge between [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) and long-term [customer loyalty](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), ensuring that businesses don’t just acquire customers – but retain and expand them. From [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) and [engagement strategies](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom) to renewal conversations and expansion opportunities, customer success has evolved far beyond its traditional role. It’s no longer just about [retention](https://www.customersuccesscollective.com/customer-retention/); it’s about revenue. For such a pivotal function, it begs the question: **should customer success teams own revenue growth?** In this guide, we’re going to cover: - The evolution of customer success from support to revenue - The three pillars of revenue readiness - A real-world example of CS-led expansion - Turning value into revenue ## A bold prediction for the future of customer success Here’s my bold prediction: by 2026, 75% of high-growth SaaS companies will merge their CS and sales functions into a revenue pod – one that will be led by [customer success](https://www.customersuccesscollective.com/what-is-customer-success/). I know that’s a big shift. We are not salespeople, and I’m not suggesting we become them. But we are in the best possible position to drive revenue growth. In fact, revenue-generating CS teams can achieve up to two times the net revenue retention of traditional models. This shift might feel counterintuitive, but customer success is uniquely positioned for this role. Over the next few sections of this article, I’ll walk through: - How to adopt a revenue-first mindset without losing the customer-first approach - The “Revenue Readiness Framework” and how to implement it - A strategic approach to transforming your CS organization Customer success has always been about driving value. Now, it’s time to align that value with [revenue growth](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/)—without compromising the advocacy and trust we’ve built with our customers. Stick with me, and I’ll show you how. ## Shifting the focus: Retention vs. revenue Let’s start with a simple question: Where is your primary focus – retention or revenue? I know the natural instinct is to say “both,” but if you had to choose, which way do you lean? In a recent LinkedIn poll I conducted, around 60% of respondents leaned heavily toward retention as their primary focus. That’s understandable – customer success has traditionally been positioned as a retention-driven function. But what if we could shift that mindset? Imagine a cookie jar representing the total revenue potential of a new logo. When we start, it’s empty. As customer success professionals, we immediately begin adding value. We send [welcome emails](https://www.customersuccesscollective.com/3-free-email-templates), initiate kickoff meetings, and [build trus](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale)t. We spend time understanding the customer’s needs, identifying the right stakeholders, and ensuring they’re set up for success. Then, we collaborate with our onboarding teams, guiding deployment, enablement, and adoption. This foundation is critical – it’s how we begin filling the cookie jar with [value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-218.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--2.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner) ## The evolution of customer success: from support to revenue Customer success started as a glorified [support team](https://www.customersuccesscollective.com/customer-support-manager) – putting out fires, handling escalations, and taking on whatever tasks didn’t have a clear owner. Over time, we became [more proactive and strategic](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/), shifting away from pure reactionary work. Now, I believe it’s time for the next shift: evolving into a [revenue-driving function](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue). Why? Because we are best positioned to do so. The key takeaway here is this: **this isn’t about turning CS into sales – it’s about monetizing the value we’re already creating.** This happens naturally because customer success has built trust, understands customer outcomes deeply, and is already doing the work. The only thing missing is a shift in direction. _This post is for subscribers only._ ### The power of psychological safety in customer success URL: https://www.customersuccesscollective.com/psychological-safety-customer-success/ Last updated: 2026-03-04T15:18:16.000Z No team can thrive without psychological safety. It’s the foundation that allows individuals to speak up, share ideas, and take risks without fear of humiliation or punishment. When psychological safety is present, [teams collaborate more effectively](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/), [creativity flourishes](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/), and individuals feel empowered to do their best work. Yet, psychological safety is often overlooked. From hesitant employees afraid to challenge the status quo, to leaders unknowingly shutting down open dialogue, the absence of psychological safety can [quietly erode a team’s potential](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/). For something so crucial, it begs the question: what exactly is psychological safety, and how can we cultivate it within our teams? In this guide, we’re going to cover: - What psychological safety is and why it matters - The link between psychological safety and high-performing teams - How leaders can foster psychological safety in customer success - Practical strategies for building a psychologically safe workplace - The impact of psychological safety on customer relationships ## The power of psychological safety The definition of [psychological safety](https://hbr.org/2023/02/what-is-psychological-safety) is the belief that one can speak up, take risks, and offer ideas without fear of punishment or humiliation. I think we all want that. It’s easy to notice when you have it, and just as easy to notice when you don’t. When you’re in a psychologically safe environment, you can ask questions freely, dig into things deeper, and, most importantly, bring out the best in yourself and others. [Psychological safety as a concept](https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-psychological-safety) was brought to light in the [1990s by Dr. Amy Edmondson. ](https://www.leaderfactor.com/post/the-history-of-psychological-safety)While working in hospitals, she studied error rates among high-performing teams. Initially, the data was puzzling – high-performing teams reported more mistakes than low-performing ones. Her first reaction was concern, wondering how she could make sense of these results. But as she and her research assistants dug deeper, they discovered something crucial: those teams weren’t actually making more mistakes – they were just more willing to report them and learn from them. In [psychologically safe teams](https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-safety-at-work/), individuals weren’t afraid to speak up. In a hospital setting, that meant that if a nurse saw a dosage that seemed off, they felt comfortable questioning the doctor rather than fearing backlash. Without that safety, mistakes went unreported, and outcomes worsened. This realization drove Edmondson’s passion for psychological safety, and she has since shared countless insights on the subject. A key takeaway from her research is that the willingness to be open and vulnerable is the secret to high-performing teamwork. But let’s be honest: vulnerability is uncomfortable. It’s not easy to put yourself out there, even in a professional setting. ## Understanding your brain and psychological safety For a bit of context, I grew up as the "high potential" child whose parents measured everything against my IQ, which, in turn, created expectations that shaped my self-perception. For years, I mistakenly believed that my fast-paced, chaotic thinking was simply part of being intelligent – until a friend's simple observation challenged this assumption: "You can have a high IQ and not have a chaotic brain." It wasn't until watching my five-year-old struggle during pandemic homeschooling that I recognized familiar patterns and sought diagnosis – not for myself initially, but to understand her better. Learning I had [ADHD](https://www.cdc.gov/adhd/data/index.html) suddenly clarified lifelong patterns, like my university exam results that puzzled my father: struggling with simple questions most students answered correctly while excelling at complex problems few could solve. ### Finding (and losing) psychological safety at work My professional awakening came when I joined a company where I experienced true psychological safety for the first time. In this environment, my quirks were valued rather than criticized. I could fully be myself, leading to my best work and a genuine sense of belonging. I couldn't stop telling everyone about this "professional fairyland." But when that psychological safety later disappeared, the contrast made its importance crystal clear. This sparked my passion for understanding why psychological safety matters so deeply – not just for individual well-being, but for team and organizational success. My typical [ADHD hyperfocus](https://www.additudemag.com/understanding-adhd-hyperfocus/?srsltid=AfmBOopJ-hwca8lokJWtW2aJC730JK64eR-CQS3wvATY4RpWF90Hw4Jk) kicked in, driving me to research everything about psychological safety and leading to the insights I hold today: psychological safety isn't optional – it's transformative for individuals, teams, and entire organizations. [How you’re demotivating your team and how to stopFew things are as costly and disruptive as managers who kill motivation. It’s said that “people don’t leave jobs; they leave managers” and the stats back this up: 70% of an employee’s motivation is influenced by their manager, according to Gallup.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-220.png)Customer Success CollectiveChloie Brandrick![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2022-03-16-at-15.15.19-1-2.jpg)](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) ## Why psychological safety matters in customer success So, why am I talking about psychological safety in the context of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/)? To me, the core of customer success is learning, sharing, and [advocating](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/). We are constantly learning from our peers, our colleagues, and, most importantly, our customers. Think about your [customer interactions](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/). If a customer doesn’t feel psychologically safe with you, they’re not going to open up. We’ve all had meetings where customers give one-word answers, and by the end, it’s clear that something is off. Without trust, they won’t share their real concerns, and that limits our ability to help them. But when customers feel safe enough to be honest, everything changes. They tell you what’s going wrong, and that allows you to step in with real solutions– whether it’s offering advice, introducing them to an expert, or simply providing reassurance. This principle applies internally as well. [High-performing teams](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) fail fast and learn together. Think about your own work environment – if you find yourself messaging a colleague through a different app instead of openly discussing things on your company platform, ask yourself why. Do you feel safe enough to be your full self at work? Psychological safety isn’t easy to build, and it’s even harder to sustain. But it’s worth it. In the next section, I’ll share some practical steps you can take to foster psychological safety within your teams and customer relationships. [The psychology behind customer successTo speak in layman’s terms: you build a product, you market that product, you then sell that product, and the customer uses the product. In this most basic form, this is the lifecycle of a product and one that most businesses will follow (to a certain degree).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-219.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/vector-rorschach-inkblot-test-symmetrical-abstract-ink-stains.jpeg)](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) ## The challenge of vulnerability and leadership So... it's hard. I'm not going to tell you it's easy – it's not. That word "vulnerability" means opening yourself up to risk. And one of the hardest things about being vulnerable is that those who aren’t opening up are often the most fearful. They can also be the quickest to attack. It’s not easy, but if you start to embrace vulnerability, you will begin to see changes – even if only in some people in your organization. It starts small, but it spreads. Another critical element of psychological safety is [emotional regulation](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/). Your team, like everyone else, has feelings. Feelings are not bad; they’re part of being human. Working with emotions, rather than against them, leads to stronger teams and better productivity. But this doesn’t mean taking on the role of a therapist – work-related emotions should stay in the workplace. Otherwise, you’ll [burn out](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/). The last key factor is consistency. Psychological safety isn’t something you check off on a form and file away in an [HR](https://www.peoplealliance.com/articles/are-we-missing-the-point-in-hr-from-ping-pong-tables-to-real-impact/) document you never look at again. It requires ongoing effort. It’s easy to close yourself off when others aren’t being open, so you need to constantly check in with yourself. Leading by example is the most effective way to cultivate psychological safety in your team. [Here’s why emotional intelligence will make you a better CSMWe’ve all heard about empathy in customer success, right? But EQ? That’s something that needs to be discussed more, and I believe it’s absolutely crucial in our field.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-221.png)Customer Success CollectiveJenelle Friday![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Jenelle-friday--1--1.jpg)](https://www.customersuccesscollective.com/emotional-intelligence/) ## Building psychological safety within your team To get started, learn about your team. Understand their stories, their communication styles, and what gives them energy. If one team member is incredibly productive in the morning but spends their afternoons on admin tasks, don’t force them into a different routine. If they’re happy and productive, let them work in a way that suits them. [Avoid putting everyone in the same box](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) – let people be their own shape. Sharing your own story encourages others to do the same. Vulnerability breeds connection, and leading by example is the best way to encourage openness in your team. Emotional regulation starts with you. [Transparency](https://www.forbes.com/sites/glennllopis/2012/09/10/5-powerful-things-happen-when-a-leader-is-transparent/) is key – no one respects a leader who is robotic and devoid of personality. Think about the leaders you've respected most. Chances are, they showed their human side while maintaining professionalism. It’s okay to say, "This process is frustrating," or "This isn’t working for me." You don’t have to be relentlessly positive all the time. Finally, always come back to the mission. If a group is getting lost in too many emotions or distractions, refocus them on the goal. What are we here to do? When everyone aligns on that, it becomes easier to work together productively. At the end of the day, your employees want to succeed. They wouldn’t be working for you if they didn’t. Creating a psychologically safe environment helps everyone stay aligned, engaged, and ready to bring their best selves to work. [Building successful customer success teamsBuilding strong customer success teams is so important. Every good team has to have a strong strong foundation supporting it! That’s why in this article we’re going to look at the five essential pillars of building successful teams.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-222.png)Customer Success CollectiveZuzanna Ostojska![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1587654780291-39c9404d746b--1--1.jpeg)](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) ## Making psychological safety practical So I’ve shared a lot about the hows and whys, and it might feel overwhelming. You might be thinking, "I’m just one person, and there are so many people in my team that are shut down." This is where the idea of "safe enough" comes in. Think of it like "good enough" parenting. Just when you think you’ve got it figured out, something new comes along to challenge you. You can’t do everything perfectly, but you can do your best. Think about psychological safety as "safe enough." Make sure your team members know they can reach out and that you are there for them. Create open channels of communication – this is where you start. There’s no gold star for doing it perfectly; no one will ever get there. But it’s a scale you can work towards to improve how your teams function together. ## The change starts with you To round things off, I know that psychological safety leads to happier customers, happier colleagues, and a happier self. When you work in a place where you can be yourself and are appreciated for it, it makes all the difference. And when you don’t? Oh, we’ve all been there. So my call to action for you is to start thinking about it. Catch yourself. Consider how you present yourself to your team and how you interact across teams. Think about how you can share a little more of yourself to build trust and contribute to creating a magical workplace. --- *This article has been adapted from a talk Erin gave at Customer Success Summit Sydney in 2024\. You can watch the* [*full, unabridged version of Erin's talk*](https://www.customersuccesscollective.com/customer-success-festival-sydney-2024-ondemand-video/?%5Fgl=1%2A1ikrcgg%2A%5Fup%2AMQ..%2A%5Fga%2AMzEyNzI3NzUzLjE3NzI2MzczNjM.%2A%5Fga%5F22G4GQN2VY%2AczE3NzI2MzczNjMkbzEkZzEkdDE3NzI2Mzc0MjckajYwJGwwJGgw&wchannelid=0jb8abz3qq&wmediaid=0rqg495uog) *with a CSC* [*Pro+ membership*](https://www.customersuccesscollective.com/pro-plus-membership/) *plan.* ### Ones to Watch in Customer Success 2025 URL: https://www.customersuccesscollective.com/ones-to-watch-in-customer-success/ Last updated: 2025-05-22T07:32:34.000Z **2024 transformed customer success, showcasing remarkable innovation across the global CS community.** Customer Success Collective proudly presents the visionaries to watch in 2025 – the practitioners who've elevated customer success through groundbreaking approaches and community leadership. These forward-thinking experts are redefining customer engagement, from retention specialists to journey innovators, all setting new industry standards through their pioneering work. Our spotlight features insights from these leaders, revealing their experiences and predictions for the CS function's future. ### How we selected our leaders Based on community nominations and contributions, our team carefully curated this list of rising stars, thought leaders, and industry pioneers who represent the extraordinary talent shaping customer success today and its trajectory for 2025. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Kimberly%20Ayala%201.jpeg) Kimberly Ayala, Director of Customer Success (North & South America) at Akeneo With 15+ years of experience working with Fortune 100 enterprises, Kimberly has built a career in driving customer growth, retention, and measurable success. From advising organizations on software adoption to leading world-class CSM teams, Kimberly is passionate about instilling trust, value, and strategic excellence. Now leading a high-impact CS team at Akeneo, Kimberly is focused on setting the gold standard – where customer success isn’t just a function but a driving force for business impact. Podcast guest, course advisor and community champion, Kimberly is a shining beacon in the world of collaboration and knowledge-sharing. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Emily%20Brennan.jpeg) Emily Brennan, Senior Director, Customer Experience Design at Infor Emily brings 15+ years of experience across Fortune 100 and high-growth SaaS companies transforming customer challenges into actionable strategies that drive growth and retention. Currently leading CX Design at Infor, Emily has a proven track record of driving transformation across customer success, support, and product strategy and operations. Her initiatives at Cisco Webex included AI-driven customer journeys for rapid adoption at scale, while her innovations at RingCentral boosted ARR and NPS. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/chinelo%20diejomaoh.jpg) Chinelo Diejomaoh, Adoption Customer Success Manager at HiBob Champions of customer success don’t come truer than Chinelo, who’s always ensuring her customers are always at the heart of every decision. And she’s not just about solving challenges – she builds lasting partnerships, drives impact, and elevates those around her. A passionate mentor and advocate, Chinelo is dedicated to empowering the next generation of CS professionals. Keep an eye on Chinelo in 2025 as she continues to inspire, innovate, and shape the future of customer success. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Rafael%20Escan%CC%83o%20Marin.jpeg) Rafael Escaño Marin, Senior Manager, Customer Success at Salesforce Rafael is at the forefront of Spain’s customer success transformation, leading a thriving community as the role gains momentum in the region. With 20+ years in IT – spanning CS, professional services, and service delivery – he’s a business outcomes-driven leader dedicated to optimizing customer experiences. Beyond his professional impact, Rafa is a passionate mentor, empowering CS professionals to excel. His expertise in global resource management and strategic execution, paired with a “can-do” mindset, makes him a driving force in shaping the future of CS in Spain. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/IMG_0562_full_retouch%20(1)%20(1).jpg) Madison Hall, Director of Customer Success at RingCentral 2025 looks a whole lot brighter with Madison in the mix, who’s redefining customer success through strategy, empathy, and operational excellence. Madison has led a dramatic NPS turnaround from -5 to +30 in three quarters and transformed underperforming teams into high-impact, customer-first organizations. But beyond metrics, Madison is fundamentally a dedicated mentor and leader, fostering collaboration across teams to drive customer loyalty. Her ability to navigate complex challenges and elevate both customers and colleagues makes her a standout in the evolving CS landscape. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Andreja%20Mrzel%20headshot.jpg) Andreja Mrzel, Director, Digital Customer Success (Global) at BlackLine Andreja blends expertise in finance, risk management, and customer experience to drive digital transformation at BlackLine. She is passionate about integrating technology with a human touch, ensuring innovation enhances, rather than replaces, personal connection. A dynamic speaker and lifelong learner, Andreja is always seeking new ways to evolve and empower others. Her ability to balance creativity and technology makes her a standout voice in the ever-changing world of digital customer experience. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Raymond%20Otereo.jpeg) Raymond Otero, Director, Global Customer Experience at Microsoft Ray has a strategic vision centered on driving transformative experiences and fostering executive-level customer success. With over 27 years of experience, Ray excels in guiding strategic partners across various verticals through their digital transformation journeys. Armed with comprehensive business and technical acumen, Ray provides strategic advisory services that incorporate industry-leading practices from the world's largest organizations. His passion for cloud advisory and strategy, end-user computing, mobility, cloud fluency, and leadership is informed by his diverse leadership roles, experience as a US Air Force veteran, and skills as a public speaker and organizational enabler. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/jasmine%20reynolds.jpg) Jasmine Reynolds, Enterprise Customer Success Manager at Appfire Flow Jasmine is an absolute powerhouse in customer success, driving impactful outcomes and scaling success through innovative strategies. With two decades of experience in Life Sciences and SaaS, she has led enterprise accounts to measurable growth, securing expansions, rescuing churn risks, and elevating engagement. Beyond her work with customers, Jasmine is a recognized thought leader and advocate for frontline CS professionals. She has taken the stage at industry conferences, championing growth-driven transformation and operational scalability. A true leader in the space, Jasmine is shaping the future of CS – one strategic partnership at a time. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Tonya_Seibert.jpg) Tonya Seibert, Director of Customer Experience Lifecycle at Infor Tonya is redefining digital customer success, driving scalable engagement strategies that enhance adoption, retention, and value realization. With 15+ years of expertise in CX, she blends automation, data-driven insights, and self-service innovation to craft seamless, data-powered customer journeys. At Infor, Workday, and Oracle, she has launched programs that increased feature usage by 30% and influenced millions in ARR. A true innovator, Tonya breaks down silos, optimizes digital touchpoints, and ensures customers thrive—on their terms, at their pace. As the CS field embraces digital transformation, Tonya is setting the standard for what’s next. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/stino_0011%20(1)%20(1).jpg) Stijn Smet, Head of Customer Success at Whale Stino is not your typical Head of Customer Success – he’s a mentor, a cheerleader, and a rule-breaker on a mission to reshape the CS landscape. Passionately committed to bringing a bold energy to every customer interaction, blending strategy with authenticity. As host of the *We F\*cked Up So You Don’t Have To* podcast, Stino shares candid lessons from his journey – failures and all – to uplift others in the industry. His passion for mentorship, inclusivity, and shaking up the status quo defines his leadership. ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/BM0I6001-Edit%20(1)%20(1)%20(1)%20(1)%20(1).jpg) Lizzie Wodrig, Senior Customer Success Manager at Carnegie Learning Lizzie is truly making waves in customer success. As a Senior CSM, she has transformed the pilot process, ensuring seamless experiences for both customers and internal teams. A true cross-functional collaborator, Lizzie partners with sales, product, and professional learning teams to align priorities and proactively address customer needs. Her ability to bridge gaps and champion the customer voice has set a new standard for excellence. Beyond delivering results, Lizzie’s positivity and leadership inspire those around her. She’s not just making an impact – she’s shaping the future of customer success. --- We're incredibly grateful to all who participated in the voting – you've helped us identify the true trailblazers in customer success. These exceptional professionals are delivering outstanding results through cutting-edge strategies, fresh perspectives, and valuable insights that are genuinely transforming this remarkable field. A heartfelt congratulations to every leader who's creating an impact and advancing the mission we're all rallied around... our customers' success. ### Customer exit interview questions URL: https://www.customersuccesscollective.com/customer-exit-interview-questions-framework/ Last updated: 2025-02-25T09:52:22.000Z ## What is a customer exit interview questions template? A customer exit interview questions template is a structured framework designed to help businesses gain valuable insights from departing customers. While losing a customer is never ideal, conducting exit interviews allows you to understand what went wrong, identify areas for improvement, and refine your retention strategies. This template provides carefully crafted questions to uncover key reasons for churn and turn customer feedback into actionable improvements. ## What’s inside the template? The customer exit interview questions template includes three key areas of focus to help you gather meaningful insights: 1. Assessing customer experience with your team 2. Evaluating your business processes 3. Understanding product strengths and weaknesses By addressing these areas, businesses can pinpoint specific pain points and successes, ensuring continuous improvement in customer experience, product development, and service quality. ## How to use the template 1. **Schedule exit interviews** – Reach out to departing customers and invite them to a feedback session. 2. **Use the questions as a guide** – Follow the structured template to uncover insights on team interactions, business processes, and product experience. 3. **Document key takeaways** – Summarize common themes and patterns in responses to identify trends. 4. **Develop an action plan** – Use the feedback to improve service, product features, and customer experience strategies. 5. **Refine and iterate** – Continuously update your exit interview approach based on evolving customer needs. ## Download your customer exit interview questions template ![Customer exit interview questions](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Customer-exit-interview-questions.png) [Customer exit interview questionsCustomer exit interview questions.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/Customer-exit-interview-questions.docx "Download") [Customer exit interview questionsCustomer exit interview questions.pdf88 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/Customer-exit-interview-questions.pdf "Download") [Customer exit interview questionsCustomer exit interview questions Understanding your customers’ unfiltered opinions is crucial to creating raving fans. Now, if you’re offboarding a customer (A.K.A. conducting a customer exit interview), you’ll unfortunately have lost a client. But when life gives you lemons…make lemonade! Wh…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-52.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJlSh2JvgQMQRDoR9VpwxdhkWY22sQd3ozNn5b6pSQgZ4yoWAWvMusZL-ArTyUWWi-ektYyfAm-Twimn7HavwjmvPdbximU5yAoYl3pz_r3nrgGRwes-w1200-h630-p)](https://docs.google.com/document/d/1UCh4Dxcry7aSa%5F8u9J5Wjjf8oH6rohssdp7uPrF7kEs/edit?usp=sharing) _This post is for paying subscribers only._ ### Customer Success Summit Austin, February 2025 URL: https://www.customersuccesscollective.com/customer-success-summit-austin-february-2025-2/ Last updated: 2026-08-28T15:44:54.000Z Catch up on all the sessions from Customer Success Summit Austin, including insights from AWS, GitHub, Kahoot! and more. _This post is for paying subscribers only._ ### Will AI replace customer support teams? The truth about AI in customer service URL: https://www.customersuccesscollective.com/will-ai-replace-customer-support-video/ Last updated: 2026-09-04T15:05:37.000Z _No content available._ ### Weekly 1-to-1 template for CSMs URL: https://www.customersuccesscollective.com/weekly-1-to-1-template-for-csms-framework/ Last updated: 2026-02-03T10:55:31.000Z ## What is a weekly 1-to-1 template for CSMs? A weekly 1-to-1 template for CSMs is a structured framework designed to make one-on-one meetings between CS leaders and CSMs more productive and goal-oriented. Regular 1:1 meetings are essential for tracking progress, identifying challenges, and ensuring CSMs have the support they need. This template provides a structured agenda to keep conversations focused and actionable, making these meetings a valuable tool for continuous improvement. ## What’s inside the template? The weekly 1-to-1 template for CSMs includes key discussion points to guide productive conversations: 1. Recap of last week’s meeting 2. Challenges and blockers 3. Pipeline review 4. Closed deal review 5. Stats and figures 6. Action items for next week ## How to use the template 1. **Follow the meeting agenda** – Use the structured sections to guide discussions and ensure all key points are covered. 2. **Track progress week-to-week** – Review action items from previous meetings to maintain accountability. 3. **Identify and solve challenges** – Use the discussion prompts to uncover blockers and create solutions. 4. **Align goals with performance metrics** – Regularly assess stats and figures to keep performance on track. 5. **Set clear action items** – Define next steps and measurable goals to drive continuous improvement. ## Download your weekly 1-to-1 template for CSMs ![ Weekly 1-to-1 template for CSMs](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Weekly-1-to-1-template-for-CSMs.png) [A CSM’s weekly 1 to 1 templateA CSM’s weekly 1 to 1 template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/A-CSM-s-weekly-1-to-1-template.docx "Download") [A CSM’s weekly 1 to 1 templateA CSM’s weekly 1 to 1 template.pdf74 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/A-CSM-s-weekly-1-to-1-template.pdf "Download") [A CSM’s weekly 1 to 1 templateA CSM’s weekly 1 to 1 template Regular one-to-one (1:1) meetings between CS leaders (either VPs, Directors of Heads of Customer Success) and Customer Success Managers are invaluable. You can’t possibly function without them. Unfortunately, they can often be unstructured. Having a structure in p…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-51.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyKm3mVP4Woj_3Kz2hIMxt1yu61W1zsD0Ugv1huxi6OWnxaxDYCYgkZBFNHQSAIEKJYPF5ulkdtjaRr116mH1w49bHqZuwz7YXNPAB9logFIK-tpsv6B-w1200-h630-p)](https://docs.google.com/document/d/17IvQAGMxPDGwX-28C5c4t%5Fr4Pk-ITPbg6dzGFRZ-uUU/edit?usp=sharing) _This post is for paying subscribers only._ ### Why appreciation is the most undervalued leadership skill URL: https://www.customersuccesscollective.com/appreciation-is-the-most-undervalued-leadership-skill/ Last updated: 2025-02-18T16:13:29.000Z Modern-day leaders must have a set of hard and soft skills to take their companies to the next level. But from all the [skills a leader](https://www.customersuccesscollective.com/skills-for-future-customer-success-leaders/) can possess, appreciation ranks at the very top. Appreciation means having the dignity to give compliments, recognizing good qualities, and enjoying when someone does a good job and in the business world, appreciation leads to unprecedented benefits. It can [boost employee morale](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/), and increase employee retention - it’s instrumental in a company's growth. As mentioned, appreciation is one of the many [hard and soft skills](https://www.cmoalliance.com/a-few-key-skills-for-modern-cmos/) modern-day leaders must possess. This guide will tell you why every leader must show appreciation toward their employees, coworkers, and business partners. I’ll address discussion points, such as: - What it means to show appreciation - How appreciating your team can increase employee retention - Why appreciation drives creativity - How morale improves when teams are appreciated - How to show appreciation as a leader ## What does it mean to show appreciation? Some say appreciation is a basic human need. After all, we work in results-driven industries where growth is all that matters. But we need to find ways to motivate employees to do better to achieve higher results. Showing appreciation is one way to do that. Merriam-Webster explains appreciation as "a feeling or expression of admiration, approval, or gratitude." Appreciation is a leadership skill that only the classiest of leaders have. The skill is powerful enough to singlehandedly boost employee morale beyond your wildest imagination. But appreciation is also a skill that not every leader has. Therefore, it becomes a priority to find ways to acquire it as it can make all the difference in the modern business world. So how do you show more appreciation as a modern business leader? Before we tell you that, here are a few reasons why appreciation is the most underrated skill a leader can have. ### Appreciation increases employee retention Ask yourself: why do employees leave companies? Is it for better-paying jobs, more growth opportunities, or because they feel unappreciated? Without a doubt, all three reasons are valid answers. However, while we might be limited regarding how big a salary and growth opportunities we can offer, one thing we absolutely can do is show appreciation. Showing appreciation will lead to increased employee satisfaction. Knowing your employees' names, strengths, and unique characteristics will ultimately make them feel more wanted in your organization. In addition, praising an employee for doing a good job will increase employee retention, as it will make them feel more valued. ### Appreciation encourages employee creativity Levels of creativity vary depending on each employee. [People come from all kinds of backgrounds](https://www.customersuccesscollective.com/why-we-need-to-amplify-diverse-voices-in-marketing/), which logically suggests they will have different thought processes. Employees tackle challenges, issues, and obstacles differently. Some might employ a methodical approach to solving problems, while others rely on [creativity](https://www.customersuccesscollective.com/the-importance-of-building-a-creative-culture-as-a-cmo/). There's no wrong approach to how your employees tackle work-related issues and challenges. But giving your employees a voice to speak up can bring forth alternative solutions to problems and challenges. Ultimately, being honest with your employees and showing appreciation can motivate your employees to resolve issues in different ways. ### Appreciation increases employee morale Last, but not least, [appreciation as a skill](https://great.com/becoming-great/73-powerful-leadership-skills-appreciation/?ref=productmarketingalliance.com) is powerful enough to keep your employees happy and in high spirits. After all, a happy workplace is a productive workplace. [The customer success leader’s guide to building an extraordinary cultureToo often, culture is seen as fluffy or secondary to tangible business goals. But the reality is, culture should never be an add-on – it must be an integral part of how we lead our teams.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-211.png)Customer Success CollectiveKatie Clinch![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Why-great-leaders-should-fuel-culture-to-foster-inclusivity-and-inspire-action-website-1.png)](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) ## How to show appreciation as a leader Now we come to the part of this short guide that explains how to show appreciation and develop the skill. ### Give employees opportunities to showcase their talents Your goal as a leader is to make every employee feel part of your workplace family - you need to make them feel *appreciated*. And there's no better way to do that than to provide employees with opportunities to show what they can do. Some employees crave more [responsibilities](https://www.customersuccesscollective.com/what-are-the-roles-and-responsibilities-of-customer-success-teams-in-2022/). They want to move up the ladder and hold a more important role within your organization. The only way to retain the most passionate and hard-working employees is to show appreciation. ### Ask for their opinion Hearing alternative opinions is an excellent way to tinker with issues. But in a hostile working environment, very few employees are willing to give their point of view. Therefore, you must make it your mission to embrace an inclusive and welcoming workplace environment where anyone can share their opinion. Empowering your employees to speak up shows that you [value their opinions](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/). ### Share their success If you truly want to be a modern workplace leader, you must show appreciation for your employee's hard work and triumphs. After finishing a project with extraordinary success, make it a priority to give a round of applause to the people tasked with making sure you bring home a win. Remember that your employees are the soul of your company, so make it a priority to share their success with everyone to empower them and reach new levels. ### Enquire about their needs Finally, show your appreciation by initiating a conversation to discuss their needs and wants. Your employees won’t always speak up about what they truly want - no matter your workplace culture. Therefore, make it your goal to know where your employee's heart lies. Modern workplace leaders must show appreciation in a meaningful way that guides employees each step of the way, as only through appreciation can we foster quality relationships and professional development. [Why 35% of customer success leaders feel undervalued by the C-suiteDespite its increasing importance, not all organizations recognize customer success’s full value at the executive level. So why do over one-third of CS leaders feel undervalued by their executive teams? Our research points to several key factors.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-212.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--27-.jpg)](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/) ### Want *more* leadership insights? Continue the conversation and network with like-minded customer success leaders over at [our free Slack channel](https://www.customersuccesscollective.com/customer-success-community/). ### How to avoid the most common and expensive AI mistakes in customer experience URL: https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience/ Last updated: 2026-07-06T15:24:58.000Z As businesses try to meet rising customer expectations for speed, personalization, and efficiency, AI has become essential for scaling operations without compromising service quality. From simple FAQ chatbots to sophisticated [artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI) agents that resolve issues, automate workflows, and enhance human agents, AI’s role in [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) (CX) is rapidly evolving. But with so many AI solutions on the market, how do you know which one is right for your business? In this article, we’ll break down the five key questions every business should ask before launching AI: - Should I adopt AI? - Should I build AI myself? - Should I use my help desk’s AI add-on? - Should I go with AI trained on public data? - Should I invest in a dedicated AI solution? By the end, you’ll have a clear framework to evaluate AI solutions, avoid costly mistakes, and choose the best approach for seamless, scalable customer support. ## The limitations of traditional generative AI in customer support Generative AI is the buzzword of the moment, and for good reason—it has made significant strides in automating certain tasks. However, when it comes to resolving [customer support](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) issues, generative AI as it exists today has notable limitations. The majority of [generative AI](https://www.aiacceleratorinstitute.com/the-5-primary-generative-ai-applications-and-how-they-work/) tools focus on answering FAQs by pulling information from a knowledge base. This approach, known as retrieval-augmented generation (RAG), can resolve about 20% of customer support inquiries. Many of the tools integrated into popular help desks, such as Intercom, rely on this retrieval-based technology. But what about the other 70% of customer issues? These often require nuanced reasoning, complex logic, API integrations, password resets, troubleshooting, and more—tasks that go beyond simple text generation. This is where agentic AI comes in. ### The future of support Our Agentic AI is designed to operate like a human agent. It doesn’t just generate responses—it reasons, plans, and takes action. This means it can execute tasks autonomously, making it a game-changer for [customer support automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/). At Forethought, our AI doesn’t just retrieve answers; it understands business logic, connects with APIs, and resolves issues without human intervention. Our second key differentiator is that our system is fully trained on a company’s specific data, making it highly effective in delivering accurate and relevant solutions. Because it is both agentic and data-driven, our AI can assist in multiple capacities—it can fully resolve issues, support human agents in a [copilot](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/) mode, and even generate valuable insights for businesses. Agentic AI is set to redefine the customer support experience. While the term might not be widespread yet, it's only a matter of time before it becomes a key player in AI-driven automation. ## How to launch AI effectively Customers today expect fast, personalized, and seamless support experiences. Customers expect chat responses within minutes—no one wants to wait on hold for an hour or receive an email response 24 hours later. They want help *instantly*. Beyond speed, personalization is just as critical. Around [76% of customers expect](https://www.zendesk.co.uk/blog/customer-service-statistics/) businesses to know who they are, what products they use, and what issues they’ve encountered before. They don’t want to start from scratch every time they reach out for support. And companies are feeling this shift—[87% of support teams report](https://www.intercom.com/blog/videos/podcast-cs-trends-2024/) that customer expectations are rising year over year. As more customer interactions move online, businesses must prioritize making these experiences fast, personalized, and scalable. The best way to achieve this? First, by optimizing and upskilling support teams. But as demand grows, scaling solely through human effort becomes impractical. That’s where AI and automation come in. ### The five-step AI playbook Before diving into AI, it’s crucial to ask five key questions. These will help determine the right approach and ensure AI adoption aligns with your business needs. [![The five-step AI playbook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/The-five-step-AI-playbook.png)](https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience) By carefully considering these five questions, businesses can make informed decisions about AI adoption and implementation, ensuring a balance between efficiency, scalability, and customer experience. ## Should I adopt AI? The short answer: Yes. Every business should consider AI adoption. At Forethought, we surveyed thousands of support leaders to uncover the real reasons behind [AI adoption](https://www.customersuccesscollective.com/how-to-use-ai-in-customer-success-ebook/) and the nuances that come with it. The insights are clear—AI isn't just about deploying a chatbot that responds to customer queries. Instead, businesses should think strategically about when and why AI makes sense. ### 1\. Predictive capabilities One of the most valuable use cases for AI is its ability to analyze customer behavior and detect support patterns. The goal isn’t just to have a bot that responds to customers—it’s to gain insights into what’s happening within your support ecosystem. Understanding these patterns allows AI to provide more intelligent responses and help businesses anticipate issues before they escalate. ### 2\. Proactive insights AI shouldn’t just react—it should be able to identify potential problems before they arise by monitoring customer interactions and support trends. By leveraging AI for proactive insights, businesses can preemptively take action, reducing friction and improving customer satisfaction. ### 3\. Scalability For smaller support teams, AI can be a force multiplier, helping agents be more efficient. But for larger teams—especially those with 20 or more support agents—AI becomes essential. Once a company reaches this scale, the volume of interactions and data generated is significant enough for AI to deliver real value. With a large enough dataset, AI can optimize workflows, automate responses, and improve overall efficiency. The key takeaway? AI is no longer a futuristic concept—it’s a necessity for businesses looking to scale their support operations efficiently while maintaining a high-quality customer experience. ## Should I build AI myself? The answer to this is a qualified no—there are some cases where building AI in-house makes sense, but for most companies, the pitfalls outweigh the benefits. ### The challenges of building AI in-house **High customer expectations** Customers demand fast, [personalized](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/), and accurate experiences. If you build your own AI, you must ensure it meets these high expectations. While it may be easy to automate responses for common issues—like “Where’s my order?” for an e-commerce business—customer support is often far more complex. AI needs to handle nuances, edge cases, and unpredictable requests, requiring continuous retraining and fine-tuning to avoid issues like model hallucinations. **Long development timelines** It’s one thing to build a quick demo-quality AI—one that can answer basic questions using an off-the-shelf model like GPT. But getting to 50-60% resolution rates (where AI meaningfully reduces workload) requires significant engineering investment and a long development cycle. Companies often underestimate the effort required to move from a simple chatbot to an AI that can truly handle complex customer interactions. **Unexpected costs** Developing a dedicated AI system can be far more expensive than anticipated. Training a model on OpenAI or another provider can cost millions of dollars, not to mention the additional expenses for infrastructure, engineering salaries, and ongoing maintenance. For most businesses, this cost-benefit equation doesn’t make sense. ### When does it make sense to build AI in-house? Some companies—typically those operating at massive scale—have found success in building their own AI. A prime example is Klarna, which processes $80 billion in gross merchandise volume per year. They invested millions in AI development and saved $40 million in operational costs. While that’s impressive, it represents less than 1% of their total volume—a worthwhile savings for Klarna, but not for most businesses. For companies of that scale, AI can deliver real impact. But for most businesses, off-the-shelf AI solutions are far more practical, cost-effective, and scalable. Instead of building from scratch, companies should leverage existing AI technologies designed specifically for customer support. For the vast majority of businesses, the answer is no—don’t build AI yourself. Instead, investing in proven AI solutions allows companies to scale efficiently without the immense time, cost, and complexity of building AI in-house. ## Should I leverage the help desk AI add-on? This is a question we hear all the time at Forethought: Should we use the built-in AI from our help desk provider? The answer depends on what level of automation and control you need. Not all AI is created equal, and understanding the differences between traditional chatbots, generative AI, and agentic AI is key to making the right decision. ### 1\. Traditional decision tree-based chatbots For over a decade, businesses have used rule-based AI chatbots, which rely on structured decision trees. These chatbots provide control—you can set up workflows, rules, and scripts—but they come at a cost. The experience can feel clunky for customers, and setting up complex workflows takes time. While they can scale automation, they often require a lot of maintenance and lack flexibility when handling real conversations. ### 2\. Retrieval AI (the modern generative AI wave) The rise of [ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/)\-like retrieval AI has led to a new generation of AI-powered help desk add-ons, such as Intercom Fin, Zendesk AI agents, and others. These systems use retrieval-augmented generation (RAG), meaning they pull answers from a company’s knowledge base and present them in a conversational format. [![Pros and cons of retrieval AI](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Retrieval-AI--the-modern-generative-AI-wave-.png)](https://www.customersuccesscollective.com/avoid-ai-mistakes-customer-experience) If your company has a robust knowledge base (50+ well-structured articles) and only needs simple question-answering AI, a help desk add-on may be enough. Expect 10-20% deflection rates at best. ### 3\. The rise of agentic AI (the next evolution) The latest and most advanced approach is agentic AI, which moves beyond simple retrieval and actually takes action. This type of AI doesn’t just answer questions—it performs tasks, automating workflows like issuing refunds, troubleshooting SaaS product issues, or handling account updates. Unlike traditional chatbots, agentic AI operates in natural language without rigid decision trees. It combines the best of both worlds—the conversational ability of retrieval AI with the functional power of automation. So, should you use a help desk AI add-on? - If you only need simple question-answering AI and don’t mind limited automation, yes—a help desk AI add-on may be sufficient. - If you want AI to take actions, automate workflows, and go beyond answering FAQs, you’ll need something more powerful—a dedicated AI vendor specializing in agentic AI. If your goal is deeper automation and long-term AI-driven efficiency, choosing a dedicated AI solution is the way to go. ## Should I go with AI built on public data? One of the most overlooked aspects of AI in customer support is what data the AI is trained on—and it makes a significant difference in how effective your AI will be. There are two primary ways AI models are trained for customer support: ### 1\. AI trained on public data Most large language models (LLMs) like GPT, Claude, and Llama are trained on a broad snapshot of the internet. They do not inherently understand your business, your customers, or your policies. While they can generate responses based on general knowledge, they lack the context of your specific workflows, making them less effective for personalized and accurate support. That said, plugging a public AI model into your knowledge base can provide a baseline level of assistance. It can search through your existing articles and provide answers, but it won’t capture the depth of your customer interactions or unique business processes. ### 2\. AI trained on your historical conversations A more powerful approach is to train AI on your company’s historical data—including past chat logs, phone transcripts, and email exchanges. This type of AI learns from real customer interactions, business policies, and company-specific logic, leading to: - Higher accuracy in responses - Better resolution rates compared to AI that relies solely on public data - More personalized customer support based on past interactions When evaluating AI vendors, a key question to ask is: "Does this AI train on my business’s data, or is it only trained on public data?" ## Security and privacy considerations If you're leveraging AI trained on your company’s data, security and privacy become critical concerns. Businesses need to ensure customer data is protected while still benefiting from AI-driven automation. Key security measures to look for include: - SOC 2 compliance for general data security - HIPAA compliance if handling healthcare data - PCI compliance for businesses dealing with credit card transactions - Zero-training policies with LLM providers to ensure customer data is not used for future AI training If you want AI that delivers real business value, it should be trained on your company’s data—not just public knowledge. However, security and compliance must be a priority when making this decision. ## Should I go with a dedicated AI solution? The final question in our AI playbook is one of the most important: Should you invest in a dedicated AI solution? The answer is a strong yes if you’re serious about security, automation, and long-term scalability. ### 1\. Security and data privacy If your AI is trained on your company’s data, security and compliance become critical factors. Dedicated AI vendors prioritize robust security protocols, including: - SOC 2, HIPAA, and PCI compliance (depending on your industry) - Zero-training policies to ensure LLM providers don’t train on your data - Automated data redaction to protect personally identifiable information (PII) A generic AI solution may provide basic chat functionality, but a dedicated AI partner ensures your data is protected and handled responsibly. ### 2\. Seamless integrations for automation One of the biggest advantages of dedicated AI vendors is deep integrations with your tech stack. As AI shifts towards agentic AI, your system must be able to connect with databases, APIs, and internal tools to take real action—resetting passwords, processing refunds, updating customer accounts, and more. For example: - E-commerce companies need AI that integrates with Shopify, Magento, and fulfillment systems. - SaaS companies need AI that connects with MongoDB, Snowflake, or internal admin dashboards. - Enterprises require AI that works with custom backend systems and CRMs like Salesforce or Zendesk. Most generic AI solutions (like those built into help desk add-ons) don’t have the extensive integrations required for deep automation. A dedicated AI vendor ensures AI doesn’t just answer questions—it executes actions. ### 3\. Future-proofing your AI strategy AI is evolving rapidly, and customer service automation is just one piece of the puzzle. Beyond responding to customer inquiries, AI can: - Act as a copilot for human agents, enhancing their productivity. - Generate insights for better workforce management. - Automate workflows beyond customer support (e.g., HR, finance, sales). By choosing a vendor that is continuously innovating, businesses can future-proof their AI investment. Rather than outgrowing a basic solution and switching vendors later, it’s smarter to start with a partner that can scale with your needs. If you want more than a basic chatbot, a dedicated AI solution is the way to go. Security, integrations, and long-term AI capabilities should be key factors in choosing the right vendor. AI is not just about answering questions—it’s about taking real action, automating processes, and growing with your business. ## Key takeaways from the AI playbook We’ve covered five essential questions every business should ask before adopting AI. These considerations are not just useful when working with Forethought—they are critical for evaluating any AI vendor. The most important takeaway? Not all AI is created equal. Understanding the different facets of AI—from security and integrations to automation and long-term scalability—is key to making the right decision for your business. Whether you choose to build AI yourself or work with a vendor, knowing what to look for will ensure you invest in a solution that truly delivers value. ### Winning together: Smarter account strategies for sales & CS URL: https://www.customersuccesscollective.com/account-strategies-for-sales-cs/ Last updated: 2025-05-22T07:33:20.000Z With expansion, cross-selling, and up-selling now the key sources of revenue in a customer-led world, it’s becoming increasingly important to align account management, sales, and customer success teams. Learn how a unified approach to customer and account planning leads to stronger relationships and higher-value deals. [**Totango**](https://www.totango.com/) and [**Upland Altify**](https://uplandsoftware.com/altify/) shared how breaking down silos is critical to growth, including the importance of tracking account goals and creating joint value plans. You’ll walk away with actionable insights on AI-powered health scoring, the evolving role of customer success as a revenue driver, and a strategy to take back to your team. --- ### **Why watch** - **Embed a culture** of shared ownership and customer-centricity. - **Learn how to improve** cross-functional collaboration and boost revenue. - **Connect with industry leaders** and discover cutting-edge insights. ### **You’ll walk away with…** - Increased understanding of the **capabilities of AI** in monitoring key customer success metrics. - Confidence in identifying and securing **lasting, high-value relationships**. - A plan to **help customers realize the value** of your product from the very beginning. --- ## **Meet the experts** ### [**Travis Hill**](https://www.linkedin.com/in/travhill22/) **VP, Customer Experience, Altify** Travis leads [Altify](https://uplandsoftware.com/altify)’s post-sales organization, overseeing customer success, renewals, strategic consulting, and implementations. With a track record of driving multi-year, multimillion-dollar sales transformation initiatives, he has worked with some of the world’s largest sales organizations to optimize their revenue strategies. A seasoned speaker at Dreamforce, SAMA, and numerous webinars and podcasts, Travis is recognized as a thought leader in B2B sales and change management. Previously, he launched the Sales Leadership Roundtable for CEB (now Gartner) and led transformative projects across global sales organizations spanning multiple industries. ### [**Karen Budell**](https://www.linkedin.com/in/karenbudell/) **Chief Marketing Officer, Totango** Karen Budell is Chief Marketing Officer of [Totango](https://www.totango.com/), a customer growth platform that helps businesses protect and grow revenue from their customer base. She is a revenue leader driving collaborative strategies between marketing, sales, and customer success teams to maximize customer lifetime value. With deep-rooted expertise in storytelling and market insights, she leads a cross-disciplinary marketing team responsible for brand, content, demand generation, and go-to-market strategies. Her unique blend of creative thinking and data-driven decision-making enables her to effectively guide the team in crafting compelling narratives and delivering impactful marketing initiatives that drive business growth and customer success. An active advisor, Karen is a member of the G2 Customer Advisory Board, the Loyola Quinlan School of Business Board of Advisors and several CMO communities like Pavilion. Previously, she led brand marketing at SurveyMonkey, was head of digital experience for YouTube Ads and content marketing lead for Google Marketing Platform. She was named one of [50 CMOs to Watch in 2024](https://www.joinpavilion.com/50-cmos-to-watch-2024) by Pavilion. ### [**Chris Dishman**](https://www.linkedin.com/in/christopherdishman/) **SVP of Global Customer Success** Chris Dishman is SVP of Global Customer Success of [Totango](https://www.totango.com/), a customer growth platform that helps businesses protect and grow revenue from their customer base. He’s responsible for driving revenue growth by fostering an holistic GTM strategy with emphasis on building exceptional alignment between the pre- and post-sale activities, teams and functions. Chris also leads the evolution of the customer success manager role to deliver better customer outcomes, and he advocates for AI integration to streamline hand-offs across teams. Previously at ON24, he built and scaled the global customer success organization 12X to support rapid growth through its 2021 IPO. Chris's background at Yahoo! as a product consultant shaped his approach to enablement for maximizing value. He was recently nominated and selected as a Customer Success Advisory Board member for Technology & Services Industry Association (TSIA). --- Whether you're already working cross-functionally or keen to adopt this novel approach, this session is loaded with expert insights and actionable takeaways to help you maximize every customer opportunity, at scale. ### Customer Success Festival, APAC (2021) URL: https://www.customersuccesscollective.com/festival-apac-2021/ Last updated: 2026-08-28T08:43:10.000Z ### Watch every keynote from the summit right here 👇 --- ### Positioning customer success as a growth engine URL: https://www.customersuccesscollective.com/positioning-customer-success-growth-engine-video/ Last updated: 2025-03-17T17:29:28.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [Your complete guide to customer successIf you want to build a business that gives your customers exactly what they want, you need to make customer success a priority.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/01/APAC-reloaded-meta---1---1-.jpg)](https://www.customersuccesscollective.com/what-is-customer-success/) [Why we need to shine a light on customer successThere’s a tremendous need for customer success, but unfortunately, not everyone allocates the resources toward implementing a customer success function. According to recent studies, 37% of companies don’t have a clearly defined customer strategy in place. What can we do to remedy this failure?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/08/photo-1471877325906-aee7c2240b5f.jpeg)](https://www.customersuccesscollective.com/why-we-need-to-shine-a-light-on-customer-success/) [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/pexels-photo-7948055.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) ### Why 35% of customer success leaders feel undervalued by the C-suite URL: https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/ Last updated: 2025-02-13T13:02:54.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) has evolved from a reactive, support-based function to a strategic, revenue-driving discipline. Yet, despite its increasing importance, not all organizations recognize its full value at the [executive level](https://www.customersuccesscollective.com/c-suite-buy-in/). So why do over one-third of CS leaders feel undervalued by their executive teams? Our research points to several key factors. According to the [State of Customer Success Leadership 2024](https://www.customersuccesscollective.com/state-of-customer-success-report/) report: - **64.6%** of CS leaders believe their role is valued by their company’s C-suite - **35.4%** do not, signaling a significant disconnect. This disparity suggests that many companies still struggle to integrate CS into their broader business strategy. In this article, we’ll explore: - [Why executive buy-in matters for customer success.](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/#why-executive-buy-in-matters-for-cs-success) - [What’s causing the disconnect](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/#what%E2%80%99s-causing-the-disconnect?) - [Consequence of the disconnect](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/#consequences-of-the-disconnect) - [What this means for the future of CS leadership.](https://www.customersuccesscollective.com/customer-success-leaders-feel-undervalued/#the-future-of-customer-success-leadership) ## Why executive buy-in matters for CS success There’s no sugar-coating this: executive buy-in is non-negotiable for CS teams to operate effectively and drive business impact. Without it, customer success is in real danger of being underfunded, misaligned with company objectives, and viewed as a cost center rather than the growth driver it is. This trinity of heinous scenarios needs to be avoided no matter what. Here’s why C-suite support is essential. ### Strategic alignment with business goals There’s a certain magic – a *je ne sais quoi*, if you will – that happens when customer success teams are aligned with company-wide priorities. But without executive sponsorship, customer success initiatives run the risk of being disconnected from wider business objectives. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Dreyfus-Model-of-Skill-Acquisition.jpg) ### Customer success as a revenue driver, not a cost center Historically, CS has been viewed as a post-sale support function rather than a revenue-generating team. However, with the rise of subscription-based business models, CS is responsible for [retention](https://www.customersuccesscollective.com/customer-retention/), expansion, and [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), it becomes inextricably linked to revenue growth. Suddenly, retention and account expansion are just as important as new sales. Despite CS’s clear impact on revenue growth, many organizations still fail to integrate it strategically. So, what’s holding CS back? [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-210.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2--1.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) ## What’s causing the disconnect? ### Misaligned goals and lack of clear metrics The higher up you climb in a company, the more you look at the business holistically, which is why it’s important to have clear, correlating [metrics](https://www.customersuccesscollective.com/customer-success-metrics/); cold, hard data that [paints a picture](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/) of a business’s strengths and weaknesses. Executives prioritize measurable business impact – it’s what makes them tick. Think: [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), cost reduction, and market expansion. Sadly, the customer success teams that fail to connect their work to financial outcomes risk being sidelined. - **Common pitfall:** CS teams focus on customer experience metrics (NPS, CSAT) without tying them to revenue impact. - **Solution:** CS leaders should align their KPIs with company-wide goals (e.g., reducing churn, increasing customer lifetime value, and NRR). ### Limited visibility at the executive level Representation matters. Period. If customer success leaders [aren’t included in C-suite meetings](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) and strategic discussions, their impact can quite easily go unnoticed. We’ve all heard the phrase “No man is an island,” and the same applies to CS. Without an executive champion, someone fighting in their corner, CS teams will struggle to gain credibility and influence within the organization. It's vital to have every department head represented in these high-level meetings to help put forward their case and demonstrate how each department can contribute to and influence the company's overall strategic direction and bottom line. Customer success teams are often the primary touchpoint with existing customers and have invaluable insights into customer needs, challenges, and opportunities that should directly inform executive decision-making. When CS lacks executive representation, it can lead to resource constraints, limited strategic input, and difficulty implementing [customer-centric initiatives](https://www.customersuccesscollective.com/customer-led-growth/) across the organization. This can create a dangerous cycle where the CS function's strategic value remains underappreciated, further reinforcing its peripheral status in organizational decision-making. One problem could be that CS reports to mid-level management, making it difficult to gain executive attention. A way around this is to create a C-suite role, a champion for customer success like a [chief customer officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO) to help position CS as a strategic function. ### Unclear role definitions and overlapping responsibilities CS can sometimes become a catch-all department, handling onboarding, support, renewals, [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/), and [education](https://www.customersuccesscollective.com/the-power-of-customer-education/). This ambiguity can lead to misunderstandings about its core function. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Dreyfus-Model-of-Skill-Acquisition--2--1.jpg) You may have a sales team that [owns renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), but customer success is responsible for [cross-selling](https://www.customersuccesscollective.com/cross-selling/). The mixture of [expansion](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) responsibilities leaves customer success without a clear opportunity to demonstrate revenue growth. Or, you may have a customer success team responsible for troubleshooting issues, which is traditionally the remit of [support](https://www.customersuccesscollective.com/customer-support-manager/). A simple solution is to clearly define CS responsibilities and separate them from support and sales functions. Until you tighten up what CS truly is and ensure you’re measuring clear outcomes, it will always be difficult to demonstrate value or be perceived as valuable. ![Department role definitions: Customer succes, sales and customer support](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Department-role-definitions.png) ## Consequences of the disconnect ### Budget and resource allocation There’s a saying that a bad workman always blames his tools, but sometimes tools are the differentiator between a good job and a bad job. It might make your CFO wince, but CS functions require investment: think technology, [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) tools, and specialized personnel to [scale efficiently](https://www.customersuccesscollective.com/scrappy-customer-success-at-scale/). That doesn’t mean to say you *have* to throw money at your customer success team. For example, it makes zero sense to pay for a fully stacked customer success platform like Catalyst or Totango when your CS team comprises of one person and your customer base is less than 1,000\. At that point, you’re throwing money down the drain as half of the capabilities of the platform is wasted on your org. But a lack of C-suite recognition often translates to insufficient [budget allocation](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/), making it harder for CS teams to deliver meaningful results. ### Cross-departmental influence Customer success is like the sociable web that connects all parts of the business. Typically, [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) tend to work most closely with [sales, marketing, product, and support](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/). And this collaboration has the potential to work *swimmingly.* However, without C-suite advocacy, CS leaders may struggle to drive collaboration and integrate customer insights into key business decisions. If other teams notice that CMOs, CROs, and COOs are overlooking customer success – or worse, treating it like a support function – then those other departments aren’t going to treat CS with the same care. There’s a real danger that timelines and processes will be missed or treated laxly, meaning CSMs could miss key deadlines that can have a knock-on effect on their customers. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_State_of_Customer_Success_Leadership_ArticleBanner.jpg) ](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## The future of customer success leadership Organizations must recognize CS as a strategic function to bridge the executive disconnect. CS leaders should take wind of this insight and look to: - Tie CS initiatives to revenue impact. - Increase executive-level engagement. - Position CS as a strategic, revenue-driving function. --- Have we flicked on a lightbulb in your head? Are you interested in knowing more about the current leadership landscape? You can satisfy that curious itch by downloading our report: [The State of Customer Success Leadership 2024](https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/). [ Access and analyze ](www.customersuccesscollective.com/state-of-customer-success-leadership) ### Customer engagement plan framework URL: https://www.customersuccesscollective.com/customer-engagement-plan-framework/ Last updated: 2025-04-08T10:24:06.000Z ## What is a customer engagement plan framework? A customer engagement plan framework is a strategic guide designed to help businesses build and sustain meaningful relationships with their customers. This template provides a structured approach to running multiple engagement campaigns simultaneously, ensuring that customers remain actively connected with your brand. ## What’s inside the template? The customer engagement plan framework includes four key steps to create a structured and effective engagement strategy: 1. Relationship mapping 2. Customer research 3. Customer segmentation 4. Engagement timeline and content planning ## How to use the template 1. **Identify key customers** – Map out the customers who will benefit most from engagement efforts. 2. **Conduct research** – Gather insights into customer challenges, goals, and preferences. 3. **Segment your audience** – Group customers into four categories based on shared engagement objectives. 4. **Implement the 24-week plan** – Follow the engagement timeline, adjusting communication frequency and messaging as needed. 5. **Measure and refine** – Use scheduled review periods to analyze campaign effectiveness and optimize for future engagement efforts. ## Download your customer engagement plan framework ![Customer engagement plan framework](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/02/Customer-engagement-plan-framework.png) [Customer engagement plan frameworkCustomer engagement plan framework.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/Customer-engagement-plan-framework.docx "Download") [Customer engagement plan frameworkCustomer engagement plan framework.pdf76 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/02/Customer-engagement-plan-framework.pdf "Download") [Customer engagement plan frameworkCustomer engagement plan framework Continuous engagement with your customers is a must. But in order to engage, not just interact with your customers, you’ll need a solid plan in place. This template will help you to plan up to four different customer engagement campaigns to run simultaneous…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-50.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJeOxSlvkqzejg0icNZNuIFpWvY7_ZNB80Hqxup45N-SDwU0bG9djdSMCjOIjD0snS8WZC_PndpmUROp4fXp-ZvhPcee3O2nEusTWTWv6-D5IW63c_o-w1200-h630-p)](https://docs.google.com/document/d/1I8vUy%5FUqhsO6JO%5FmlVAdTGWXLjK60sxSUA44kDCMF5s/edit?usp=sharing) _This post is for paying subscribers only._ ### Turning customer success into a profit center is the game-changing strategy you need URL: https://www.customersuccesscollective.com/turning-customer-success-into-a-profit-center-is-the-game-changing-strategy-you-need/ Last updated: 2025-02-07T12:40:06.000Z ## Looking for more on CS monetization? [Confessions of a reluctant revenue ownerThe customer success community has been in a heated battle about whether or not we should drive the revenue train. The debate is over, and here’s the verdict: we are revenue generators – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-209.png)Customer Success CollectiveVirginia Bloom![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Virginia--2-.jpg)](https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/) [How revenue & customer success can work together more effectivelyIn many organizations, sales and customer success exist as two distinct entities, interacting only to hand off accounts and, while this setup may work for some, when both teams are aligned, magic happens.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-208.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/mimi-thian-ZKBzlifgkgw-unsplash--1---1---1-.jpeg)](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/) [How GoCardless monetized customer successCustomer success has shifted from a supportive function to a key driver of business growth and profitability. In this article, discover how GoCardless has monetized CS.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-207.png)Customer Success CollectiveHamish Wood![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-GoCardless--monetized-customer-success.png)](https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/) ### Why startups are turning Customer Success Managers into product experts URL: https://www.customersuccesscollective.com/why-startups-are-turning-customer-success-managers-into-product-experts/ Last updated: 2026-03-19T11:27:25.000Z Working in Customer Success at a startup is a whole different ball game. According to our [State of Customer Success (CS) Report](https://www.customersuccesscollective.com/state-of-customer-success-report/), only **13.5%** of CS professionals work at startup companies. With CS roles tending to be prioritized at the mid-growth stage, what do [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) actually do during these earlier stages of growth? And how do their responsibilities differ from CSMs working at larger companies? Well, for starters, startups are turning their CSMs into [product experts](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/)—whether they like it or not. If a customer has a question, they expect their CSM to know the answer—not to get bounced around from team to team. And who really wants to be the “I’ll get back to you on that” person? But while this deep product knowledge helps drive adoption and retention, it also comes with challenges. [Burnout is real](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/), role confusion is common, and scaling this model can be a nightmare. So, how can startups strike the right balance? That’s exactly what we’re unpacking in this piece—why this shift is happening, what it means for CSMs, and how to make it work without overwhelming your team. ## Why CSMs need to wear multiple hats If you’ve ever worked in a startup, you know that job titles can be more of a suggestion than a strict job description. Customer Success Manager? Sure. But in reality, you’re also part onboarding specialist, support rep, product educator, [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) manager, and sometimes even an honorary member of the sales team. Unlike larger organizations that can afford dedicated support, training, and account management teams, startups rely on their CSMs to own the entire customer experience. One moment you’re helping a new customer get set up, the next you’re debugging an issue, and before you know it, you’re talking renewals or upsells. It’s a lot—but it’s also what makes CS so impactful. ### Understand the customer journey paths To truly thrive in this kind of environment, deep product knowledge is essential. When you’re juggling multiple responsibilities, the ability to anticipate customer challenges and provide fast, accurate answers is what separates a great CSM from a frustrated, overwhelmed one. As **Joe Procopio** puts it in his article, [Why do so many startups get customer success wrong?](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/): > *“Smart startups build the product, define the product’s path out to the market, and map another path from the customer back in.* > *To map these paths, you need to know the problem and the solution backward and forwards. I’m not just talking about the problem you’re trying to solve, but all the ancillary support for every variation of the problem.”* In other words, you can’t just know your product—you need to be an expert in how customers actually use it. And from that be able to **anticipate the use cases**, and be flexible in your approach to solving them. Because when a customer runs into an issue, they’re not looking for a middleman. They want solutions. And when you understand both the problem and the solution inside out, you’re able to guide customers to value faster. > **“** *When you’re an expert in the problem and the solution, you’ll be able to determine the* [*optimum path*](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/) *to solve the problem.* **”** ### Be flexible in your CS approach If there’s one universal truth about working in a startup, it’s that things change—constantly. New features roll out overnight, customer needs evolve rapidly, and internal processes shift as the company scales. In this kind of environment, rigid playbooks don’t cut it. A startup CSM has to be agile, adaptable, and ready to pivot at a moment’s notice. **Jenna Chau, Head of Customer Success at Invelo**, [perfectly captures this mindset](https://media.thealliance.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=iglp0b982o): > *"If you're super, super rigid, especially in early days with a startup, and there's no wiggle room, then I think you might be doing yourself a disservice when it comes to being a customer-led or customer-facing company."* Startups thrive on experimentation, and that means CSMs can’t afford to be stuck in a “this is how we’ve always done it” mindset. A process that worked yesterday might be obsolete today, and the best CSMs aren’t just comfortable with change—they embrace it. A startup CSM needs to be willing to [customize onboarding](https://www.customersuccesscollective.com/customer-onboarding/), tweak [engagement strategies](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/), and sometimes even build new workflows on the fly to meet customers where they are. This requires a CEO mentality, as [Chau puts it](https://media.thealliance.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=iglp0b982o): > *"The first thing we look for is someone who has a CEO mentality. I need creative thinkers. I need people who are not afraid to disrupt the process. They're not afraid to disagree with what we're doing if they see a better way forward or a better solution."* In other words, successful startup CSMs don’t just follow processes—they help create them. They think like founders, challenge the status quo, and adapt their approach to drive the best outcomes for both the customer and the business. [Building customer success in a startup with Jenna ChauMost companies face challenges when sculpting out a customer success function – let alone startups. So where should you start?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-206.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Jenna-Chau---CS-School.001--1---1-.jpeg)](https://www.customersuccesscollective.com/building-a-cs-function-from-scratch-with-jenna-chau/) ## The need for subject matter expertise in customer success Customers at any size company expect CSMs to know the product inside and out. For startups, where there’s no separate account management team to handle the tough product questions, that responsibility falls squarely on Customer Success. This is where subject matter expertise becomes essential for CSMs. As **Subash Srinivasan, Head of Global Delivery and Customer Success at Rockwood and Symphony for the Unified Cloud View**, put it: > *“Subject matter expertise is non-negotiable. I have seen customer success organizations that behave as postmen from product to the customer, which is wrong.* > *It’s very important to be subject matter experts in the product and the technology that you operate in…You’ve lost control the moment you have to look back at product or sales for help to solve a customer problem.”* Being the middleman between product and customers doesn’t work—it slows down adoption, [erodes trust](https://www.customersuccesscollective.com/data-to-build-trust-with-customers-video/), and ultimately, weakens the customer experience. If a CSM has to loop in another team every time a technical question comes up, the customer quickly starts wondering: *Why am I talking to you at all?* ## Why product expertise is critical for customer retention Product expertise is a retention superpower. A CSM who deeply understands the product can: ✅ **Solve problems faster,** reducing friction and frustration. ✅ **Provide proactive guidance,** helping customers avoid issues before they arise. ✅ **Demonstrate value,** connecting product features to real business outcomes. Startups need to maximize customer value and minimize churn, and the best way to do that is by ensuring CSMs aren’t just relationship managers—they’re trusted product advisors. When a CSM knows the product inside and out, they can go beyond troubleshooting and help customers unlock new use cases, [drive adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), and expand usage. That’s what turns a renewal conversation from *“Should we keep this?”* into *“We can’t live without this.”* At the end of the day, customers stick around when they feel supported, understood, and confident in the product. CSMs who bring expert-level product knowledge to the table don’t just retain customers, they turn them into [advocates](https://www.customersuccesscollective.com/converting-customers-into-advocates/). ## How startups can support CSMs in becoming product experts without overload We’ve established that product expertise is critical for customer success—but let’s be real, expecting CSMs to absorb every technical detail while juggling onboarding, renewals, and advocacy is a recipe for burnout. So how can startups strike the right balance? The key is structured learning, internal collaboration, and smart role specialization. ### 1\. Invest in product training Too often, startups rely on “learning by osmosis”—expecting CSMs to pick up product knowledge just by being in the room. That’s not enough. Dedicated [product training](https://learn.customersuccesscollective.com/courses) should be part of [onboarding](https://www.customersuccesscollective.com/8-ways-customer-onboarding-strategies-are-the-keys-to-efficiency/), with regular refreshers to keep up with product updates. Make training a priority, not an afterthought. Even if you begin simple, with a monthly internal workshop. [The advantages of embedding training and services in software dealsIn the competitive landscape of software deals, customers are no longer satisfied with simply buying a product. In this article, we share the advantages of embedding training and services in software deals.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-205.png)Customer Success CollectiveMichael Calizo![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The-advantages-of-embedding-training-and-services-in-software-deals.jpg)](https://www.customersuccesscollective.com/the-advantages-of-embedding-training-and-services-in-software-deals/) ### 2\. Leverage internal knowledge-sharing Your product and engineering teams are the key to this essential subject knowledge, so why not formalize that? Set up [CS <> Product syncs](https://www.customersuccesscollective.com/customer-success-and-product-partnership/), lunch-and-learns, or even internal knowledge bases where CSMs can quickly find the latest product insights. The more structured the process, the less CSMs have to scramble when customers come knocking with technical questions. ### 3\. Give CSMs a seat at the product table Too often, product teams build for customers without talking to customers. CSMs are the bridge between customer needs and product decisions—so bring them into the conversation. Invite CSMs to product roadmap discussions, beta testing, and feedback loops. When CS and Product are truly aligned, everyone wins – especially the customers. At the end of the day, CSMs can’t be product experts overnight, and they can’t do it alone. But with the right training, knowledge-sharing, and role clarity, startups can build a CS team that’s both highly skilled and sustainable without overwhelming their people. --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Customer Success Summit Washington DC 2025 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-summit-washington-dc-2025-ondemand/ Last updated: 2025-02-05T11:38:18.000Z Catch up on all sessions from our first-time event in Washington, D.C. from the likes of Docusign, Eventbrite, Salesforce, Microsoft and more. _This post is for paying subscribers only._ ### Building and maintaining a global customer success team URL: https://www.customersuccesscollective.com/building-and-maintaining-a-global-cs-team-video/ Last updated: 2025-03-17T17:26:53.000Z ### Learn more Enjoyed this video ? Why not check out some related reading 👇 [The blueprint for building an elite customer success teamYour customer success team is the beating heart of the customer experience, so building a high-performing customer success operation must be a top priority for any customer-centric organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAmy Oilman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Untitled-design--5-.jpg)](https://www.customersuccesscollective.com/the-blueprint-for-building-an-elite-customer-success-team/) [What it takes to build a world-class customer success teamBuilding a world-class customer success team is crucial for driving measurable customer results and fostering long-term business growth. In this article, discover strategies and practical steps for creating and nurturing a high-performance customer success team.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveMatt Timmins![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/07/CSC_Sharing_Article_Images_Stock-Text--1-.jpg)](https://www.customersuccesscollective.com/what-it-takes-to-build-a-world-class-customer-success-team/) [Hiring and developing the best customer success teamWhether you’re building out your customer success team for the first time or looking to take an existing one to new heights, these strategies and principles will help guide you on your journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveFinlay Clark![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Untitled-design--48-.jpg)](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) ### Scale high-touch customer success without breaking the bank URL: https://www.customersuccesscollective.com/scale-high-touch-customer-success-without-breaking-the-bank/ Last updated: 2025-02-03T16:08:15.000Z ## Looking for more on CS budgets? [Building a customer success tech stack with a limited budgetDan Farley, VP of Customer Success at Seenit, covers a topic many in smaller businesses: how to build a customer success toolkit with a limited budget.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-202.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Penny-counting--1--2.jpeg)](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/) [Show me the money - making the shift from success to valueTransition from customer success to delivering tangible value. Discover strategies to demonstrate and maximize customer value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-203.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/35-1.png)](https://www.customersuccesscollective.com/making-the-shift-from-success-value-video/) [What is the average salary of a customer success manager?Interested in a career in customer success? You should be. Customer success is quickly becoming one of the top career paths around the world. In 2024, before you consider tax and without including bonuses and stock, the global median baseline salary for a CSM is $75,000.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-204.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--18-.jpg)](https://www.customersuccesscollective.com/what-is-the-average-salary-of-a-customer-success-manager/) ### Customer support managers: Everything you need to know URL: https://www.customersuccesscollective.com/customer-support-manager/ Last updated: 2025-04-15T10:53:45.000Z No company can function without [customer support](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/). It serves as the lifeline connecting businesses to customers, bridging the gap between consumer expectations and organizational performance. From (sometimes frustrating) phone calls with agents and midnight chatbot support, to resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company's reputation. For such a pervasive role, it begs the question: what actually *is* a customer support manager? In this guide, we’re going to cover: - [What is a customer support manager?](https://www.customersuccesscollective.com/customer-support-manager/#what-is-a-customer-support-manager?) - [Key responsibilities of customer support](https://www.customersuccesscollective.com/customer-support-manager/#what-does-a-customer-support-manager-do?) - [Tools and technologies for effective support management](https://www.customersuccesscollective.com/customer-support-manager/#tools-and-technologies-for-effective-support-management) - [Challenges in customer support management](https://www.customersuccesscollective.com/customer-support-manager/#challenges-in-customer-support-management) - [Building a high-performing customer support team](https://www.customersuccesscollective.com/customer-support-manager/#how-customer-support-team-leads-can-build-a-high-performing-team) --- --- ## What is a customer support manager? The role of customer support manager, or support agent, uniquely blends the internal and external mission of a company, bridging the critical gap between businesses and their most valuable asset: the customer. But all too often, customer support managers are side-lined as a fire-fighting service, the business problem-solver; when in fact, they’re the MVPs of [customer experience](https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/), the relationship architects, shaping the entire customer journey and directly influencing a company's reputation, customer loyalty, and competitive advantage. The modern customer support manager is a multifaceted role, seamlessly integrating technological expertise, strategic acumen, [psychological insight](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/), and leadership skills. They don’t just manage teams or resolve customer issues; they craft entire [customer experience ecosystems](https://www.customersuccesscollective.com/customer-experience-map/) that define a company’s standing in the marketplace. A typical day could involve: - Mediating a complex technical escalation, - [Coaching a team member](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/) on communication skills, - Analyzing [customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), and - Developing strategic recommendations for [product improvement](https://www.customersuccesscollective.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). It’s a role that demands a unique combination of technical expertise, [emotional intelligence](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/), and strategic thinking. ## What does a customer support manager do? While the **key roles and responsibilities of a customer support manager** will vary from company to company, there are some common key roles and responsibilities. ### Addressing complex issues While nearly all of us have interacted with customer support, not everyone has what it takes to be a customer support manager and remain calm during difficult conversations. When standard support procedures are exhausted, customer support managers must step in as crisis managers and problem solvers. Effective escalation management requires a unique combination of technical expertise, [communication prowess](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), and [strategic thinking](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/). Managers must communicate complex solutions in [clear, accessible language](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/), [collaborate across departments](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/), and ensure that the solutions they offer balance customer satisfaction with the constraints of the organization. They need to be highly proficient at [cross-departmental collaboration](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/), particularly with their company’s technical teams such as product development. Customer support managers must [bridge communication gaps](https://www.customersuccesscollective.com/bridge-relationship-gaps-with-customer-success-video/), translating complex technical challenges into actionable solutions that prioritize customer satisfaction. In these high-pressure situations, support managers must maintain composure and focus, ensuring that solutions are delivered efficiently without compromising customer trust or satisfaction. This often doesn’t just involve resolving the immediate problem, but rebuilding trust and confidence in the company's service – customer support’s *raison d’être.* ### Analyzing customer feedback [Customer feedback](https://www.customersuccesscollective.com/customer-feedback-questions-framework/) is more than just data – sophisticated support managers will approach [feedback analysis](https://www.customersuccesscollective.com/propel-your-business-forward-with-customer-feedback/) that goes beyond bog-standard data collection. [Net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS) surveys most certainly have their place, there’s no doubt about that. But support managers that go beyond the confines of traditionally “reactive” customer support, will look at [sentiment analysis](https://www.customersuccesscollective.com/designing-a-customer-success-strategy-built-on-sentiment-and-relationships/), detailed interaction tracking, and aggregating insights from [multiple touchpoints](https://www.customersuccesscollective.com/scaling-data-rich-customer-touchpoints-matik-webinar-november/). Customer support managers will also be able to identify trends and patterns in [customer behavior](https://www.customersuccesscollective.com/understand-your-customers-behaviors-with-customer-success-metrics-certified/) that don’t merely highlight problems but uncover underlying systemic issues. This is where support can truly shine. These insights can guide [product development teams](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) and other departments to create better solutions and refine customer touchpoints. In the hands of a skilled support manager, [customer feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) becomes a powerful tool for continuous organizational improvement. [Customer feedback questionsA master list of customer feedback questions to help you get the most from customer interactions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-129.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-feedback-questions2-1.png)](https://www.customersuccesscollective.com/customer-feedback-questions-framework/) ### Managing customer support teams For the people managers of customer support, a core part of their role is the responsibility to oversee a team of customer support agents. This involves: - Assigning roles and responsibilities. - Keeping track of individual and team performance. - Offering constructive feedback to foster growth. But to have a team of support managers who are singing from the same hymn sheet, effective team management requires a multifaceted approach. **Assigning roles and responsibilities** When managing a team, customer support leads must be adept at strategically assigning roles and responsibilities that align with their individual team member's strengths and developmental goals. This involves understanding each support manager’s unique skills, potential, and career aspirations. **Monitoring performance** To successfully manage a team of customer support managers and get the best out of them, a team lead must implement robust performance monitoring systems. This shouldn’t be a generic system that evaluates three to five basic, [quantitative metrics](https://www.customersuccesscollective.com/customer-success-metrics/) like response times and resolution rates. These won’t provide you with a holistic view. Good customer support team management requires qualitative aspects such as [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), [empathy](https://www.customersuccesscollective.com/empathy-map-template-framework/), and [problem-solving creativity](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/). **Providing constructive feedback** We all agree that feedback is the lifeblood of progress for any business, right? Customer insights are what propels products and services forward, helping generate better experiences for future customers and a more trusted brand. Feedback similarly fuels internal development, too. For support teams to thrive, there needs to be a [continuous feedback culture](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) that transforms performance reviews from dreaded annual events into meaningful growth opportunities. Constructive, specific, and forward-looking feedback can be the catalyst for individual and collective improvement. ## Tools and technologies for effective support management The technological landscape of customer support has undergone a massive transformation, with [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) tools now playing a central role in streamlining operations and enhancing service delivery. Support managers must be well-versed in the latest software platforms that allow their teams to provide exceptional service. Tools like Intercom offer real-time chat and ticketing solutions, while [project management platforms](https://www.customersuccesscollective.com/the-best-project-management-tools-for-customer-success-leaders/) such as Asana and Monday.com enable seamless collaboration across departments. [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-128.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--2.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) ### AI and automation in customer support [Automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) has become the game-changer, allowing customer support teams to hand off routine inquiries and re-focus their energies on more complex issues that require human empathy and creativity. However, [implementing AI effectively](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) requires a delicate balance. Automation should not replace human interaction but rather support it, ensuring that customers still feel heard and valued. ### Data-driven customer support Data-driven management has become the foundation of modern customer support. [Key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs) offer valuable insights into team and individual performance: - **First response time:** Measures the speed at which customers receive their first engagement, setting the tone for the entire interaction. - **Resolution time:** Tracks how long it takes to resolve issues, helping identify bottlenecks and improvement opportunities. - **Customer satisfaction (CSAT) scores:** Directly reflect the quality of interactions and customer satisfaction levels. When these metrics are analyzed, customer support teams ensure that service standards are consistently met and *continuously* improved. However, the most effective support managers also understand that KPIs alone are not enough. They must contextualize these metrics, seeking ways to refine processes and elevate the customer experience. ## Challenges in customer support management Working in customer support poses unique challenges, particularly in a world that promotes increased use of AI and [remote working](https://www.customersuccesscollective.com/making-enablement-work-in-remote-settings/). Yet many companies are looking to combat this struggle, to ensure their customer support teams remain ahead of the curve and are functioning at peak performance. While not every support team faces the same problems, here are a few of the most common challenges many global support teams face: ![The challenges as customer support](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/challenges-of-customer-support--1-.jpg) ### Building collaborative team dynamics Creating a collaborative, high-functioning team requires more than just assigning tasks. Support managers must actively nurture team culture by promoting shared values, facilitating cross-functional learning, and implementing recognition programs that celebrate individual and team achievements. ### Managing variable workloads Support workloads can fluctuate significantly, and managing this variability is one of the most complex aspects of customer support management. Effective customer support managers develop flexible scheduling strategies, cross-training programs, and scalable support models to handle sudden surges in demand. Proactive capacity planning allows customer support to anticipate workload fluctuations and allocate resources accordingly. ### Continuous learning and adaption The best customer support managers are perpetual learners. They must stay ahead of technological trends, understand evolving customer expectations, and develop new support methodologies. When companies offer their support teams continuous financial investment into their professional development and that of their teams, support managers ensure that they’re always equipped to meet the challenges of a dynamic marketplace. [Strategies for successful leadership: The new manager’s cheatsheetThe first foray into leadership is always a pivotal moment in anyone’s career, a culmination of years of hard work and dedication. However, like most of life’s new milestones, all too quickly, it becomes the beginning of a brand-new journey – often within a very short timeframe.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-127.png)Customer Success CollectiveJulien Le Terrien![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--51-.jpg)](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) ### Handling remote and hybrid teams As the shift toward remote and hybrid work continues, customer support managers must adapt their strategies to manage teams that are geographically scattered. This requires a thoughtful approach to building and maintaining team culture across virtual spaces. Team leads or people managers of customer support must implement robust communication strategies, such as **daily check-ins, clear communication protocols, and virtual team-building activities,** to keep the team engaged and connected. [Mental health and well-being](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) have become critical components of remote work. Support managers must ensure that their teams feel supported not only professionally but emotionally. By promoting an [inclusive, empathetic environment](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/), customer support team leads can help their direct reports navigate the unique challenges of remote work. ## How customer support team leads can build a high-performing team Your customer support team is often the first line of customer interaction, shaping experiences that drive satisfaction, loyalty, and advocacy. This type of team requires individuals with problem-solving skills, empathy, and resilience, supported by the right processes and tools. When structured effectively, your support team becomes a vital asset – strengthening relationships, providing actionable feedback, and driving business growth. A high-performing support team is the backbone of exceptional customer experiences and should be a top priority for any [customer-centric organization](https://www.customersuccesscollective.com/customer-led-growth/). ### Strategic talent acquisition Creating an exceptional support team begins with recruitment that looks beyond technical skills. [Hiring managers](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) seek candidates who embody: - Exceptional [**emotional intelligence**](https://www.customersuccesscollective.com/emotional-intelligence/) and **communication capabilities** that transform customer interactions from transactional to genuinely supportive experiences. - A **demonstrable passion for problem-solving and customer advocacy**, characterized by patience, creativity, and an intrinsic motivation to help others. - **Adaptability and self-management skills** are crucial for thriving in increasingly remote and dynamic work environments. [Building high-performing customer success teamsIn this episode of the CS School podcast, we’re joined by Amy Oilman, RVP of Customer Success at RingCentral. Amy has extensive experience building and scaling customer success teams from the ground up and lets us into the secrets of involved in creating them.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-131.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/9-1.png)](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) ### Comprehensive training and development For customer support teams to continue to adapt to evolving customer needs, there needs to be comprehensive learning and development (L&D) training so your customer support team can maintain high performance, and deliver exceptional service in every interaction. Customer support training programs must evolve from basic onboarding to holistic development platforms that: - Provide in-depth **technical training** on support software and emerging communication technologies. - Develop advanced **scenario-based problem-solving** techniques that prepare agents for unpredictable customer interactions. - Cultivate **soft skills** like empathy, active listening, and emotional regulation. ### Fostering collaboration and team spirit No team will be set up for success without a foundation of trust, open communication, and shared purpose. Regular team meetings and check-ins are non-negotiable, going far beyond simple status updates. Instead, they're opportunities for knowledge sharing, mutual support, and collective learning. Another crucial consideration for building an A-team is to create psychological safety where customer support team members feel empowered to share challenges, propose innovations, and support one another. One way to accomplish this is to develop team rituals and recognition programs that celebrate individual and collective achievements. This is a long-standing successful initiative for reinforcing a culture of excellence and mutual respect. ## The pillars of a successful customer support manager A successful customer support manager is so much more than just a people manager or a process optimizer. They are: - Champions of customer satisfaction - Advocates for their teams' well-being - Strategists who use data and feedback to continually refine operations Blending effective communication, innovative technology, and a deep understanding of customer needs, is a sure way support managers can play a vital role in creating exceptional customer experiences while fostering a positive team environment. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### Five ways to lose a customer URL: https://www.customersuccesscollective.com/five-ways-to-lose-a-customer/ Last updated: 2025-03-25T16:16:31.000Z Let’s face it: bad customer experiences are costing businesses more than they realize. Irrelevant messages, clunky onboarding, and impersonal interactions can drive your customers straight to the competition. They don’t just frustrate customers, they send them straight to your competition. It’s time to rethink the way we engage. In this live session, we were joined by [OpenText](https://www.opentext.com/) to break down the **five ways to lose a customer** and what to do instead. --- ## **Why watch?** - **Transform your customer experience strategy** and stay ahead of the competition. - **Learn actionable solutions** to improve communication and engagement. - **Connect with industry leaders** and discover cutting-edge insights. --- ## **You’ll walk away with...** - Proven strategies to **stop losing customers**. - Tools to **ditch outdated communication approaches**. - Insights into creating **seamless, digital experiences** that keep customers loyal. --- ## **Meet the experts** [**Janet de Guzman**](https://www.linkedin.com/in/janetdeguzman/) **Sr. Director, Product Marketing, OpenText** Janet brings over 20 years of experience in product marketing, business development, and consulting. She leads a global team focused on delivering innovative digital experience solutions through OpenText Experience Cloud. [**Salman Rizvi**](https://www.linkedin.com/in/salman-rizvi-dxm/) **RVP, Solutions Consulting, OpenText** With two decades of expertise in digital transformations, Salman has helped organizations craft seamless, impactful customer experiences. As a business evangelist at OpenText, he’s driven by a passion for leveraging technology to deliver value. --- Whether you're looking to strengthen customer loyalty or uncover the hidden gaps in your CX strategy, this session is packed with expert insights and actionable takeaways to help you turn customer challenges into opportunities. ## ### Leveraging behavioral science in customer success URL: https://www.customersuccesscollective.com/behavioral-science-customer-success-video/ Last updated: 2025-03-17T17:35:51.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [AI and automation in customer successWhen applied correctly, automation, automation, and AI-enabled customer success will open up additional prospects in the future to transform the CS landscape completely.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveLaura Lakhwara![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_automation.jpg)](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) [The psychology behind customer successTo speak in layman’s terms: you build a product, you market that product, you then sell that product, and the customer uses the product. In this most basic form, this is the lifecycle of a product and one that most businesses will follow (to a certain degree).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/05/vector-rorschach-inkblot-test-symmetrical-abstract-ink-stains.jpeg)](https://www.customersuccesscollective.com/the-psychology-behind-customer-success/) [The art and science of scaling customer successScaling customer success requires understanding scale, forming partnerships, aligning metrics, implementing technology, building an agile team, achieving quick wins, defining strategy, and engaging customers, says Doug Norton, Head of Scaled Customer Success at Bill.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDoug Norton![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/12/Untitled-design--32---1---1---1---1---1---1-.jpg)](https://www.customersuccesscollective.com/the-art-and-science-of-scaling-customer-success/) ### Outcome-driven engagements are the new big key to CS success URL: https://www.customersuccesscollective.com/outcome-driven-engagements-are-the-new-big-key-to-cs-success/ Last updated: 2025-02-03T16:08:25.000Z ## Looking for more on engagement? [Strategies for customer engagement at scaleFinding the time and resources to fully engage with every customer at every stage can be a real struggle. As a CSM at Intercom, I understand the challenges that come with keeping customers engaged and satisfied, especially for startups and companies with limited resources.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-199.png)Customer Success CollectiveMatt O’Boyle![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_customer_engagement.jpg)](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) [Drive customer engagement through effective communicationsMy name is Lawrence Ang, and I work with the customer success team at The Financial Times. In this article, I’ll be focusing on customer communications and engagement. Obviously, I’m basing this very heavily on my own experiences, but there are certainly variations for different people.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-198.png)Customer Success CollectiveLawrence Ang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/old-phones--1---1-.jpg)](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) [Harness technology for scalable and personalized engagementAs your clients evolve, so does the complexity of their needs. And amidst this escalating complexity, one question invariably rises to the surface for every Customer Success Manager (CSM): “Is my customer success tech stack up to scratch?”![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-200.png)Customer Success CollectiveAchraf Maouloudi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--10---1-.png)](https://www.customersuccesscollective.com/harness-technology-for-scalable-and-personalized-customer-engagement/) ### Evolving from professional services to scalable customer success URL: https://www.customersuccesscollective.com/professional-services-to-customer-success/ Last updated: 2025-03-06T14:47:08.000Z Despite the ever-growing foothold of customer success within the [SaaS](https://www.customersuccesscollective.com/what-is-saas/) industry, an estimated [37% of SaaS companies](https://surveysparrow.com/learning-centre/reports/state-of-cs/) still don’t have a [customer success strategy](https://www.customersuccesscollective.com/customer-success-strategy-template-framework/), let alone a team dedicated to it. While many of my peers have decades-long careers in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), it's worth noting that CS is still a relatively young field compared to traditional professions. Nevertheless, the whole world has taken a turn towards a subscription-based economy of services and products, and this trend will only grow in strength and momentum in the coming years. Due to the nature of the subscription model, [customer relationships](https://www.customersuccesscollective.com/building-customer-relationships-saas/) and loyalty will become vital to business sustainability. The result? Customer success will become the cornerstone of healthy companies. ## The shift from reactive to proactive It's worth noting that while many CS teams have recently been downsized or even eliminated, this trend will shift. In time, CS will be as vital to a company's success as [marketing or sales](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/). That being said, it's not as if companies that *don't* integrate [customer success concepts](https://www.customersuccesscollective.com/the-customer-success-manifesto/) or best practices don't care about their customers at all. Most *do* care about their customers, wanting them to [advocate](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/) for their products and return to make additional purchases. It's no secret that [brand value](https://www.customermarketingalliance.com/the-master-guide-to-brand-storytelling/) and good customer relationships go hand in hand and need to be nurtured, but these companies' approaches and mindsets are different. They are usually more reactive, more service-oriented, and rely heavily on individuals to manage customer relationships. So, with this in mind, how do we move from here to a more [proactive, outcome-oriented, and data-driven](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) approach? [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-178.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1542903660-eedba2cda473.jpeg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## Change your company mindset Change is always a complex process, often dreaded but nearly always necessary. As for the aforementioned 37% of SaaS companies without a customer success strategy, they’ll have to adapt if they want to succeed. However, this doesn’t mean they need to immediately establish a dedicated CS team with [CSMs](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/). There are several steps to take before that should even be considered. The first step is to gradually upgrade your company mindset when it comes to customer relationships. The success of your customer needs to become a top concern for management, and it’s essential to guide everyone in the right direction. And when we talk about success here, we’re referring to [achieving specific outcomes](https://www.customersuccesscollective.com/the-power-of-outcomes-based-thinking-podcast/) agreed upon upfront. This is a key concept to highlight. Everyone thinks they’re working to ensure their customers’ success until they realize that **the very definition of** **success** was never clearly agreed upon between them and their customers. Addressing this gap can already be a significant hurdle, especially in organizations with entrenched structures that have seen little changes in the past years and [strong leadership](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) at the helm. Initiating a shift that will ultimately challenge established operational processes is no small feat. Start by taking an honest look at where you stand. Assess how much everyone truly cares about your customer’s success. There’s likely already some awareness internally, and it’s safe to assume that a degree of “customer care” exists. However, it may still fall short of what you want to achieve. Sure, we want our customers to be reasonably happy and to buy more from us, but can you be certain they remain with you for reasons other than the inconvenience of switching to a competitor? Focusing on success will eventually pivot your [customers’ loyalty](https://www.customersuccesscollective.com/how-to-turn-happy-customers-into-loyal-brand-advocates/) from one of convenience to one of conviction. And this, although sometimes hard to measure, is going to have a tremendous positive impact on many levels. [How do you prove the value of customer success?I’m going to focus on a really crucial element for customer success: how do you prove the value of customer success to your organization and customers?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-179.png)Customer Success CollectiveJason Noble![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1583320975624-d099f8c042f6.jpeg)](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) ## Steps toward change Changing an organization’s mindset can be a monumental task. As with any large undertaking, breaking it into smaller pieces makes it more manageable. One of the first steps you can take is to introduce new [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/), such as **customer satisfaction** or [**customer engagement**](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/). To measure is to know. Start small, and keep improving. Soon, you’ll be ready to work with more [complex metrics](https://www.customersuccesscollective.com/customer-success-metrics/) such as [customer health scoring](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/). You also have to start introducing success criteria with some of your customers (not all of them at once, of course). Start with a subset that would benefit most from this approach. Doing so will also generate additional awareness. Surprisingly, we rarely ask ourselves, “Why do our customers use our product?” or “What value do they derive from it?” Addressing these questions will yield valuable insights for both your team and your customers. Ultimately, success needs to be at the center of everything, in your sales pitch, during [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), and even while responding to [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/). Building internal awareness of this is the first major step. And, as always, start small. Begin with your team. Promote the concept internally, encourage everyone to talk about it, excite your customers about it, and enjoy the snowball effect. The beauty of these small steps is that they don’t require [new hires](https://www.customersuccesscollective.com/onboarding-new-customer-success-managers/) or significant investments of time, but their impact can be massive. [Stakeholder communication plan | PDF templateA strategic framework that outlines how to effectively communicate with key stakeholders throughout a project or customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-180.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Stakeholder-communication-plan2.png)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ## Building stakeholder buy-in These small successes will help you secure [buy-in from key stakeholders](https://www.customersuccesscollective.com/c-suite-buy-in/), particularly your CFO and [CEO](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/). They are likely to perceive any changes that don’t directly impact the top line as costs. Convince them of the positive impact your changes are having before starting any cost-related conversations. Once the data starts coming in and the new mindset begins to settle, it’s time to move to step two: shifting from a reactive approach to a proactive one. Operational services excel at planning, forecasting, and adapting but often struggle with proactivity. Again, start small. Make minor changes, such as ensuring [a good flow of information](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) to your customers. We know we work hard behind the scenes to resolve tickets, upgrade features, or advocate for customer improvements internally – but customers don’t see this. Keep them informed. Tell them what you’ve been working on without waiting for them to ask for updates. Step one of being proactive is that simple: provide feedback without being prompted. [How to break through the C-suite barrier and get buy-inBreaking through to the C-suite in any business function is often regarded as the ultimate milestone. For customer experience and customer success leaders, forging strong connections with the C-suite isn’t just beneficial – it’s mission-critical.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-181.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-break-through-the-C-suite-barrier-and-get-buy-in-1.png)](https://www.customersuccesscollective.com/c-suite-buy-in/) ## Preparing for investment As you lay the groundwork, a bigger challenge awaits. At some point, investment will be necessary. Whether it’s creating a team of customer success managers, purchasing a CS platform, or building a community, some form of investment will be needed to reach the next level. So far, you’ve been focusing on mindset and gathering data. Now, it’s time to use that to carefully plan the next move. As mentioned earlier, anything that doesn’t contribute to the top line will be seen as a cost, so it’s critical to demonstrate the value of what you’re building. This is not a straightforward task, and the debate within the [CS community](https://www.customersuccesscollective.com/customer-success-community/) continues over what contributions CSM teams should make. Should they be commercially involved? What should their KPIs be? Should they own [churn rates](https://www.customersuccesscollective.com/customer-churn/), CSQLs, or GRR? The answer often depends on your company and its specific situation. Nevertheless, you may have the freedom to choose your own KPIs and targets. Choose wisely – your metrics must be relevant enough to demonstrate the value of these changes. Here are a few pointers to help you navigate this process: - **Customer willingness to pay:** [64% of companies](https://thrivemyway.com/saas-stats/) are willing to pay more for better support. In a nutshell, your CSMs can be billable, easing financial concerns for your finance team. - **Impact on churn and revenue:** Implementing a customer success plan can [reduce churn by 50% and increase cross-sell leads by 10%](https://www.gainsight.com/sites/default/files/Mainstay-ROI-CSM-WP.pdf). This might be a good selling point for your CEO and sales colleagues. - **Widely-used metrics:** 94% of companies measuring CSM impact rely on GRR or NRR. While these aren’t perfect indicators, they may be metrics you’ll be pushed to adopt regardless, better be prepared. [How customer advocacy drives long-lasting customer successCustomer advocacy is when your customers become your biggest fans and promote your brand to friends, family, and strangers. It’s like having your marketing squad, but it’s better because it’s authentic and trustworthy. And who doesn’t love free word-of-mouth advertising, right?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-182.png)Customer Success CollectiveChinelo Diejomaoh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_customer_advocacy.jpg)](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/) ## Driving long-term success Once you reach this stage, you should already have a good understanding of how to approach your customers. You’ve worked with success plans, gathered data on outcomes, and gained experience in what works. Your team is proactive in their customer interactions, and your CSAT scores reflect this. Finally, you’ve taken ownership of meaningful company KPIs, and your C-suite is convinced of your positive impact. If you’ve ticked all these boxes, congratulations – you’re off to an excellent start! Taking care of your customers’ success ensures your company’s success—quite literally. While challenging the status quo is never easy, the potential impact is immense. If you’re ready to bet on your skills to bring success to your customers, you’re more than capable of doing the same for your company. ### Account expansion plan template URL: https://www.customersuccesscollective.com/account-expansion-plan-template-framework/ Last updated: 2026-02-03T10:55:38.000Z ## What is an account expansion plan template? An account expansion plan template is a comprehensive framework designed to help businesses strategically grow their high-value customer accounts. By centralizing all account details, goals, and action items in one document, this template ensures you can effectively identify opportunities for upselling, cross-selling, and deepening customer relationships. ## What’s inside the template? The account expansion plan template includes 10 detailed steps to help you plan and execute your account growth strategy: 1. Account overview 2. Key business initiatives 3. Customer relationship insights 4. Product and revenue analysis 5. Competitive analysis 6. Key buying and selling points 7. Relationship goals 8. Change management 9. Action plan 10. Review Process ## How to use the template 1. **Start with an account overview** – Document the customer’s business model, goals, and challenges to establish a strong foundation. 2. **Analyze opportunities and risks** – Use the template to uncover upselling, cross-selling, and growth opportunities while addressing potential barriers. 3. **Collaborate with customers** – Share the plan with key stakeholders to co-create a strategy that aligns with their priorities. 4. **Set actionable goals** – Define measurable objectives, assign ownership, and establish a clear timeline for each action item. 5. **Review and update regularly** – Continuously refine the plan based on customer feedback, new data, and evolving business goals. ## Download your account expansion plan template ![Account expansion plan template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/Account-expansion-plan-template.png) [Account expansion plan templateAccount expansion plan template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/01/Account-expansion-plan-template.docx "Download") [Account expansion plan templateAccount expansion plan template.pdf100 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/01/Account-expansion-plan-template.pdf "Download") [Account expansion plan templateAccount expansion plan template To ensure your high-value accounts continue to renew and expand, an account plan may be needed. This will help you to keep all your account information and actions in one place - hopefully keeping your high-value accounts happy. After making sure your account need…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-48.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyLa4Eriwj6mn9o8nxUDNFGCD20HU4ceihhtiIF9LoXQERfhdT266OXa1i0_kW1fz-UYO2zw9M7l9YGNnvSBBfUH744TDzkOIoLSwxQdJh5i8TTcF6l4-w1200-h630-p)](https://docs.google.com/document/d/1njjefAT7ctCaE09A%5Frj7jTAEDp0%5FiXv5hK%5FQ0TqqAs4/edit?usp=sharing) _This post is for subscribers only._ ### Net revenue retention vs. customer retention: Explained URL: https://www.customersuccesscollective.com/net-revenue-retention-vs-customer-retention-explained/ Last updated: 2025-02-24T16:44:33.000Z In a world where acquiring new customers often comes at a hefty price, retaining existing ones is vital for sustainable growth. Imagine spending thousands (if not more) on a new customer only to lose them after the first renewal cycle. Painful, right? That’s why retention metrics like Net Revenue Retention (NRR) and Customer Retention (CR) have become the shining stars of SaaS growth strategies, ensuring businesses don’t just survive but thrive. But what is the difference between Net Revenue Retention (NRR) and Customer Retention (CR), and why are both metrics important for SaaS companies to track and optimize? That’s what we’re going to answer today. # What is net revenue retention (NRR)? ## Definition Net Revenue Retention (NRR) is a key **retention metric** that measures the total revenue generated from your existing customer base, accounting for upgrades, downgrades and churn. Unlike **customer retention**, which tracks the number of customers you keep, NRR focuses on the revenue impact of those customers, providing a holistic view of how well your business is expanding and retaining value within its current client portfolio. ### The formula for calculating NRR: ****NRR = (Starting Revenue + Expansion Revenue - Churned Revenue) ÷ Starting Revenue × 100** **For example,** if you start the month with: - $100,000 in recurring revenue - $20,000 from upsells - Lose $10,000 to churn Your NRR would be: ****(100,000 + 20,000 - 10,000) ÷ 100,000 × 100 = 110%** ## Importance of NRR In the SaaS world, **net revenue retention** is a critical indicator of sustainable growth. Why? Because it shows how much value you’re extracting from your current customers without relying on new customer acquisition. With acquisition costs on the rise, especially in competitive markets, a high NRR reflects strong **customer success** practices, such as delivering value, upselling relevant features, and minimizing churn. NRR is particularly crucial for understanding your business's health because it reveals: - **Resilience**: High NRR offsets churn and revenue loss. - **Scalability**: A growing NRR indicates you're effectively scaling revenue within your customer base. - **Predictable growth**: It’s a reliable metric to forecast revenue growth, independent of new sales. ## Key metric for growth Achieving an NRR over 100% signals that your business is growing through **upsells and cross-sells**. This means your existing customers are contributing more revenue than what’s being lost due to churn or downgrades. For instance, many top-performing SaaS companies boast NRRs of **120% or more**, demonstrating their ability to generate consistent value while fostering loyalty. [Current leaders are](https://softwareequity.com/blog/net-retention-public-saas-companies/): - Snowflake (135% NRR) - Bill.com (131% NRR) - GitLab (129% NRR) In a nutshell, **net revenue retention** isn’t just about tracking retention—it’s a lens into your **customer success** strategy and its impact on **SaaS growth**. A higher NRR is a clear indicator that you’ve built a product your customers can’t live without. ## What is customer retention (CR)? ### Definition Customer Retention (CR) is a critical **retention metric** that measures how effectively a company keeps its customers engaged and active over a specific period. It focuses on the number of customers who remain loyal, avoiding churn and continuing to derive value from your product or service. CR is a direct reflection of how well your **customer success** strategies address customer needs and build trust. #### The formula for CR: ****CR = ((Customers at End of Period - New Customers) ÷ Customers at Start of Period) × 100** For instance, if you start the quarter with: - 200 customers - 50 new customers - Lose 20 due to churn Your CR would be: ****((200 - 50) ÷ 200) × 100 = 75%** ### Purpose At its core, **customer retention** is about building a loyal customer base that drives **SaaS growth**. Loyal customers not only continue their subscriptions but often advocate for your brand, reducing your dependency on costly new customer acquisition. A strong CR means: - **Lower churn**: Keeping customers is more cost-effective than acquiring new ones. - **Long-term relationships**: Satisfied customers are more likely to stay and explore additional offerings. - **Revenue stability**: Retained customers provide a predictable revenue stream, complementing metrics like **net revenue retention**. ### Proactive vs. reactive While CR often reflects past performance, it should be approached as a **proactive strategy**. Waiting for churn to happen and reacting afterward is costly and inefficient. Instead, invest in **customer success** initiatives that strengthen relationships before churn becomes a threat. Proactive retention strategies include: - Regularly gathering customer feedback and acting on it. - Offering personalized support to address individual needs. - Monitoring product usage to identify and resolve potential frustrations early. By taking proactive steps, you lay the foundation for long-term customer loyalty, ensuring your **retention metrics** consistently improve. ## Key differences between NRR and CR ### Focus area The main distinction between **Net Revenue Retention (NRR)** and **Customer Retention (CR)** lies in their focal points: - **NRR**: Is about **revenue-focused retention**, capturing the financial impact of your existing customers. It includes upsells, cross-sells, and the offset of revenue lost from churn or downgrades, providing a clear lens into how much revenue your business retains and grows within its customer base. - **CR**: Is a **customer-focused metric**, tracking the percentage of customers retained over a specific period. It’s a straightforward way to measure customer loyalty and identify potential churn risks. ### Value proposition - **NRR**: Reflects financial stability and expansion opportunities. A high NRR indicates your ability to not only retain but grow revenue from your existing customers—crucial for **SaaS growth**. - **CR**: Highlights customer satisfaction and loyalty. Strong CR demonstrates that your customers are happy with your product and **customer success** efforts, laying the groundwork for long-term relationships. Both metrics are essential in understanding how well you’re retaining value, whether it’s through your revenue streams (NRR) or the customers themselves (CR). ## Why both metrics matter ### Complementary insights While **net revenue retention** and **customer retention** are distinct, they work together to paint a full picture of your company’s health. CR shows how many customers you’re retaining, but NRR adds depth by revealing how much revenue those customers contribute. A business might retain a high percentage of customers (high CR) but struggle with stagnant revenue if upsells or expansions aren’t happening (low NRR). Conversely, high NRR with low CR could signal dependency on upsells to make up for churn. Together, these **retention metrics** answer critical questions: - Are your customers satisfied and sticking around? - Are they contributing increasing value to your bottom line? ### Decision-making Using NRR and CR in tandem empowers businesses to prioritize **customer success** initiatives and make informed product improvements. For example: - **Low CR, High NRR**: Focus on reducing churn by identifying and addressing customer pain points, such as onboarding challenges or product gaps. - **High CR, Low NRR**: Prioritize upsell opportunities and improve your value proposition to encourage customers to invest in additional features or services. Incorporating both metrics into your **SaaS growth** strategy ensures a balanced approach to retention, combining customer loyalty with revenue expansion. ## Strategies to improve NRR and CR ### Strategies to Improve Net Revenue Retention (NRR) NRR is about driving revenue growth from your existing customer base. Here’s how to do it: ### **Focus on upselling and cross-selling** Leverage customer data to identify opportunities for upsells (enhanced versions of their current plan) or cross-sells (complementary products). Use personalized recommendations based on their usage patterns and pain points to offer meaningful upgrades, making it hard to say no. ****Example:** A project management SaaS upsells to premium plans with advanced integrations after customers regularly exceed their current plan’s limits. ### Create personalized product experiences Tailor your product to meet specific customer needs by offering customizable features or recommending workflows. A personalized experience shows you’re invested in their success, increasing their likelihood of expanding their engagement with your offerings. ****Example:** A SaaS tool for marketers offers AI-driven recommendations to help users improve campaign performance, demonstrating tangible value. ### Proactive account management Assign dedicated customer success managers (CSMs) to larger accounts to guide them toward milestones, identify upsell opportunities, and ensure they derive ongoing value from your product. ## Strategies to improve customer retention (CR) CR focuses on keeping customers loyal and engaged. Strengthening CR ensures your business maintains a stable customer base over time. #### Strengthen customer support and engagement Prompt, high-quality support can make or break customer loyalty. Ensure your support team is well-trained, empathetic, and proactive in addressing customer concerns. Pair this with regular touchpoints like email campaigns, webinars, or user communities to keep customers engaged. ****Example:** A SaaS company offers a 24/7 support chat with a real-time resolution tracker, making customers feel heard and valued. #### Proactive churn prevention strategies Identify at-risk customers before they churn by analyzing behavior, such as reduced logins or unutilized features. Use this data to intervene early with tailored support or incentives. ****Example:** If a customer hasn’t used your software in weeks, send a friendly reminder highlighting unused features or offering a free consultation to get them back on track. #### Build a strong onboarding process The first few weeks are crucial for retention. Ensure new customers feel confident using your product by providing onboarding sessions, tutorials, or in-app guidance. A smooth start reduces early churn and sets the stage for long-term loyalty. ## Conclusion Retention metrics like **Net Revenue Retention (NRR)** and **Customer Retention (CR)** are the central to understanding your **SaaS growth**. While NRR drives revenue expansion through upsells and cross-sells, CR ensures you maintain a loyal, satisfied customer base. Together, these metrics offer a complete view of your business’s health, empowering you to prioritize **customer success** and make data-driven decisions. Ready to take your **customer success** game to the next level? Explore the **Customer Success Collective’s retention Masterclass** to improve retention, drive revenue, and grow your career. Learn actionable strategies and insights from industry experts who’ve been there and done that. 👉 [**Enroll in Customer Success Collective's retention course today!**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters?%5Fgl=1%2Aq9yo8w%2A%5Fup%2AMQ..%2A%5Fga%2AMTYwNzcwNjIzNS4xNzM3NzM2MjI1%2A%5Fga%5F22G4GQN2VY%2AMTczNzczNjIyNC4xLjAuMTczNzczNjIyNC4wLjAuMA..%2A%5Fga%5FKVYRMDNSEY%2AMTczNzczNjIyNC4xLjAuMTczNzczNjIyNC4wLjAuMA..) ### Evolving from customer support to customer experience URL: https://www.customersuccesscollective.com/evolving-from-customer-support-to-customer-experience-2/ Last updated: 2026-07-06T15:25:13.000Z Customer experience begins where traditional customer support ends – transforming reactive problem-solving into proactive, strategic relationship building. But realizing this, and understanding how to treat this evolution isn’t always easy. Yet organizations can bridge this chasm, by integrating cross-functional collaboration with product and engineering teams, empowering support teams through enablement, and elevating the customer journey to create lasting impact. Shall we get into it? ## Grounding customer experience in touchpoints I want to start with a fundamental question: What is customer experience? What does it mean to you? Someone might say “perception,” and they’d be absolutely right. Another might connect it to word of mouth or net promoter score (NPS) – how likely someone is to recommend a product or company. These are all correct because customer experience is the perception a customer has of the brand you represent, shaped by their interactions with it. Let’s consider an example. Think about the last time you flew somewhere. What were you actually buying from the airline? Most people would say they’re buying transportation – moving from point A to point B. If we’re being technical about it, you’re renting a seat on a plane. But before you even sit down, there are numerous touchpoints with the airline that shape your overall experience. What are some of these [touch points](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/)? Booking your ticket is one. Checking in is another. Checking your luggage is yet another. Airlines have clear rules about luggage weight limits, yet, as customers, we might push those limits, bringing 23 kilograms and hoping for a free upgrade or waiving baggage fees. Why? Because that interaction has become part of our experience with the airline. Before you even board the plane, the product you purchased – a seat – has already been influenced by countless touchpoints. Each one shapes your perception of the brand and impacts whether you’d recommend or criticize it later. For me, customer experience is the culmination of every interaction a customer has with your brand throughout their journey. That’s why I want to dig deeper into how [customer support](https://www.customersuccesscollective.com/5-ways-to-avoid-customer-support-hell-2/) can evolve into customer experience. Specifically, I’ll focus on three key groups: - Product - Engineering - Enablement These are three critical touch points where support can play a pivotal role in transforming the broader customer experience. ## Align your customer support and product teams When it comes to integrating customer support with product, my goal is crystal clear: I want my support team to: - Help the product team build better products - Provide actionable insights from customer interactions - Enhance the customer experience To achieve this, I focus on two key areas: 1. Roadmap and testing 2. Launch and feedback ### Roadmap and testing One of my primary recommendations for any organization is to involve customer support leadership in roadmap conversations. I’m not suggesting that customer support should dictate the roadmap; roadmap decisions are influenced by many factors – market demands, top-tier customer requests, sales priorities, and more. But what *I am* advocating for is including [customer support leadership](https://www.customersuccesscollective.com/customer-support-manager/) in realistic, grounded discussions *about* the roadmap. Instead of focusing on high-level six-month or yearly visions, why not have down-to-earth conversations about what’s coming in the next one to three months? These discussions allow support teams to prepare effectively and contribute valuable insights based on their frontline experience. And while we’re at it, another underutilized resource in many companies is the customer support team’s understanding of user experience. **Product teams should involve customer support in beta testing.** Support teams bring a unique perspective because they see the challenges customers face firsthand. However, product teams need to be open to receiving critical feedback and willing to act on it, something which can be initially challenging. ### Launch and feedback So, you’re ready to launch new features for your product? Typically, product teams will track adoption metrics to gauge the success of these new features. However, these metrics can be superficial as what theydon’t include is aclear understanding of the problems users face *post*\-launch. And this is where [customer support](https://www.customersuccesscollective.com/offshore-customer-support/) gets to shine. One effective practice is implementing a system for **tagging support tickets related to new features**. There are intelligent tools available to automate this process, but even manual tagging can provide invaluable insights. These tags help product teams understand how well a feature is performing and identify areas for improvement. Periodic reviews between support and product teams are another critical step. But here’s the key for customer support leaders: **don’t just present raw data or insights to your product teams.** Go beyond the data to provide actionable next steps. Explain the implications of the data – what needs to happen and why. This ensures that customer experience improvements are driven by those closest to the customer. ### Fostering collaboration through cross-team OKRs One of the most impactful strategies I’ve used is creating cross-team OKRs ([objectives and key results](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/)) that align product, engineering, and support teams. While this approach may not suit every organization, it’s been incredibly powerful in my experience. For example, you can establish an OKR focused on resolving user-blocking issues within a specific timeframe for a newly released feature. This approach encourages proactive collaboration and ensures that critical issues are addressed promptly. Once the initial release window closes, teams often shift to a reactive bug-fixing mode, so leveraging this proactive period is essential. Cross-departmental OKRs promote alignment and accountability, creating a unified focus on enhancing the customer experience. This alignment is a game-changer for organizations seeking to evolve from customer support to customer experience. [OKR grading scaleTrack progress toward your Objectives and Key Results (OKRs) using a clear, measurable scoring system.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-196.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/OKR-grading-scale2.png)](https://www.customersuccesscollective.com/okr-grading-scale-framework/) ## Integrating customer support with engineering and operations When it comes to engineering and operations, my focus is on how [customer support](https://www.customersuccesscollective.com/5-ways-to-avoid-customer-support-hell-2/) can help these teams build better products, fix bugs faster, and ultimately improve the customer experience. Engineering has evolved significantly over the years, with countless specializations. For simplicity, I’ll refer broadly to engineering and operations, including teams like **monitoring, incident response**, and **network operations**. Let’s break this down into key areas – my five “starts.” ### Start addressing the black hole of bug fixing One recurring challenge I’ve encountered in nearly every organization is the dreaded “black hole” of bug fixing. While most teams handle critical issues effectively, less urgent issues often disappear into obscurity. This creates frustration, especially during renewal conversations, where customers complain about unresolved bugs and blame engineering. To address this, it’s crucial to align on internal resolution SLAs for bug fixes. Whether you take a tactical, number-driven approach or a strategic one, define clear expectations. For example, commit to resolving 95% of P0s within a specific timeframe for the quarter. Establishing transparency around bug resolution timelines helps both internal teams and customers. Another practical step is ensuring that tools like Freshdesk, Zendesk, GitHub, and Jira are integrated effectively. Too often, teams operate in silos, with no visibility into each other’s systems and it can really slow things down. What I’d suggest is to create a centralized dashboard that highlights which bugs engineering is working on, what’s coming up, and what support can communicate to customers. While this doesn’t need to be shared externally, having this clarity internally is invaluable. ### Start investing in technical support and sustainable engineering A common pain point for engineering teams is balancing innovation with bug fixing. Many talented engineers are hired to build new products but end up spending much of their time in a fire-fighting role fixing bugs. If fixing bugs is all you spend your time doing, it can grind you down a lead to dissatisfaction. Innovation shouldn’t be a luxury of a job. I’ve seen that when companies investing in a dedicated sustaining engineering or technical support team can alleviate this burden. By creating a team focused on bug resolution, your core engineering team can concentrate on go-to-market initiatives and product innovation. ### Start celebrate engineering accomplishments An approach I found surprisingly successful was partnering with engineering managers to establish individual OKRs for bug-free releases. I don’t mind admitting that, initially, I was pretty skeptical about engineering teams signing up for this, but the response was overwhelmingly positive. Engineering teams took pride in their work and saw these OKRs as an opportunity to collaborate with support teams to ensure successful releases. These shared goals foster a sense of ownership and pride, celebrating accomplishments when releases meet quality standards. ### Start improving incident management and root cause analysis Incident management is another area where customer support is often underutilized. In many organizations, incidents are managed through automated notifications, with minimal involvement from support. This approach misses a key opportunity to incorporate customer-centric communication. My big takeaway from this article should be this: Involve customer support as a key stakeholder in incident management. Support teams are well-equipped to handle outage communications and root cause analyses (RCAs) in a way that resonates with customers. On one extreme side of things, I’ve seen overly technical RCAs that leave customers confused; on the other, vague summaries that fail to address the impact of the outage. But customer support teams can bridge this gap by asking the right questions: What happened? Why did it happen? How will we prevent it in the future? Their perspective ensures a customer-centric approach that builds trust. ### Start analyzing trends for proactive improvements Finally, always review trends. Incident management often reveals surprising insights about customer priorities. Features you might consider minor can turn out to be vital to your customers’ workflows, generating significant noise during outages. Regularly analyzing these trends with your support team ensures you identify and address the most impactful issues, enhancing both product reliability and customer satisfaction. When you begin focusing on these areas, your customer support team can become a vital partner to engineering and operations, driving improvements that benefit both the product and the customer experience. ## Enablement: Empowering teams to accelerate customer experience Building great products and fixing bugs are essential, but they become meaningless if you don’t do one critical thing: empower your teams to accelerate customer experience. At its core, this means enabling and equipping your customer support team to succeed. ### Training and enablement Training your support teams is non-negotiable. Far too often, I’ve found myself in situations where a release or new feature is going live in two days, and I get a Slack message the day before saying, “Hey, this happened.” Sound familiar? It’s not an uncommon scenario, but it’s one we need to avoid. Enablement is crucial. Depending on your organization, this might sit under marketing, enablement, or another function, but the key is to have a solid methodology. Your support teams need to understand both the functional and technical aspects of what’s being released. Discuss key dates, align on expectations, and clarify escalation processes for potential issues. ### Communication and resources Another critical piece is communication. Walk your support teams through your customer notification strategy. In today’s SaaS world, with mobile applications and global user bases, it’s vital that support teams are aware of how users will be informed of changes. Support teams should review notification timelines to ensure they align with customer behaviors and needs. If your support team pushes back, listen – they know how customers use the system and can provide valuable insights. Ultimately, this approach shifts the focus from simply delivering updates to ensuring customers are ready to adopt and embrace them. ### The power of small wins Customer experience isn’t a single monumental achievement; it’s a journey built on a series of small, meaningful actions. Let me share three examples to illustrate this point: 1. **Obsessive problem-solving** When I became a T-Mobile customer, I experienced an issue with internet connectivity during my first week. The support agent I called went above and beyond—resetting my network settings, collaborating with engineering, and ensuring I was back online. He didn’t focus on flashy customer experience tactics; he simply showed care, collaboration, and an obsession with resolving my issue. 1. **Proactive adoption assistance** When I struggled to set up a smart thermostat from ecobee, the support agent not only walked me through the immediate fix but also asked, “While you’re on this screen, can I help you with some other settings that might confuse you later?” That proactive approach demonstrated a focus on adoption and training, turning a basic support interaction into a memorable experience. 1. **Escalation done right** Years ago, T-Mobile had a promotional Apple Watch deal. On the last day of the promotion, their website failed to honor the deal for me. I emailed their CEO out of frustration. To my surprise, I received a call from their executive team. They resolved my issue and made sure I got the promotion. This focus on escalation management and doing what’s right left a lasting impression. ### Evolving traditional support roles Traditional customer support is often viewed as a cost center, measured by metrics like resolution times and first response rates. But with small, deliberate changes, we can evolve from this mindset. Empowered support teams can help build better products, fix bugs faster, and enable product and engineering teams to pivot quickly. More importantly, this cultural shift makes customer experience a shared responsibility across the organization. When done right, this synergy is palpable to customers. People like me, who have been helped by companies, walk away feeling valued and supported. Customer experience isn’t just a destination – it’s an ongoing commitment to making every touchpoint matter. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### How to identify and grow your champions in a client’s organization URL: https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/ Last updated: 2026-02-05T13:08:19.000Z One of the key success factors for [customer retention](https://www.customersuccesscollective.com/customer-retention) is having a strong champion on the client’s side. Champions are responsible for [driving the adoption of your product](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), getting buy-in from the team, helping employees to get on board with it, and more. The ideal champion is an individual who meets the following three criteria: 1. They have decision-making authority. 2. They have a great understanding of the company’s business processes and challenges. 3. They’re willing to dedicate time to product rollout and adoption. Realistically, not every champion will meet these criteria, and it is in the [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)’s (CSM) best interest to proactively work on growing champions in the clients’ organization. So, how do CSMs identify the best person to be a champion, and what actions should they take to have a strong advocate for their product on the customers’ side? ## Why do you need more customer advocates? While having a single champion might be okay when we’re talking about smaller customers, putting all your eggs in one basket when it comes to medium and large clients presents multiple risks. The most obvious one is that the champion might leave the organization and unless their replacement clearly perceives the value your product is providing, you will need to resell the value (and there’s no guarantee that you will be successful in it). It could also be the case that after the departure of the champion, no one will want to take ownership of your product in the organization. As a result, without a catalyst, the usage of the product may naturally decrease and eventually the decision not to renew the contract will be made. Having multiple champions in your client’s organization can also noticeably [reduce the risk of churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/). If your product is being used by several teams or even departments, having a champion in each of them is just not a nice thing to have – it’s mandatory if you would like this account to grow its usage. Another advantage of having multiple champions is that if a decision is made on the company level to reduce the spending on SaaS solutions, some of those champions may have very strong arguments to keep the product at least for their teams. That means that when other subscriptions might be canceled completely, you’ll only get hit by a downgrade churn (which is still unfortunate, of course) and retain the opportunity to grow the account back later. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## How to identify your champions Now, who could be a good candidate to become the champion of your product in the client’s organization? We’ve already discussed the three criteria that make a great champion, but where exactly should you look for a champion? One of the obvious choices is to look for someone in a leadership role. However, you may face a problem that the leader won’t have much time available to drive the adoption and usage of your product. Based on our experience here at Wrike, the champion doesn’t necessarily have to be a formal manager, but it’s imperative that they have the manager’s ear when it comes to the decision-making process. Their opinion has to matter. I can recall several cases when we were working with marketing teams and heads of marketing were too busy to drive the usage of Wrike. As a result, we worked with art directors, senior project managers, and other individuals who knew all the business processes in detail (since they were basically living them) and could easily justify to a senior marketing executive why there was a clear need to continue paying for Wrike. If a busy leader ends up being a champion, consider helping them by growing several power users who can share the responsibility of onboarding new team members with the product, sharing best practices, and answering questions. Almost any enthusiastic and tech-savvy person could be a good candidate to become a power user. They often grow naturally – you can analyze the usage of the account by team members, identify who’s using it the most, and reach out to these folks individually offering additional support from your side. Another important aspect when identifying the champion is to confirm whether they are the budget holder and/or have an influence on the budget holder. Even solutions that are the best fit for an organization could be put on a shelf if there’s no budget allocated for them. Ask questions such as, “Who would be involved in the decision-making process on the purchasing of the product” or “Is there anyone else who needs to be present on the call in order to make a commitment to get our solution this quarter?” As long as your contact in the company can refer you to the budget holder and is willing to advocate for the decision to get your product, the champion doesn’t necessarily need to be the budget holder herself. [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ## How to get buy-in from your client’s leadership It’s important to get buy-in on the role of a champion from the leadership team of the client’s organization. The best approach in my experience is to appeal to the value that the existence of a champion brings from an ROI perspective. Use arguments such as, “Your company has made a decision to purchase our product and you already paid for it. My goal here is to make sure that you get a good return on investment from it. In our experience, when a dedicated person exists on your side to drive the usage of the product, the results you expect from it are consistent and are achieved faster”. If your product has been used by the client’s organization for a while and has already brought results, make sure you refer to them: “We’ve partnered with \[champion’s name\] for a while and the result of our collaboration was that XYZ has already been achieved. I’ll be happy to work with you and make sure that your department starts getting value from the product ASAP. Who, in your opinion, would be the best person to drive the adoption and usage in your structure?” [How do you prove the value of customer success?I’m going to focus on a really crucial element for customer success: how do you prove the value of customer success to your organization and customers?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-448.png)Customer Success CollectiveJason Noble![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1583320975624-d099f8c042f6-1.jpeg)](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/) ## How to grow your champions Once you’ve identified the right candidates to become champions, it’s time to proactively work on growing them. As we discussed above, one of the defining characteristics of the champion is a deep understanding of the company’s business processes. In order to apply that knowledge to the effective usage of your product, the champion needs to know it better than others (and ideally be an expert in it). A good starting point is to conduct a series of training sessions for the champion. Given the fact that you don’t want to overload the person with information, it might be a good idea to break the educational process into logical buckets and give the champion room to practice between the sessions. Once you can confirm that the champion has a good grasp of the core areas of your product, the next step is to work together on a plan to address any challenges the company has with your solution. Here, you’ll build a strong connection between what the problem is, how it can be tackled with the product, and what exactly they need to do. Have the champion reiterate to you how they understand the process to double-check that you’re fully aligned on this. [How to break through the C-suite barrier and get buy-inBreaking through to the C-suite in any business function is often regarded as the ultimate milestone. For customer experience and customer success leaders, forging strong connections with the C-suite isn’t just beneficial – it’s mission-critical.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-449.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-break-through-the-C-suite-barrier-and-get-buy-in-2.png)](https://www.customersuccesscollective.com/c-suite-buy-in/) ## How to get buy-in from the wider team Our next step is to get buy-in from the team. The leadership's reasons for choosing your product won’t necessarily resonate with all team members. Let’s face it – “making the life of the management easier” is not a very compelling argument for every employee. That said, I recommend proactively working with the champion on the "What’s In It For Me" (WIIFM) statement for the team members. You need to collaboratively come up with a good answer to the question “How can the usage of this solution be beneficial for me personally?” For example, here at Wrike, we often advise champions to communicate to the team members that if they make all the necessary updates in Wrike, they will need fewer status update meetings. We all know those never-ending meetings where you give a quick update on your area of work and then sit for the next 45 minutes listening to what others say (which often has nothing to do with your work). Who likes those meetings? Probably not too many people. So the WIIFM statement for the team could be that if they keep the work items up to date in Wrike, they can skip those meetings and focus on what they enjoy doing at work. One of the clients I worked with went as far as giving the employees with great Wrike hygiene, i.e., using our product properly, one hour off on Friday. Pretty great, right? Keep in mind that for different teams – and sometimes even for different employees in the same team – the WIIFM statement might be different. So when discussing it with the champion, consider coming up with multiple statements. [Stakeholder communication plan | PDF templateA strategic framework that outlines how to effectively communicate with key stakeholders throughout a project or customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-450.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Stakeholder-communication-plan2-1.png)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ## Play the long game Once all three checkboxes – motivation to be a champion, product expertise, and change management best practices – have been tackled, work with the champion to achieve the first results. The earlier they emerge, the more confidence the champion will have that your product is worth all the effort, both already invested and future. Now would be the right time to document your success. Here at Wrike, CSMs work with the champions to develop a success statement. It’s a short document that describes exactly how our product has already helped the organization, what the initial state of things was, and what has changed after the product’s successful implementation. It may also include any sort of commitment to the further rollout of the product to the whole organization. Ask the champion to sign off on the document. Given the fact that you already helped the champion address their business challenges with your product, it’s unlikely that there’s going to be any pushback here. This document then becomes your seller’s proof. If the champion leaves the organization or changes role, or if you need arguments to support the rollout of your solution to other departments, and in many other cases, the success statement will serve as a confirmation of the value your solution delivered to the business. Identifying and growing champions is a long play that doesn’t bring results immediately, but customer-facing teams that are consistent in this will show better retention rates with their clients and have strong and long-lasting relationships with them. ### The future of CS SaaS: Why new logos aren't enough anymore URL: https://www.customersuccesscollective.com/the-future-of-cs-saas-video/ Last updated: 2025-01-17T16:58:13.000Z ## Looking for more on scaled customer success? [Your guide to high-touch and low-touch engagement modelsAs a CSM, figuring out the best way to interact with customers can be a challenge. You don’t want to bombard them with emails or product updates, nor do you want to leave them in the lurch. This is where high-touch and low-touch engagement models come into play.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-175.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1583404375551-f0266321a08c.jpeg)](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) [Measuring onboarding success: key growth strategiesLearn key strategies to measure onboarding success. Discover how to track progress and drive growth effectively.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-176.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/7.png)](https://www.customersuccesscollective.com/measuring-onboarding-success-key-growth-strategies-video-2/) [Leveraging technology to balance scale and personalizationThank you for choosing to read my article on leveraging technology to balance scale and personalization. My name’s Mary Poppen, I’m the Chief Customer Officer at Glint, now part of the LinkedIn family.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-177.png)Customer Success CollectiveMary Poppen![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/balance.jpeg)](https://www.customersuccesscollective.com/leveraging-technology-to-balance-scale-and-personalization/) ### What is a Customer Success Manager (CSM)? URL: https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/ Last updated: 2025-08-27T11:06:34.000Z Some heroes wear masks, some wear capes, and *some* dedicate their professional lives to helping others be successful. **Customer success managers** (CSMs) are at the forefront of your customer success operations. They're the difference between a customer renewing and churning. But what *do* CSMs actually do? ## What is a Customer Success Manager? A customer success manager is a position within a company that facilitates customer success, working within a team that comprises any of the following: - Customer Success Managers - Senior Customer Success Managers - Customer Success Team Leads - Head of Customer Success - Director of Customer Success - VP of Customer Success - Chief Customer Officer ### A Customer Success Manager's responsibilities A CSM is responsible for ensuring the customers find value in their product after the sale has been made; they're the point of contact in the post-sales process. A CSM's role is to monitor the customer’s activity, from which they can determine how successful their product is and what can be altered. The CSM uses these insights to try to prevent the customer from churning. It's *their* job to encourage the customer to use the product in their day-to-day life. This can be achieved through data analytics and promoting features to engage the customer. Fundamentally, through engaging with the product, adopting it and realizing value, the customer should have their needs met with the product. The customer's initial pain point and *raison d'être* for buying the product in the first place should be resolved with the value received. [A CSM’s performance evaluation scorecardA structured tool to assess the performance of CSMs across various key competencies.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-24.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/A-CSM-s-performance-evaluation-scorecard2.png)](https://www.customersuccesscollective.com/csms-performance-evaluation-scorecard-framework/) If your organization follows the SaaS model, ensuring your customers are happy is tantamount to your success. The customer needs to use your service and find value in it, which hopefully leads to renewal. This is true in two senses: 1. Continued subscription ([retention](https://www.customersuccesscollective.com/tactics-that-improve-customer-retention/)) equates to the product’s economic success 2. A high customer satisfaction rate is indicative of market authority and a positive reputation ### Definition of Customer Success Managers But what do the industry leaders think? Sometimes it’s worth stripping things back, and begin asking *why* customer success works. We asked **Mark Higginson, Chief Customer Officer at ScreenSteps,** what how he defines a CSM: > “A customer success manager acts as both the eyes and ears for the customer, as well as the company. They're an advocate. Plain and simple. Through being a constant advocate *for* the customer, the said customer can thrive in reaching their intended goals, and the company will keep customer priorities in mind when building for the future. They're the 'hub' through which company decisions should be formed.” Mark touches on the dual nature of customer success; it’s all about helping customers find value in a product *and* monitoring the health of the company. He recognizes CSMs as the “facilitators of feedback, the hunters of new customer goals, and the friend the client needs when things aren't going well.” Customer success managers are the life*blood* and the life*line* of a business. ### Is a Customer Success Manager an entry-level position? Depending on an organization's needs, job titles and their associated responsibilities can vary significantly. The CSM title is typically the most common in the field, but its meaning depends largely on the company's size and structure. - **At smaller companies**, CSMs might be the only customer success professionals on staff, meaning they wear multiple hats. In these cases, the role can span entry-level to senior-level responsibilities, depending on the company's needs. - **At larger startups or enterprises**, the customer success team structure is more specialized, with roles spanning junior to senior levels. For example, some companies introduce a customer success associate (CSA) position. This is typically an entry-level role designed to support more experienced CSMs and is an ideal starting point for those entering the industry. In addition to CSMs and CSAs, you may encounter senior or specialized roles such as principal CSM, senior CSM, or CS lead – positions typically reserved for professionals with substantial experience in customer success or the industry the company serves. Conversely, titles like customer success specialist (CSS) or customer success analyst (CSA) often focus on specific tasks, such as data analysis or operational support, rather than direct customer management. ### Where should you start? If you’re new to customer success, applying for a CSA or similar entry-level role is often the best move. However, if you have prior experience in account management or the industry the company serves, aiming for a CSM position may be within reach. For instance, a paralegal transitioning to a legal tech company could leverage their industry knowledge to secure a CSM role, as companies often value domain expertise alongside customer success skills. ### Do you need a Bachelor's degree to be a CSM? While a college education can be beneficial for a career in customer success, it's not a strict requirement. We found in the [State of Customer Success](https://www.customersuccesscollective.com/state-of-customer-success-2023), 95.5% of customer success professionals have a college-level education. Business degrees are the most common among respondents, with 24.2% holding this qualification, followed by Engineering degrees at 15.4%. Other notable fields of study include Communication (7.7%), English (5.9%), Marketing (4.4%), Economics (3.3%), and Finance (3.3%). Additionally, nearly a third of CSMs surveyed have backgrounds in diverse subjects like Education, History, Modern Languages, IT, and Politics, indicating that customer success welcomes a wide range of educational experiences. ## Key skills of a Customer Success Manager When people refer to being "well-rounded," they usually mean that a person possesses a range of diverse skills and knowledge that enables them to be more effective and relatable in various situations. In the realm of customer success, being well-rounded is essential. Customer success managers wear multiple hats, requiring them to excel in various competencies to help customers achieve their goals and drive business growth. Here are the key skills that define a successful CSM: ### Communication Effective communication is arguably the most critical skill for a CSM, they must be able to articulate complex ideas and technical details in a way that is easy for customers to understand, regardless of their background or expertise. This skill extends beyond just talking; it includes active listening, writing clear and concise emails, and presenting information persuasively. CSMs interact with a wide range of external stakeholders (customers) and internal teams (sales, product development, marketing, and customer support) daily. Top-notch communication ensures that everyone is aligned and that customer needs are understood and addressed promptly. Particularly when helping educate customers on product features, CSMs need to be able to share what they think or how something works in a really easy-to-understand way. ### Problem-solving A CSM is often seen as the primary problem-solver for customers, taking a proactive approach to anticipate issues and mitigate risks before they impact the customer experience. They must be adept at identifying issues before they escalate, analyzing the root cause, and developing effective solutions that prevent future occurrences. A strong problem-solving mindset allows CSMs to navigate complex situations, provide timely resolutions, and enhance the overall customer experience. Customers will inevitably encounter challenges or roadblocks while using a product or service. A CSM’s ability to quickly and efficiently solve these problems not only helps in retaining customers but also in building trust and confidence in the company’s ability to deliver value. 💡 ****We'll let you into an insider tip:** The best customer success managers can spot opportunities to solve customer problems that require new solutions or services! ### Good product knowledge A deep understanding of the product or service is essential for a CSM. This knowledge allows them to effectively educate customers, tailor solutions to specific needs, and provide insights on how to best utilize the product to achieve desired outcomes. Being a product expert also enables CSMs to act as a bridge between the customer and the product development team, relaying feedback and suggesting improvements. Customers rely on CSMs to guide them through the intricacies of the product and to help them unlock its full potential. A CSM’s ability to provide valuable advice and insights hinges on their product knowledge. ### Empathy Empathy is a foundational skill for any role that involves customer interaction, and it's especially crucial for CSMs. Empathy allows CSMs to understand customers' emotions, frustrations, and expectations genuinely. By putting themselves in their customers' shoes, CSMs can build stronger relationships, foster trust, and create a supportive and engaging customer experience. Building strong customer relationships is about more than just solving problems; it’s about understanding and relating to the customer’s experience. Empathetic CSMs are better equipped to handle difficult conversations, provide comfort during challenging times, and celebrate successes alongside their customers. We asked **Mark Higginson** which qualities he seeks when hiring CSMs. The results? Three very achievable attributes: **1\. Be at the helm of decisions** “Someone who takes personally the success of a client. This is an attitude, a *very* personal attitude. I want my CSMs to leverage the company and its capabilities to steer the client toward helping *them* solve their intended goals. When those capabilities fail, I empower my CSMs to take any and all steps to remedy the situation. This includes direct connections to the C-level if necessary.” **2\. They must be bold** “Similar to taking client success personally, they must be willing to challenge the company and challenge the client, not in a negative sense, but a bold CSM can drive adoption, innovation, and drive remedy, where someone who lacks boldness may fall short.” **3\. Have a sales ability** “This may seem out of place, but when I speak of sales, I speak of the ability to help others connect the dots. Sales, in my opinion, is the ability to connect a client's goal with your company's capability and creatively lead a client through the confusion that may arise when faced with challenges. "Sales, in this case, is to act as a guide, to lead the client to a place where their goals can be met with your trusted offering.” [Why are Customer Success Managers the best CEOs?The more you ask yourself, “what makes a great Customer Success Manager?”, the more you realize that they share the exact qualities sought after in a great CEO! We examine how CSMs, by definition, are the best communicators, are proactive and strategically-minded.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/06/photo-1513759565286-20e9c5fad06b.jpeg)](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/) ## How do career backgrounds impact the CSM role? Without getting ourselves into a philosophical debate, there are some universal truths that are pretty inescapable, like your past influencing your present. And when you look at professional industries, it’s pretty interesting to study the career backgrounds of people to gauge what skillsets they bring to their current roles. Due to customer success being a relatively new function, we’re intrigued by how CSMs and VPs/heads of customer success landed their current roles. After analyzing the answers from 200 respondents working within CS, [the State of Customer Success 2021 report](https://www.customersuccesscollective.com/the-state-of-customer-success-2021/) identified several findings. Firstly, the most common previous field was Account Management (AM). This isn’t surprising, as there are a lot of historical [similarities between CSMs and AMs](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/). However, this majority only encompassed a slight figure of **16.8%**. And in truth, it can’t properly be called a "majority." But, this figure does exemplify the myriad of skills and experiences that our customer success leaders have between them. Other examples of other past careers undertaken by the report’s respondents included: Business Analyst, Product Manager, Project Manager, Customer Support, Customer Service, Growth Manager, and consultancy work. Clearly, the experiences of customer success pros in 2021 represent a variety of positions within business. In fact, Business degrees were the most common college degrees for CSMs and CS leaders, and Marketing came second place. ![Different professional backgrounds of CSMs](https://lh5.googleusercontent.com/qpvFh_M4yO6NW70akMX487eAF0qvvYTWQH-cFU9SCyPFzpXnLo5unhZCa2DEXYUBXHDgVydFRE-6IXqSSiBnac9bgygGXX7wpkwejLFqWhD3EN3w8tCkwmXBJEYgcHXgfTbE2YOs=s0) **Source:* [**The State of Customer Success 2024*](https://www.customersuccesscollective.com/the-state-of-customer-success-2021/) Using data from our report, we’ve found that nearly one-third of CS professionals studied Business at college, and believe empathetic skills like communication (**88%**) and listening (**71%**) are essential parts of their job. A business degree is a great way of gaining [a vast number of transferable skills](https://www.topuniversities.com/student-info/careers-advice/what-can-you-do-business-degree) required by most businesses, like entrepreneurship, finance, management, and accounting, helping shape a person’s analytical capabilities. We can tell from our report’s findings that people in CS have a combination of both interpersonal and analytical skills, allowing them to understand and listen to customers’ needs, deliver impactful solutions and use data to implement a strong customer success strategy. We asked Mark whether he thinks career backgrounds can impact the CSM role, particularly people coming from a non-SaaS background. His response was not only encouraging for non-SaaS [professionals trying to break into the industry](https://www.customersuccesscollective.com/5-ways-to-break-into-customer-success/), but he emphasized how critical variety is to customer success: When asked who he’s previously hired, Mark reveals an eclectic mix of all sorts of professions, having “hired former salespeople, social workers, high school teachers, musicians, and many more.” Despite customer success predominantly functioning in SaaS, he affirmed that ‘none of these individuals have been negatively impacted by not having a SaaS background.” Each one of these individuals will bring a unique background and an individual skillset. On the subject of different professional backgrounds, Mark has some sage words: > “There are some challenges that are universal, regardless of industry, but what continues to amaze me is that if you can find individuals who are talented, intelligent, and truly *care*, they can thrive in a customer success role. The nuances of SaaS *can* be learned. The intangibles of boldness, "taking it personally", and the ability to guide (sell), are more difficult to teach.” ## How can interdepartmental skills elevate the CSM role? At Customer Success Collective, we’re big on learning from other teams and are firm believers that without communication and a fresh perspective, your efforts can become stagnant. [Customer retention](https://www.customersuccesscollective.com/what-it-means-to-have-a-high-customer-retention-rate-3/) is the overarching goal of any organization – whether it’s a subscription-based business with an emphasis on renewals or a non-SaaS model that requires customers to repeat their purchases. Losing customers shouldn’t fall solely on CS’ shoulders, it’s a company-wide initiative. This is why departments manning the different stages in the customer journey ought to collaborate. In fact, we’ve previously appraised the trifecta of marketing, sales and customer success, and [why it’s crucial that all three teams are aligned](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/). [Why you should align customer success, marketing and salesCustomer success is preoccupied with nurturing its current customers, rather than seeking out new customers. While being distinct with different objectives, there is an intersection between customer success, marketing and sales: they’re all customer-centric fields.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/07/align--1---1-.jpeg)](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) Customer success is still a developing function that will continue to evolve from its current version. There’s a lot to learn from other teams – like product, marketing, and sales – by adopting clear communication, learning, and sharing skill sets. ### Why CSMs need sales skills Sales teams have a reputation for being slick and fast-talking, willing to say anything to make a quick buck – the antithesis of CS. But for Mark, this couldn’t be further from the truth, noting that some of the best CSMs he’s hired have come from sales backgrounds. To avoid any prejudices regarding sales techniques, Mark lays bare the actual skillsets of salespeople: > “Sales skills are really just the ability to connect the dots for a client. They have a need (the goal), we have a capability, (the product). Selling is the ability for someone to connect these dots and guide an individual down the path of purchasing, in hopes they will use our capabilities to solve this problem or meet their goal.” However, he notes that this is an unfulfilling prospect for some. > “Many salespeople enjoy the quick win, the hit of dopamine when they close a deal, but others find this distressing and unfulfilling. They have developed a great relationship with a client and are now turning it over to someone else in search of their next conquest. Many want more.” Connecting these dots isn’t the problem for salespeople, Mark comments. What can be difficult is grappling with the void in the wake of the sales process: “They are great at helping guide a client to a solution, but what these individuals are lacking is the long-term relationships that can be formed.” This is where the glory of customer success shines through, a function that Mark considers to “help their client see something through to the end, to be there when new challenges or goals surface.” Having this after-sales experience is vital for some salespeople. > “This is where customer success can save some of these disillusioned sales souls and turn them around completely. I have seen individuals become reinvigorated after they were on the brink of quitting.” Helping facilitate customer relationships beyond the point of sale, beyond that climactic thrill, can act as a new vocation for salespeople. They are “important to the company and important to the client in perpetuity. Their skills can be leveraged continually as new challenges arise or budgets are discussed.” The significance of customer success in a SaaS business is indisputable. According to Esteban Kolsky, [67% of customer churn is preventable](https://www.huffpost.com/entry/50-important-customer-exp%5Fb%5F8295772) if the customer issue was successfully resolved at the first engagement and if the company worked better to meet the customer’s expectations. Salespeople have experience in setting goals and expectations and nurturing customer relationships – prerequisites to work in customer success. ## Let’s wrap up To go from being a good CSM to a *great* one, you need to be empathetic, a facilitator of feedback, a strong communicator, and show ownership of your work. Helping a customer reach their goal is now a mantle you personally carry. We’ve quashed any concerns about breaking into customer success with a non-SaaS background – it isn’t an issue at all. In this article, we’ve covered that having an entirely different career only adds to the wealth of transferable skills you’ll impart to your new life in customer success. --- ## Looking for a place to connect with other customer success folks? Then you’re in luck. [**Join our thriving community**](https://www.customersuccesscollective.com/customer-success-community/) where you can access content, view jobs, ask questions, and learn about customer success. ### Serving global customers with offshore customer support URL: https://www.customersuccesscollective.com/offshore-customer-support/ Last updated: 2025-05-06T10:12:18.000Z Being able to call 24/7 [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/), irrespective of your timezone might be something we take for granted, but it’s the result of a strategic approach called **offshore support**. But success for offshore support requires more than just setting up shop in different countries and establishing satellite remote teams. It demands a thoughtful balance of cultural intelligence, [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), and regional [enablement](https://www.customersuccesscollective.com/8-life-changing-enablement-hacks-for-scaling-customer-success-at-your-company/) to truly deliver value to customers worldwide. Let's get into it. ## What is offshore customer support? Offshore customer support refers to the practice where a company offers customer support *outside* of the country it primarily operates. This relies on companies recruiting [customer support managers](https://www.customersuccesscollective.com/customer-support-manager/) in countries across the world, connecting businesses with customers who’d ordinarily be out of the catchment area for support. ## What are the benefits of offshore customer support? If you’ve ever wondered if the world feels smaller than it once did, you’re not alone. The “shrinking world” theory is a big topic in the wider conversation of globalization. As communication and businesses develop, companies are increasingly turning tooffshorecustomer support to better serve their global customer base. ### Talent far and wide Many companies are waking up to the limitations of relying solely on domestic recruitment; why put all your eggs in one basket when there's a whole world of talent waiting to be put to work? Instead, the global talent pools offer diverse perspectives, multilingual capabilities, and often specialized skills that might be scarce or expensive in your home market. But beyond access to talent, offshore recruitment enables companies to [build truly global teams](https://www.customersuccesscollective.com/global-marketplace-navigating-cultural-diversity/) that better understand and serve international customers, while often providing significant cost advantages and the ability to operate across multiple time zones effectively. Multiple industries utilize offshore support, but if we had to narrow it down, based on prevalence, the following tend to be the usual suspects: - Tech support - Software development - IT infrastructure maintenance By nature, these industries typically require people who are specialized in more niche topics. As a result, it can be difficult to recruit people with the relevant skill sets within an organization’s country of origin. ### 24/7 customer support There's nothing worse than struggling with a product you've had such high hopes for, and feeling like you're doing battle alone. A helpful word on the phone, or a message over a chat function with a real person, at any time of the day or night can be a lifeline in those moments of frustration. It's not just about fixing technical issues – it's about providing peace of mind and maintaining customer trust, knowing that help is always just a few clicks or a phone call away, regardless of time zones or geographical boundaries. ### Cost efficiency For many companies, operating solely in their home market presents a double challenge: limited access to specialist knowledge and high payroll costs. Operating in [high-cost markets](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) like the US, UK, or Australia means competing for support talent in environments where salaries and overhead costs can make growing your operations exceedingly pricey. Many companies will look to [expand their operations](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/) in regions with lower cost structures to avoid burning through their operational budget. But don’t think this means it’s just a case of sourcing cheap labor, far from it. You’ll find high educational standards and strong technical expertise are prized in India, the Philippines, and Eastern Europe, making them ideal destinations for companies to build robust support teams without compromising on quality. [Customer support managers: Everything you need to knowFrom resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company’s reputation. For such a pervasive role, it begs the question: what actually is a customer support manager?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-172.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-support-manager-2.jpg)](https://www.customersuccesscollective.com/customer-support-manager/) ## What are the challenges of offshore customer support? [Customer relationship management](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/) (CRM) is first and foremost a people game, and when you’re dealing with [human emotions](https://www.customersuccesscollective.com/emotional-intelligence/), you’re going to run into one or two snags along the way. Even with the best intentions, offshore support teams face unique obstacles that can impact service quality. When customers reach out for help, they're often already frustrated with a product issue, making [clear communication](https://www.customersuccesscollective.com/keeping-momentum-through-mergers-and-acquisitions-with-clear-communication/) and cultural understanding absolutely critical. Here are some of the challenges offshore customer support faces: ### Cultural barriers Anyone who works in CRM knows that cultural barriers are notoriously tough to overcome. What seems like a relatively simple exchange can all too easily descend into confusion and mixed messaging due to [differences in communication styles](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/). For example, some countries favor more formal, or direct communication, while others may use indirect language to avoid confrontation. When left unresolved, this can result in misunderstandings where feedback may seem too blunt or too vague. ### Communication gaps If you think language and communication are wholly synonymous, think again. Communication gaps extend beyond language differences. If you’ve ever tried to learn another language, you’ll know that even when both parties speak the same language fluently, variations in accents, idioms, and technical terminology can lead to misunderstandings. Written communication can be particularly challenging, as tone and urgency might be interpreted differently across cultural contexts and lead to unclear explanations. The result? The customer feels misunderstood or unsupported. ### Time zone coordination While not an insurmountable problem, time zone coordination presents logistical hurdles that affect both teams and customers. There’s no doubt that 24/7 coverage is a monumental benefit of offshore customer support, it’s one of its core benefits. However, [managing handoffs](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) between teams, ensuring consistent service quality across shifts, and maintaining effective communication between headquarters and offshore locations requires very careful orchestration. This challenge becomes particularly acute during critical incidents or when complex issues require collaboration across multiple time zones. [Why customer support is vital for SaaSHow do companies survive the risks of churn while maintaining pricing equilibrium to stay afloat in the market? Well, it all comes down to customer support, customer success, and their roles in fostering customer satisfaction.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-173.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Stock--4---1--1.jpg)](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) ## What are the best practices for effective offshore customer support? Let's be real – setting up offshore customer support isn't just about finding the cheapest option and hoping for the best. We've all heard the horror stories of offshore experiments gone wrong, and nobody wants their brand to become another cautionary tale. For example, if you rush into offshore support without proper training, you might save money initially, but you'll end up with frustrated customers and a damaged reputation. Been there, done that, got the angry customer reviews to prove it. Instead of diving in headfirst, you need a solid game plan. Maybe you start with email support before jumping into live chat and phone support. Or you might begin with just one product line instead of your entire catalog to simplify things for your new offshore customer support agents. Whatever your approach, this guide will walk you through the proven strategies that actually work. And here's the thing – offshore support can be brilliant when done right. We're talking about round-the-clock customer support, significant cost savings, and even improved customer satisfaction scores. Sounds too good to be true? Keep reading and factor in these best practices to make it your reality: - Avoid cultural missteps - Start automating for maximum efficiency - Provide multilingual support - Source regional enablement pros - Be ethical ### Avoid cultural missteps Cultural misunderstandings can turn a simple support interaction into a customer service nightmare. Training your teams on cultural nuances isn't just a nice to have, it's pretty damn essential for success. Each region has its own expectations for customer support interactions. Take HubSpot's approach, for example. In a presentation at [Customer Success Festival London](https://www.customersuccesscollective.com/customer-success-festival-london-2023-ondemand)revealed, **Ash Bhardwaj, ex-Customer Success Manager at Shopify**, revealed that HubSpot's support teams are trained to recognize that some customers prefer getting straight to problem-solving, while others appreciate building rapport first. The result? > *"Their APAC teams excel at adapting their chat response times and communication patterns to match local preferences – like understanding that some customers expect frequent progress updates during longer support sessions, while others prefer to receive one comprehensive solution.* > *"Meanwhile, their EMEA teams are skilled at navigating multiple cultural contexts within the same support queue, seamlessly switching between different communication styles based on customer needs."* ### Start automating for efficiency Nobody wants their offshore teams drowning in repetitive tasks when they could be focusing on meaningful customer interactions. This is where smart automation comes into play – and no, we're not talking about throwing a chatbot at the problem and hoping it goes away. Look at how Cisco's global account managers use automation to stay on top of their game. According to **Ash Bhardwaj**, "Cisco set up automated playbooks that handle routine CRM updates and health scoring, freeing up their offshore teams to focus on what really matters: building customer relationships." ### Provide multilingual support Here's something that might surprise you - offering support in a customer's native language isn't just about understanding words. It's about getting the cultural context right too, says **Ash**: > "Zendesk figured this out early on, building diverse support teams that don't just speak the language but live and breathe the culture." For instance, Brazilian Portuguese support isn't just about translating English responses – it's about understanding when to use "você" versus "tu", and knowing that Brazilians often prefer a warmer, more personal communication style. That's the kind of detail that turns good support into *great* support. ### Source regional enablement champions Think of regional [enablement champions](https://www.customersuccesscollective.com/customer-success-enablement/) as your eyes and ears. These aren't just team leads, they're your cultural translators, trendspotters, and local market experts all rolled into one. The best part? They can catch potential issues before they become problems. Maybe they notice that your APAC customers rarely use your help documentation – it turns out it's because the screenshots are all in English. (Super helpful… *not.*) That's the kind of insight you only get from having feet on the ground. ### Don’t forget the ethical considerations We want to talk about something that often gets swept under the rug – ethical offshore support practices. This isn't just about ticking boxes on compliance forms. It's about treating your offshore teams as valued partners, not just a cost-cutting measure. Take tech recruiter [Turnkey Staffing's approach](https://turnkeystaffing.com/tech-trends/ethics-of-offshoring/) – they're transparent about their offshore operations with both employees and customers. They ensure equal pay for equal work, provide comprehensive benefits, and maintain the same professional development opportunities across all locations. Because if we’re being honest, happy support teams lead to happy customers. [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-174.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--5.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it) ## How to set up an offshore customer support team Setting up an offshore support team isn't like ordering takeout – you can't just pick from a menu and expect instant results. Let's break down the crucial steps to set you up for success right from the start. ### 1\. Identify your key markets This isn't just about finding the cheapest option (spoiler alert: that rarely works out well). Instead, look for regions with a solid track record in customer support excellence. Cities like Manila and Bangalore aren't just popular because of cost savings – they've got robust educational systems and [specialized training programs](https://www.enshored.com/why-do-companies-outsource-customer-service-to-india-or-the-philippines/) specifically for customer support roles. ### 2\. Select your offshore partners wisely And when it comes to selecting partners, think of it like dating – you wouldn't commit to someone without getting to know them first, right? Take time to vet potential staffing agencies. Check their track record, talk to their existing clients, and make sure they're not cutting corners on labor practices. Your offshore team is an extension of your brand, after all. ### 3\. Cultural training This is where an astonishing amount of companies drop the ball. Don't just throw your new team members into the deep end with a boilerplate onboarding manual. Invest in proper training that covers everything from your brand voice to handling different types of customer interactions. When done to the letter, your customers shouldn't be able to tell whether they're talking to someone in Boston or Bucharest. ## Selecting the customer support metrics that *matter* Don't worry, these numbers are actually pretty straightforward and they'll tell you whether your offshore support is crushing it or needs some TLC. ### CSAT score Think of this as your ability to instant replay what’s gone right – and wrong. Each time a customer finishes a chat or hangs up the phone, they’re asked to share if they're happy or ready to throw their laptop out the window. If you're consistently scoring below 4 out of 5, it's time to dig deeper into what's going wrong. ### NPS This one’s your long-game metric. It's one thing to solve a customer's problem, but are they actually going to stick around and recommend you to others? **Pro tip:** Track this separately for your offshore and onshore teams at first. If there's a big gap, you've got some work to do on consistency. ### Response time rate Response time isn't just about speed (though nobody likes waiting 48 hours for a "we'll get back to you" message). The real magic happens when you nail the balance between quick responses and actually solving the problem. Some companies get so obsessed with response times that they forget about the quality of those responses. Don’t be those guys… ### First contact resolution Speaking of solving problems – that's where this monumental metric comes in. If your customers need to explain their issue three times to three different agents, you've got a problem. Aim for resolving issues in that first interaction whenever possible. Your customers will thank you, and so will your support team's workload. **Looking for more customer support content?* [**Head to our hub*](https://www.customersuccesscollective.com/content-hub/?filter=customer-support)**, where we’ve got a whole host of resources ready for you* ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### Designing & leveraging health scores in the customer lifecycle URL: https://www.customersuccesscollective.com/health-scores-in-the-customer-lifecycle-video/ Last updated: 2025-03-17T17:31:06.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [Your guide to the customer health scoreA customer health score is a predictive metric used by SaaS businesses to indicate the likelihood of your customer leaving (churn), staying (retention), or growing (renewals) in your organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_customer_health.jpg)](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) [Strategies for customer engagement at scaleFinding the time and resources to fully engage with every customer at every stage can be a real struggle. As a CSM at Intercom, I understand the challenges that come with keeping customers engaged and satisfied, especially for startups and companies with limited resources.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMatt O’Boyle![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_customer_engagement.jpg)](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) [Customer lifetime value: How to calculate and increase itWhat if we told you that a single individual customer could be worth over $10,000 to your business? In this article, we’ll show you how to shift focus to the big-picture relationship with customers rather than the individual sales – with an insightful metric called customer lifetime value (CLV).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/02/Untitled-design--37-.jpg)](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) ### Redefine your customer experience with a smarter voice of the customer program URL: https://www.customersuccesscollective.com/redefine-customer-experience-with-voice-of-the-customer/ Last updated: 2026-07-06T15:24:32.000Z Listening to the [voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) (VOC) and integrating their feedback into our processes has been a transformative focus of my work. Over the years, I’ve explored innovative ways to break down barriers between organizations and their customers, creating opportunities for deeper understanding and accelerated results. In an industry where relationships can define success, these strategies have proven invaluable. In this article, I’ll walk you through my approach to customer feedback and engagement, including the workshop methodology that has reshaped how we at Siemens work with customers and partners. ## The challenge with traditional feedback methods Let’s talk about feedback mechanisms like [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS). If you’re familiar with [NPS](https://www.customersuccesscollective.com/the-net-promoter-score-r-playbook-all-you-need-to-know/), you know it’s often used to measure customer satisfaction by asking, “How likely are you to recommend us?” on a scale of 1 to 10\. While it has its merits, I call it “NPS and other ineffective methods.” Why? Because it often fails to provide the deeper, actionable insights we’re after. At **Siemens Mobility**, we still use NPS—we send out surveys annually, and they receive significant corporate attention. However, the data is often subjective. One person’s “3” might be another person’s “7,” which makes it hard to extract consistent meaning. You see, NPS scores alone don’t tell the full story. When we started using NPS, we found it fell short in driving meaningful engagement. Sure, our customers would provide a score on how they felt, but they seldom provided any written feedback. It was limited, to say the least. And yet, our follow-up strategy also had flaws. If someone gave us a low score, we’d follow up to ask, “What’s wrong?” But if someone scored us an 8, 9, or 10, we wouldn’t engage further. That was a missed opportunity. ### Moving beyond scores to get actionable feedback Our goal was to foster deeper connections with our customers and gather [feedback](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) that could drive real improvements. We had learned by now that merely measuring satisfaction wasn’t enough—we needed actionable results, and traditional methods weren’t delivering. That’s when we began exploring alternative strategies to get closer to our customers and understand their needs more effectively. Stay tuned as I dive into some of the changes we’ve made, the risks we’ve taken, and how stepping outside the usual feedback methods has helped us transform the way we engage with our customers. It’s a journey that continues to shape our approach to customer success. ## Creating deeper connections through workshop collaboration To address the limitations of traditional feedback methods, we developed a workshop approach aimed at fostering true [collaboration](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) and integration with our customers. This method has transformed the way we engage, allowing us to better understand our customers and address challenges effectively. I’d like to walk you through this approach, share its guiding principles, and highlight the results. We call it “project acceleration through communication and teamwork”—or **PACT** for short. It’s a name that encapsulates our goal but, like any method, it’s meaningless unless put into practice. Over time, PACT has become a cornerstone of how we collaborate, not just with customers but also with key suppliers. ### The foundation: Off-site and tech-free environments One of the most important elements of these workshops is location. Getting out of the office is non-negotiable. Holding sessions in a workplace inevitably pulls participants back into their day-to-day responsibilities. To foster focus and creativity, you need a fresh environment. It doesn’t have to be extravagant—any neutral, off-site location will work, whether it’s a hotel conference room or a retreat space. The key is to remove distractions and allow everyone to fully engage. Another rule we follow is minimizing technology use. While laptops and phones are essential tools in our daily lives, they can hinder the collaborative energy we’re aiming for. Instead, we rely on tangible tools—large sticky notes, colorful markers, and plenty of wall space. Writing things down and physically interacting with ideas engages multiple senses, reinforcing learning and collaboration. ### Building connections: Beyond roles and titles Our workshops start with a deep dive into who’s who. This goes beyond job titles and project responsibilities. We believe it’s crucial to know the person behind the role—their interests, passions, and even hobbies. Knowing these details creates personal connections that strengthen professional relationships. We use interactive activities to foster this understanding, blending structured introductions with informal conversations. These moments create a sense of trust and camaraderie that’s essential for meaningful collaboration. ### Structured work and shared challenges The core of the workshop involves two components: work and challenges. - **Work** focuses on problem-solving. We tackle issues head-on, breaking them down into manageable parts and brainstorming solutions as a team. - **Challenges** are designed to bring the team together in creative ways. These might involve simulations, group exercises, or fun problem-solving activities. For example, we once organized a timed challenge to construct a prototype solution—a simple yet effective way to spark teamwork and ingenuity. These sessions are always conducted with cross-functional teams. Different perspectives fuel innovative thinking, and the interactions often lead to insights no single team could achieve alone. ### The importance of play One unique aspect of PACT is the deliberate inclusion of play. After intense work sessions, we take time to socialize—whether it’s at Topgolf, throwing darts, or simply sharing a meal. Play is where relationships solidify. It’s where disagreements from the workroom are set aside, and real connections are formed. Play shifts the focus from professional roles to shared humanity, creating a foundation of trust that can weather difficult conversations. Of course, we keep safety in mind. Ax-throwing after a couple of drinks might not be the best idea! ### Closing the loop: Senior management review Workshops like these require an investment of time and money, so a senior management review is essential. At the end of the process, we present the results: what we achieved, the feedback received, and the actionable steps moving forward. This review ensures accountability and demonstrates the value of these sessions. Through this workshop approach, we’ve seen measurable improvements in customer relationships and project outcomes. By taking the time to deeply engage with our customers, we’ve been able to address challenges more effectively and build partnerships that last. ## Case study: Building partnerships with Brightline in Florida One of the most transformative examples of our workshop approach involved a customer in Florida: Brightline. Brightline operates a high-speed rail service connecting Orlando Airport to Miami. It’s currently the gold standard of rail travel in North America, offering fast, comfortable, and luxurious service, complete with beautifully designed lounges and business-class amenities. However, despite the high stakes and significant investment involved, our relationship with Brightline had hit some friction points. To address this, we decided to take the plunge and engage deeply with them through our workshop methodology. This wasn’t without resistance. When senior management at Siemens Mobility heard about the plan, the response was immediate: “No way. Don’t do it. You’re crazy to discuss these issues openly with a customer.” But I stood firm, knowing that this level of transparency and collaboration could yield incredible results—and it did. ### Pulling back the curtain: Risks and opportunities We began the workshop by tackling risks and opportunities together. Using color-coded sticky notes (red for high risks, green for opportunities), we filled the walls with insights. The results were eye-opening. Many of our risks overlapped with theirs—despite being a massive, $70 billion corporation, we shared common challenges with this smaller, private business. Their fresh, property-development-focused perspective also uncovered opportunities we hadn’t considered. This exercise not only identified areas of alignment but also set the tone for open and honest communication. By exposing some of our vulnerabilities, we encouraged Brightline to do the same, creating a collaborative environment where both sides could freely share insights and ideas. ### Accelerating work through collaboration Another cornerstone of the workshop was the work breakdown structure exercise. We literally placed a large table in the center of the room and asked participants to write their tasks on sticky notes. These notes were then moved around, reordered, and discussed in real time. This process revealed dependencies, conflicts, and synergies that email or virtual communication could never have surfaced. For example, a task planned by Brightline that we’d assumed was minor turned out to be a critical path item for their team. Similarly, some of our tasks impacted their timelines in ways we hadn’t realized. What would have taken weeks of back-and-forth email exchanges was resolved in hours. The dynamic interaction not only accelerated progress but also strengthened team relationships. ### Understanding organizational dynamics A key part of the workshop was fostering organizational understanding. We separated the teams into different rooms and asked each to draw the other company’s organizational chart. The results were fascinating and often humorous—many participants couldn’t accurately identify roles or hierarchies in the other organization. This exercise highlighted gaps in knowledge and communication that we could then address collaboratively. We also worked on communication plans, a simple yet powerful tool. Different people prefer different methods of communication—some swear by Slack, others hate it. By aligning on preferred tools and creating escalation paths, we reduced misunderstandings and inefficiencies, setting the foundation for smoother long-term collaboration. ### Surprising results and long-term impact The outcomes of the Brightline workshop exceeded expectations. By the end of the three-day session, we had not only resolved immediate issues but also laid the groundwork for a stronger partnership. One of the most telling indicators of success was how seamlessly the teams integrated. Looking at a photo of the workshop, you wouldn’t be able to tell who worked for Siemens and who worked for Brightline—a testament to the unity we achieved. This methodology has since become a cornerstone of our approach to customer engagement. We now hold similar workshops monthly with customers, suppliers, and key partners across North America. The benefits are clear: faster problem resolution, deeper relationships, and tangible improvements in business outcomes. The Brightline experience demonstrated the power of collaboration, transparency, and trust. By bringing teams together in a focused and engaging environment, we transformed a strained relationship into a thriving partnership—a lesson that continues to shape how we do business. ## Results that redefine collaboration The results of our workshop methodology speak for themselves. The level of cross-organizational understanding we achieve during these sessions is nothing short of transformative. Communication improves across the board—from CEOs to on-site technicians. Decisions that previously took weeks or months are made in a matter of hours. This isn’t hypothetical; I’ve seen it happen time and again, across countless workshops over the past six years. For instance, during a recent workshop at a hotel in Santa Cruz, there were moments of tension—raised voices and heated discussions—but that’s part of the process. By the end of the session (which ran over by nearly two hours), the customer remarked that we’d resolved an issue they’d been grappling with for six months. We saved significant time, strengthened relationships, and capped the day off with a shared celebration over beers. The culmination of these sessions often leads to the creation of a single mission statement—a unifying vision that everyone, from both sides, commits to. At the Santa Cruz session, every participant signed the mission statement, symbolizing collective ownership and accountability. In one particularly memorable case, a customer arrived at a follow-up workshop two years later with the sticky notes from the original session, rolled up and ready to revisit. That level of commitment and continuity is rare—and it’s proof of the lasting impact these workshops can have. One team, one mission A hallmark of this approach is creating an environment where roles and hierarchies blur. By the end of the workshop, you can’t tell who’s who. People shed their corporate badges—both literally and figuratively—and work together as a single team. Whether it’s through shared problem-solving, a team-building ropes course, or casual downtime, these sessions foster a culture of unity and trust. ### Transforming the way we work The workshop method has become a cornerstone of how we engage with customers, suppliers, and partners. It’s a powerful tool that fosters collaboration, accelerates problem-solving, and builds lasting relationships. Whether it’s creating a shared mission statement, resolving months-long issues in a single day, or simply gaining a deeper understanding of each other, the results are consistently impactful. By embracing transparency, play, and collaboration, we’ve redefined what it means to work together. This approach has not only transformed strained relationships but also set a new standard for how we approach customer success. If there’s one takeaway from this journey, it’s that the best solutions come not just from working hard—but from working together. ### How to transition from education into customer success (and the skills you need) URL: https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/ Last updated: 2025-02-24T15:28:33.000Z If you do so much as a quick Google search, you’ll find many stories about people taking the education-to-customer-success pipeline. But why is this? And what are the skills that make it so common.. and *how* do you do it? These are the questions we’re hoping to answer today. Specifically, in this article we’ll cover: - [Why transition to customer success](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/#why-transition-to-customer-success?) - [Notable transferable skills](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/#notable-transferable-skills) - [Key differences between the professions](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/#key-differences-between-education-and-customer-success) - [Skills to develop before making the transition](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/#skills-to-develop-before-transitioning-into-customer-success) - [5 steps to transition into customer success from education](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/#5-steps-to-transition-into-customer-success-from-education) Let’s get going. ## Why transition to customer success? So, the first thing to address is why should this [transition](https://www.customersuccesscollective.com/transitioning-from-a-non-cs-background-into-a-customer-success-role/) be made in the first place. We’ve already said it’s quite a common pipeline, so what motivates these career shifts? As with most career changes, the motivation can be anything from work-life balance to exploring your [transferable skills](https://www.customersuccesscollective.com/skills-for-future-customer-success-leaders/), but why are teachers choosing customer success? Customer success is similar to teaching in that it nurtures growth and learning within customers. While in the classroom, educators guide students toward their academic goals, customer success professionals do something similar. Instead of textbooks and lesson plans, [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) work with products and services. The "students" become valued clients, each with unique objectives and challenges. In essence, the core of the work within these two roles remains similar. In many ways, customer success almost feels like teaching on a grand scale. --- --- It’s all about finding where you fit. **Megan Wardwell** said regarding her own [transition to customer success](https://teachercareercoach.com/teacher-to-edtech-customer-success/): > *“I realized that my work-life balance was all out of whack and just something had to give. And knowing that I kind of always had in the back of my mind I wasn’t happy with where I was teaching. I was trying to find that place. And I knew that I needed to make some kind of a change, in order for myself to stay sane. Because with everything going on in my life things were kind of turbulent.”* So let’s look at why customer success comes up as a common career transition for teachers. It’s all about the transferable skills... [Transitioning from a non-CS background into customer successTaking the first step in your customer success career is an experience every CS professional takes at one time or another. No one’s born into a job (trust-fund babies aside), and most are likely moved around until they find the right fit.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-171.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/pexels-photo-258510--1---1---1---1-.jpg)](https://www.customersuccesscollective.com/transitioning-from-a-non-cs-background-into-a-customer-success-role/) ## Transferable skills needed When it comes to customer success, teachers are particularly adept at the role because it works well with the skills they’re already well versed in. Things like: - [Communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications) - Problem-solving - [Adaptability](https://www.customersuccesscollective.com/adapting-your-customer-success-strategy-through-times-of-change) - [Project management](https://www.customersuccesscollective.com/the-best-project-management-tools-for-customer-success-leaders) - [Leadership](https://www.customersuccesscollective.com/state-of-customer-success-leadership) - Instructional design - [Empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) - [Training](https://www.customersuccesscollective.com/the-advantages-of-embedding-training-and-services-in-software-deals/) and [onboarding](https://www.customersuccesscollective.com/10-best-practices-to-nail-for-seamless-customer-onboarding/) - [Creativity](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences) - [Strategic planning](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) - [Accountability](https://www.customersuccesscollective.com/why-customer-accountability-is-key-to-your-customer-success-strategy/) As you can see, there’s a lot of crossover. But which are the most important? We’d say the three top transferable skills are: ### 1\. Project management This one is an easy top pick. Teaching roles are always juggling a variety of different goals within the classroom and customer success is no different. The main difference here is that customer success deals with more open-ended timelines. Where teachers are beholden to term times and exam seasons, [customer success projects](https://www.customersuccesscollective.com/the-best-project-management-tools-for-customer-success-leaders/) can work consistently throughout the year (and into future years too!). ### 2\. Training and onboarding Those first few months of a new year are the most important when making students feel comfortable in school and making it a safe place to learn, make mistakes, and grow. The same goes for customers; working with customers through the first few months with a new product or service will ensure that they’ll remain with you for a long time. ### **3\. Empathy** As with teaching, customer success professionals tend to be the first point of contact for [regular customers](https://www.customersuccesscollective.com/making-your-customers-your-growth-priority/) (i.e. students) and trickier customers (i.e. parents!). Listening, engaging, and relating to the issues brought to you will make you skilled in understanding how to solve each issue so all parties are happy. ## Key differences between education and customer success Education does have its differences to the customer success field, namely in that CS is built within business structures. They have different goals, though they may go about achieving them in similar ways. ****Remember,** CS is still involved in the business cycle and funnel with the main goal of making a profit and ensuring lasting and successful sales. This is different from the goals of teaching, but as we mentioned in the previous section, teaching has a strong set of transferable skills to set you apart from the rest. (The same might not be true for the reverse.) So, let’s lay out the most important differences: ### 1\. Primary goal As we’ve said, education aims to impart knowledge and develop skills. While customer success secondary goals may align with this too, the primary goal of a CS manager is to ensure customers achieve their [desired outcomes](https://www.customersuccesscollective.com/the-csm-transforming-clients-into-passionate-brand-advocates/) with a product/service. ### 2\. Motivation Education is utilized by students for personal growth, career preparation, and other certification. While CS may align with this when working in edTech companies, the general motivation for customer success is to maximize value from a purchased product/service. ### 3\. Measurement of success This is an area where many teachers may need the most adjustment. In education, success is based on things like grades, test scores, and skill demonstration. Customer success metrics will include things like customer retention, satisfaction, and product adoption rates. This data won’t be something usually applied to education, so this is an area that those aspiring to become CS professionals may benefit from learning a bit about prior to their new role. [![2024 Customer Success Salary Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/CSC_Salary_Survey_Article_2024--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-salary-survey-report/) ## Skills to develop before transitioning into customer success So, we’ve said how some parts of the role may be different, but what skills should those currently in education be working on before making the transition to customer success? ### Business analysis Teachers transitioning to customer success need to understand how businesses operate and make decisions. Not only do you have to understand the information you’re getting from customers, data, and other parts of the business, but you also have to be able to analyze this information and make informed decisions. Getting well-versed in this type of analysis will enable you to identify customer needs and pain points (and patterns within them), align these solutions with overall business goals, and provide actionable insights to other teams and stakeholders. ### Business acumen Moving into the business space is daunting no matter when you make the leap. Understanding how individual businesses work, and how they interact with the market as a whole is vital. Teachers should also take the time to learn about the most common business models they could come across, as well as the most common industries that use customer success. On top of all this, there’s knowing the lingo. Business speak comes with a lot of acronyms and jargon that can be difficult to keep up with when you’re hearing it in a casual conversation for the first time. But you’ll have to know these if you want to make client conversation as smooth as possible. Another important role of developing this skill is that it’ll help you recognize the role your product or service has within your industry of choice, how it helps clients, and how it’s different from any competitors. ### Data modeling In customer success, [data-driven decision-making](https://www.customersuccesscollective.com/visualizing-success-how-effective-data-visualizations-can-drive-action/) is key. Customer success goes beyond mere analysis; you’ll have to be able to create frameworks to track things like customer health and success metrics. Data modeling is vital to understand if you want to create frameworks that, well, work. [Data modeling ](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/)is also a skill that develops your ability to predict customer behaviors. Working on this skill will make it that much easier to identify at-risk accounts and act accordingly. [How systems and data play a pivotal role in CS OperationsIn this article, I’m going to go into detail looking at my customer success journey so far; the data points to track and the benefits of leveraging them in your CS operations; the building blocks of customer success systems and data; how to maximize data to drive further success for customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-27.png)Customer Success CollectiveMinna Vaisanen![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1610337673044-720471f83677--1---1-.jpeg)](https://www.customersuccesscollective.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/) ## 5 steps to transition into customer success from education So, you want to transition into customer success? If you’ve worked in education, you’ll find a lot of overlap in the skills required for these positions. But once you’ve decided to transfer into customer success, what steps should you take to ensure you’re entering the role in the best possible way? We’re going to take you through the following five steps: 1. Identify transferable skills 2. Research the industry 3. Network 4. Research role variations 5. Get hands-on experience Let’s get going. ### 1\. Identify transferable skills The first step will be to get as much clarity on the skills needed for the customer success role and identify which ones you already have in your toolkit. As we covered in the first part of this article, there is a surprisingly large crossover between education and customer success, and the transition between the two is fairly common. Educational positions do a lot to set up some of the more complex skills required of a customer success manager, so you’ll be able to rule out the skills you already have and focus on the ones you need to make your transition a success. ### 2\. Research the industry As with any industry, customer success has its own nuances, quirks, and ways of working. You’ll want to have even just a basic understanding of what to expect before applying for any positions. Absorb as much information as possible, whether through books, [podcasts](https://media.thealliance.io/podcasts/?filter=podcast-filter-community-csc), [blogs](https://www.customersuccesscollective.com/content-hub/?filter=articles), or more. One of the best ways to do this is to listen to people currently in the industry. There are a few ways to go about this. **a) Ask directly.** Use [LinkedIn](https://www.linkedin.com/company/customersuccesscollective/), Reddit, or other forums (like the [CSC Slack Community](https://www.customersuccesscollective.com/customer-success-community/)) to talk to people already in the industry. Most people will be very willing to take the time to chat with you and answer any questions you might have. This is their passion, so take the opportunity to learn as much as possible. **b) Sign up for courses.** Whether it's a short skill courses on LinkedIn, or more comprehensive ones ([like those we’re known for!](https://learn.customersuccesscollective.com/courses)) ### 3\. Network The fantastic thing about conducting research is that it automatically begins connecting you to others within the industry. Your network is already beginning to form! Talking with others via [LinkedIn](https://www.linkedin.com/company/customersuccesscollective/) or on [forums](https://www.customersuccesscollective.com/customer-success-community/) means you’re already integrating yourself into the conversations going on. **a) Attend in-person events.** Face-to-face interactions are a fantastic resource that is becoming less common in the current digital age, but it’s events like this that’ll give you a truly authentic feel of the industry as it currently is. **b) Attend virtual events or webinars.** Even if there aren’t any customer success events in your area, there are always virtual events going on in the industry. [CSC has regular webinars](https://live.customersuccesscollective.com/) where a single CS professional will talk about a specific topic. We also have [full-on virtual events](https://live.customersuccesscollective.com/), where you’ll have a whole day's worth of talks and Q and A’s to be a part of. Looking for an event in your area? Our global event calendar shows all upcoming and future events over the next year. [![Customer Success Summit World Tour](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/Screenshot-2025-01-09-at-17.39.40.jpg)](https://events.customersuccesscollective.com/) One thing to do more of, once you’re familiar with the industry as a whole, is to work on presenting yourself. Think about how your profile on LinkedIn showcases your strengths, how it highlights your interest and passion for the customer success industry, and how you’re working toward a future transition. **Julie Raeder, Customer Success Manager at SendSafely,** talked through [her own transition](https://www.csinsider.co/email/from-teaching-to-customer-success) into customer success and recommends using a story to showcase your strengths: > *“Your LinkedIn profile should act as your resume. People view it when you network with them and engage with their posts. Make it POP. Make it YOU \[…\]* > > *"Write an engaging about section. Use this section to tell your story and pique people’s interest. The first few lines of my LinkedIn summary act as the 'hook,' driving people to click to 'see more.'* > > *"But don’t stop there! They should be compelled to read every line. By the end of your about section, they should understand your story but want to know more.”* ### 4\. Research role variations There isn’t just one kind of customer success role. To name just a few, customer success includes titles like: - Customer success manager (CSM) - Customer success representative (CSR) - Customer success analyst - [Customer education](https://www.customersuccesscollective.com/the-power-of-customer-education/) specialist - [Customer success operations manager](https://www.customersuccesscollective.com/customer-success-operations-job/) - Customer success specialist - Customer success coordinator - [Customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) manager Just to name a few. And on top of this, each of these roles will change depending on the type of business they’re working with. It’ll be influenced by things like: - Type of product (physical, [SaaS](https://www.customersuccesscollective.com/customer-success-tips-to-make-your-saas-product-stand-out/)) - Type of customer ([B2B](https://www.customersuccesscollective.com/how-customer-success-drives-b2b-growth-insights-from-a-ceo-video/), B2C) - Size of business ([start-up](https://www.customersuccesscollective.com/why-startups-suck-at-customer-success/), enterprise) - Rate of business growth Now that’s a lot of factors to consider, so do your research on as many as you can, and then pick the ones that seem right for you. Start with just one or two to become really familiar with, and then go from there. ### 5\. Get hands-on experience Experience is the key to the game. While getting credits and certifications is vital to this transition, you’ll want to back up all you’ve learned with some hands-on experience. Moving into a completely new industry is a challenge because of the nature of having to essentially "re-spec" your skills and experiences to cater toward this new role. So, in order to get your foot in the door for paid work, take a little bit of time to assume volunteer or freelance roles. Even just a two-week internship can go a long way to giving you the credibility you need to begin applying for these roles. --- ## Let's help you get that customer success job of your dreams If you're looking for a way to tone your [customer success skills](https://www.customersuccesscollective.com/realize-your-customer-success-transferrable-skills-with-ryan-noakes/) before diving into the role itself, we've got just the thing. Crafted with some of the brightest and most experienced minds in the industry, our [**Customer Success Core: Certified**](https://learn.customersuccesscollective.com/course/customer-success-certified-core) program has been designed to equip you with the skills and knowledge needed to set you and your customers up for success. **By the end of this course you'll be able to:** - Understand metrics - Advocate for customers - Build a CS strategy Sounds good? [Level up](https://learn.customersuccesscollective.com/course/customer-success-certified-core) *P.S. Looking for something a bit more specific? We've got a* [*ton of courses*](https://learn.customersuccesscollective.com/courses) *for each of the main parts of the customer success role.* ### Customer success vs. experience: Metrics that matter URL: https://www.customersuccesscollective.com/customer-success-vs-experience-metrics-that-matter/ Last updated: 2026-03-02T10:34:50.000Z Customer experience is an essential element of [customer success responsibilities](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) and their focus when it comes to business success. Still, customer success is not the be-all and end of all customer experience knowledge. A huge variety of departments works on improving and prioritizing customer experience at different levels and in different ways. As such, what should customer success prioritize and monitor when it comes to their [department goals](https://www.customersuccesscollective.com/fall-in-love-with-your-professional-growth-this-valentines-day/) within the experience umbrella? That’s what we’re here to explore. In this article, we’ll: - Define customer success and customer experience. - Finalize the differences between the two. - Discuss the most appropriate metrics for CS and CX to monitor. - Conclude with how to align these metrics with other CS metrics. Let’s begin. ## Defining customer success and customer experience ### Customer success definition **Customer success (CS)** is a proactive approach where businesses help customers achieve their desired outcomes while ensuring a [positive experience](https://www.customersuccesscollective.com/elevating-customer-experiences-with-tailored-journeys/) throughout their journey. It focuses on guiding customers toward long-term success and value realization with a product or service. ### Customer experience definition **Customer experience (CX)** refers to the overall perception and feelings a customer has during their interactions with a brand, from first contact through the entire relationship. It emphasizes ease, satisfaction, and emotional connection throughout the [customer journey](https://www.customersuccesscollective.com/the-customer-journey-from-onboarding-to-alignment-q-a-with-simpo/). ## Core goals of customer success and customer experience ### Core goals of customer success (CS): Customer Success and Customer Experience serve distinct yet complementary roles in business growth and retention. Customer Success teams focus on: - **Driving measurable outcomes**, ensuring clients achieve their business objectives through product utilization. - **Provide proactive guidance**, education, and strategic support. - **Cultivate long-term relationships,** leading naturally to [renewals](https://www.customersuccesscollective.com/driving-top-renewal-rates-and-hitting-cs-expansion-targets-video/) and expanded service adoption. --- --- ### Core goals of customer experience (CX): Customer Experience operates at a broader level, orchestrating consistent interactions across all business touchpoints. This discipline emphasizes: - **Emotional and functional satisfaction** throughout the customer journey, and reducing friction points that could impede value realization. - **Combining data-driven insights** with empathetic service delivery. CX teams create the foundational elements that enable Customer Success to thrive. Together, these functions transform satisfied clients into vocal advocates, establishing a sustainable cycle of growth through authentic relationship building and demonstrated value delivery. If this is the case, and CS and CX work are so closely interwoven, why is it important to understand these disciplines as two distinct entities? ## Why the distinction matters Let’s have a look at how these disciplines interact differently with the business segments and priorities they inhabit. ### Growth: Business growth thrives when both customer success and customer experience work in harmony, but they contribute in distinct ways. **Customer success** fuels growth by ensuring customers achieve their desired outcomes, often leading to upsells, cross-sells, and expanding account value. **Customer experience** propels [growth](https://www.customersuccesscollective.com/people-powered-growth/) by creating memorable, positive interactions that encourage repeat business and attract new customers through word-of-mouth. While success focuses on long-term results and milestones, experience amplifies the emotional connection with the brand, making it easier for growth to happen organically. [People-powered growthMany businesses that claim to be people-powered fall short of the mark. Why? Because their growth as a business doesn’t align with the growth of their team. Instead of investing in their current team, they bring in outside talent to drive business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-168.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1548705085-101177834f47--1--1.jpeg)](https://www.customersuccesscollective.com/people-powered-growth/) ### Retention: **Customer success** excels at retention by proactively guiding customers to value, ensuring they see continuous success with the product or service. Think of it as the personal trainer ensuring you hit your fitness goals with the right support and advice. **Customer experience** influences retention through seamless interactions, intuitive service, and consistent positive engagements. A great CX makes every touchpoint—whether it’s using the product or getting support—so effortless that customers have little reason to leave. ### Loyalty: **Customer success** drives loyalty by delivering consistent results and helping customers reach their goals while showing continuous value. When customers feel supported in achieving their objectives, they’re more likely to advocate for the brand. **Customer experience** creates loyalty by crafting emotional connections. ### Revenue: **Customer success** drives revenue by maximizing the value customers gain from a product, leading to higher retention rates and expansion opportunities like upsells and renewals. The proactive nature of success management turns satisfied customers into long-term revenue streams. **Customer experience** impacts revenue by reducing churn and increasing customer satisfaction—ensuring customers not only stay but spend more willingly. A positive experience often translates into a willingness to explore new products or services from the same brand. ## Key metrics for customer success vs. customer experience Metrics tell the real story behind customer relationships. Whether you're measuring the effectiveness of your customer success strategies or evaluating the quality of customer experience, the right data can be your secret weapon for growth. Let’s break down the essential metrics for both areas and how they fuel business performance. ### **Customer success metrics** **Net Promoter Score (NPS)** NPS isn’t just a number—it's a pulse check on customer loyalty. This loyalty metric asks a simple but revealing question: *"On a scale of 0 to 10, how likely are you to recommend us to a friend or colleague?"* ***NPS = % of Promoters – % of Detractors*** A high NPS indicates strong advocacy, while a low score can reveal dissatisfaction early. Promoters often become your best marketers, while detractors may need extra attention before they churn. NPS does more than reveal feelings; it helps you identify promoters who can become brand advocates and detractors who need more attention. **Customer Health Score (CHS)** The Customer Health Score is the crystal ball for retention. It’s your early warning system for retention risks. It aggregates multiple data points, including: - Product usage frequency - Support ticket volume - Renewal likelihood - Customer feedback trends These data points then give you a proactive read on a customer's likelihood to renew or churn. A healthy score means customers are thriving; a low score? Time for intervention. Proactively managing CHS allows customer success teams to get ahead of issues before they impact retention. **Expansion revenue** Revenue growth doesn’t stop after the initial sale. This metric tracks how much additional revenue comes from existing customers through: - **Upsells:** Increasing the value of the current plan. - **Cross-sells:** Adding complementary products or services. - **Feature upgrades:** Expanding feature access based on needs. If your expansion revenue is climbing, it means customers see increasing value in your offerings—a win-win for retention and revenue growth! **Time-to-Value (TTV)** TTV measures the speed at which a new customer sees tangible value from your product or service. ***TTV = Time from Onboarding Start → First Value Realization*** The faster a customer experiences value, the better. TTV is critical for assessing the effectiveness of your onboarding process. A shorter TTV boosts retention, as customers are less likely to disengage early. A shorter TTV means faster wins, creating positive momentum early in the relationship. Onboarding speed directly impacts retention—when customers experience value quickly, they’re more likely to stick around. ✅ **Key Insight:** If TTV is too long, consider refining your onboarding process with clearer milestones or faster wins. ### Customer experience metrics **Customer Satisfaction Score (CSAT)** CSAT measures how satisfied customers are with a specific interaction—like a support call or product purchase. By asking, "How satisfied were you with your experience today?" you capture real-time feedback on individual touchpoints. 🔑 **Scoring insight:** - **80%+**: Excellent! Your experience design is working. - **60-80%**: Room for improvement—time to dig deeper. - **<60%**: Time to identify friction points. This metric is perfect for pinpointing satisfaction at **specific touchpoints** rather than the overall relationship. High CSAT? Your experience design is working. Low CSAT? Time to pinpoint where friction is creeping in. **Customer Effort Score (CES)** Nobody likes jumping through hoops to get help. CES measures how easy or difficult it is for a customer to complete a task, like resolving an issue or making a purchase. - **Low Effort = Higher Loyalty** - **High Effort = Frustration and Churn Risk** CES can be tracked with a survey question like: *"On a scale of 1 to 7, how easy was it to resolve your issue today?"* The lower the effort, the happier (and more loyal) the customer. CES is a direct predictor of churn—when experiences feel effortless, customers stick around. **Customer Lifetime Value (CLV)** CLV measures the total revenue a customer generates throughout their relationship with your brand. ***CLV = (Average Revenue per Customer) x (Customer Lifespan) – Acquisition Cost*** CLV provides the **long-term financial impact** of keeping a customer. The higher your CLV, the more effective your customer retention and expansion strategies are. **Churn rate** Churn rate measures the percentage of customers who stop doing business with you over a given period. ***Churn Rate = (Lost Customers ÷ Total Customers) x 100*** High churn could signal: - A poor onboarding experience. - Lack of perceived value. - Negative support experiences. High churn is a result of poor experiences, lack of value delivery, or unmet expectations. If churn is rising, it’s a sign to revisit both your **customer success strategies** and **experience touchpoints** to identify gaps. [Churn calculator: how to calculate customer churnIn today’s highly competitive business landscape, understanding and managing customer churn is crucial to a company’s long-term success. But calculating churn isn’t a case of highlighting what’s wrong with a company. It’s not all doom and gloom – far from it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-169.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1635070041078-e363dbe005cb-1.jpeg)](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) ## How to align success and experience metrics The first step to alignment? Break down the data walls. As we’ve shown above, most experience and success teams track different performance metrics; while both sets are valuable, they tell different sides of the story. When you **centralize this** data, you ensure that both teams can access a shared view of the customer journey. Consider using a **single dashboard** where both CS and CX metrics live side by side. This ensures everyone—from marketers to success managers—understands when a customer is satisfied, *why* they feel that way, and how it ties back to their long-term success. Here’s why this collaboration works. Take the [**Net Promoter Score (NPS)**](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/). While CX teams might use NPS to gauge how satisfied customers feel after a recent interaction, CS teams can leverage the same score to identify long-term brand advocates primed for expansion opportunities. Or consider **Customer Effort Score (CES)** and [**Time-to-Value (TTV)**](https://www.customersuccesscollective.com/time-to-value-ttv-framework/). A low CES (indicating a smooth onboarding process) can directly impact a shorter TTV. When onboarding is frictionless and intuitive, customers are more likely to see value faster. By combining metrics like this, you can paint a fuller picture. ## Benefits of a unified approach When success and experience metrics join forces and use a **unified metrics approach,** it provides clarity for both teams, making it easier to identify: - **Early churn risks:** Spot at-risk customers who may be struggling despite frequent product use. - **Revenue expansion opportunities:** High NPS alongside strong usage metrics? That’s your cue for upsell conversations. - **Consistent brand experience:** Maintain alignment between onboarding, support, and ongoing relationship management. Ultimately, **collaboration between CS and CX** leads to a win-win: satisfied customers who see continuous value and a business that enjoys stronger retention, loyalty, and revenue growth. [Why you should align customer success, marketing and salesCustomer success is preoccupied with nurturing its current customers, rather than seeking out new customers. While being distinct with different objectives, there is an intersection between customer success, marketing and sales: they’re all customer-centric fields.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-170.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/align--1---1-.jpeg)](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) In the end, it’s not a question of *either/or*—businesses see the best results when both strategies are aligned, creating a holistic approach where customer success drives outcomes and experience drives motional engagement. ## Ready to learn more on metrics? With metrics working hand in hand with department success and collaboration, having an intimate knowledge of which metrics suit your team and company needs. Which is where our Customer Success metrics ebook comes in as a handy helper! Just a few click, and you'll be well on your way. [Nab a copy](https://productmarketingall.typeform.com/to/hrDkjhWP?ref=customersuccesscollective.com&typeform-source=www.customersuccesscollective.com) ### Account research template URL: https://www.customersuccesscollective.com/account-research-template-framework/ Last updated: 2025-01-27T11:44:33.000Z ## What is a customer account research template? Our customer account research template has been designed to guide sales professionals in gathering and organizing critical information about potential customers. The template simplifies the process of researching new accounts, helping CS teams focus on the most relevant details to understand the customer’s business, strategy, and needs. It's particularly valuable for account managers, CS professionals, sales representatives, and business development teams looking to tailor their approach to each client. ## How to use the account research template: 1. **Gather information**: Use the template to collect and organize data on each potential account. Fill out each section with as much detail as possible. 2. **Analyze and strategize**: Review the collected information to identify key insights and opportunities. Use these insights to tailor your sales strategy, ensuring it aligns with the account’s goals and addresses their specific needs. 3. **Prepare for meetings**: Before engaging with the account, consult the template to refresh your knowledge of their business and strategy. This preparation enables you to have informed, value-driven conversations. 4. **Update regularly**: Keep the template updated as you gather new information or as the account’s situation evolves. This ensures that your approach remains relevant and effective. The account research template helps you build a deep understanding of each potential customer, enabling you to create targeted, impactful sales strategies that resonate with the client’s unique challenges and objectives. ## Download your account research template ![Account research template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/account-research-template.png) [Account research templateAccount research template.pdf58 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/01/Account-research-template.pdf "Download") [Account research templateAccount research template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2025/01/Account-research-template.docx "Download") [Account research templateAccount research template Researching a new potential customer can be a daunting task. How do you get started and what do you need to know? Don’t panic - this account research template will help you find and target the right people. \[Account Name\] Account overview Business model and ind…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-44.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJdFlzUus_1iBxgZO8KUTYRAcJWZYzWvDRYYh3iY7q8XrGqTAj1ch8tXcXcsHOkrwycsUkZFzqvaSGtDNkEv8W00NONb6VR6LAqLE4l5POafM9kbUk-w1200-h630-p)](https://docs.google.com/document/d/1Xeo-hPGoaYZCo55tg%5FKbFpiXZ4r3-sW76Ohm2-xZG0U/edit?tab=t.0#heading=h.sacb774069pb) _This post is for subscribers only._ ### Confessions of a reluctant revenue owner URL: https://www.customersuccesscollective.com/confessions-of-a-reluctant-revenue-owner/ Last updated: 2025-01-22T20:23:33.000Z Alright, alright – the debate is officially over. For the past couple of years (maybe longer?), the [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) community has been in a heated battle about whether or not we should drive the [revenue](https://www.customersuccesscollective.com/who-should-own-revenue-for-existing-customers-video/) train. I’ve been part of countless debates, meet-ups, webinars, and trainings where the pros and cons of [CS owning revenue](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) were discussed endlessly. CS purists argue we should focus on traditional "core" responsibilities – [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), [advocacy](https://www.customersuccesscollective.com/customer-advocacy-template-framework/), and goal attainment. However, with the rise of more CS departments sitting closer to CROs and CFOs, many CS pros began advocating for more entrepreneurial responsibility to stay relevant and truly guide a customer-centric product. According to the [State of Customer Success Report 2024](https://www.customersuccesscollective.com/state-of-customer-success-report/), over **75%** of all CS professionals are responsible for some area of financial expansion, and nearly half of us own [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), [cross-selling](https://www.customersuccesscollective.com/cross-selling-email-templates-framework/), and [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/). [![State of Customer Success 2024](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/Does-customer-success--1-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report/) Source: State of Customer Success 2024 Around **20%** reported that revenue was teed up to a completely different group in the company. Given the trend over the past few years, that **20%** is set to shrink dramatically as more companies see that [revenue generation](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) comes from [long-standing customer relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/). [**Shantel Love**](https://www.linkedin.com/in/shantellove/)**, Global VP of Customer Success at Pearson,** sums it up by saying: > “In the orchestra of business, every employee holds an instrument of sales – from the first note of customer onboarding to the sustained harmony of renewal. Customer success isn't just a department, it's the entire melody of organizational growth.” The debate is over, and here’s the verdict: [we are *revenue generators*](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) – so all aboard the Expansion Express. I suggest we start in the bar car, with snacks. Let me be crystal clear – I was one of the *last* people to hop on this party train. I didn’t want to! I moved away from account management because selling just isn’t my jam. Money matters? Nope. I just like making customers happy. (Yes, I hear the irony… hang tight.) I had all the same objections as everyone else: it’ll hurt rapport with customers, we won’t have time to advocate for them, we’ll step on our sales team’s toes, and we won’t have the tools, the time, or the expertise. And… I didn’t want to! So trust me, I get the hesitation. But here I am, sitting at the caboose of the Profit Gain Train, and I’ve got some lessons to share about what I learned and how I ended up coming around. Here’s my story of being dragged, kicking and screaming, into owning the numbers… [Who owns customer renewals?The world is full of age-old questions that continually spark, often heated, debates. But to tap into one of the biggest quandaries of the SaaS zeitgeist… who should own customer renewals? Should it be sales? Customer success? Account management? Or perhaps a specialist renewals role?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-142.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Doodles-Text_--6-.jpg)](https://www.customersuccesscollective.com/who-owns-customer-renewals/) ## Welcome to the jungle My introduction to revenue ownership was… abrupt. Imagine a quick, no-fanfare, 10-minute call from leadership saying, "Congrats! You and your team now own renewals and upsells. Build a process for it." Pardon? "We’re moving this away from GTM, and it’s all yours." EXCUSE ME?! Your girl was not amused. Selling to customers had always been someone else’s circus – definitely not my monkeys. Sure, it affected CS, but it wasn’t our show. We tossed those messy contracts, discounts, and amendments over to [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) and washed our hands clean. We had our own priorities – chasing goals, advocating for customers, and pleading with our product team for features. Our team was working on the first baby steps of a consistent customer journey and standard offerings in preparation for building to scale. Adding a new and novel responsibility seemed like setting us up to fail by overfilling our plates. Being handed something you don’t understand – like a pet you never asked for – and being told to “keep it alive,” which is… not ideal. I threw a bit of a pity party, especially since our [CX department](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) was already in the middle of other major shifts. Again, your girl was not amused. [Does customer success get a commission for expansion revenue?Are customer success teams – who are bringing in revenue growth via account expansion for upselling, cross-selling and renewals – being compensated with a commission on these sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-143.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Do-Customer-Success-Managers-get-a-commission-for-expansion-revenue-.png)](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) ## Pardon our mess Our renewal process was a bit chaotic. We had three distinct [referral types](https://www.customersuccesscollective.com/customer-referral-tracking-template-framework/) and processes tied to different contract signing periods, making things unnecessarily complicated. This led to ambiguity on renewal close dates and how to get accurate data to the customer. In one case, we asked for a [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) almost a year too soon because we fat-fingered the date and didn’t have checks and balances to ensure our information aligned with our finance team. Oops. [Renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) were often delayed because pricing decisions rested entirely with busy salesfolks. This meant last-minute pricing, anxious customers, and missed upsell opportunities. Because really we want sales to ABC (Always Be Closing), not reviewing upsells worth 1% of the new contracts they can bring in! To speed things up, CS sometimes ended up discounting, removing [price increases](https://www.customersuccesscollective.com/price-increase-email-templates-framework/), or doing things for free —giving away revenue to keep customers happy. And our CS team didn’t have access to key tools for [revenue expansion](https://www.customersuccesscollective.com/foolproof-guide-to-secure-retention-renewals-expansion-video/) – no accurate contract values, no [templates](https://www.customersuccesscollective.com/templates-and-frameworks), and no insight into pricing, contracts, or negotiation options. At one point, I found a team member who actually didn’t have access to the space in the CRM where the contracts were – they had never needed it. Lack of training in selling meant email chains to customers that could rival *War and Peace*! Reiterations, clarifications, and corrections – all required more internal meetings and approval from outside the team before taking the next steps or responding to customers. Contacts who raved about our prompt and engaging responses were thrown off-kilter by the [stilted and delayed communications](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) that lacked confidence and certainty. This felt set up for failure from the jump, and there was a serious impact on the morale of the team as frustration and imposter syndrome started to creep in. Again… not amused. This chaos was my begrudging “ah-ha” moment. The process wasn’t great, and we were leaving a lot on the table for both our company and our customers. Customers were missing out on consistent and predictable expansion motions that would allow them to focus on goals and potential new functionality. The company was straight-up leaving money on the table in the form of apology discounts and missed upsells. I realized that my team was uniquely positioned to build a proper process and lead organic expansion. (But I still didn’t want to.) [Who should own the revenue for existing customers?Explore who should be responsible for generating revenue from existing customers. Learn how to align ownership for maximizing retention & growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-144.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/12-1.png)](https://www.customersuccesscollective.com/who-should-own-revenue-for-existing-customers-video/) ## Stringent objections I had the same objections as everyone else, but I had to figure out how to get my team (and myself) on board with this new revenue gig. ### Respecting rapport One of the biggest fears about CS owning revenue is that it will harm the relationships CSMs build with their customers. As veteran CS professional [**Johnathan Gray**](https://www.linkedin.com/in/johnathan-gray/) explained: > “Owning revenue raises valid concerns for customer success teams. One of the cornerstones of the CSM role is building authentic relationships based on trust and value realization, which could be compromised if customers begin to perceive us as salespeople in disguise.” And he’s not wrong, CS teams new to revenue ownership can make some missteps that will spoil hard-won rapport. But selling with a CS mindset can actually deepen those relationships. The CS team’s role is about empowering customers to achieve their goals, solve challenges, and derive value from the product. When you’re genuinely invested in a customer’s success, introducing options to solve those challenges is a natural extension of the partnership. Johnathan went on to say: > “Our ([CSM’s](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)) primary focus is ensuring customers achieve their goals with our product… CS focuses on the realization of the value for that revenue spent by clients.” Would you feel betrayed if your stylist recommended a new treatment to combat that dry winter hair? Of course not! It’s the same in CS. If a new product feature, training package, or expanded service can help the customer succeed, bring it on! Frame your conversations around honesty, value and transparency. If that’s how you come to customers then conversations on achieving their goals (even with an invoice attached) will demonstrate your commitment to their success. And, owning revenue provides opportunities to align more closely with the customer’s evolving needs. CSMs are staying attuned to their customers' progress, pain points, and future objectives, and can present relevant offerings at the right time. This proactive approach ensures the customer feels supported, understood, and seen, rather than pressured. [How to build lasting customer relationships | 6 strategiesLet the record state that being in a customer success role is not easy. You’re working with clients every day who vary in personalities, are from different organizational backgrounds, and are constantly coming to you for advice and best practices.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-145.png)Customer Success CollectiveErica Kennedy![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1606778303039-9fc1488b1d8a-1.jpeg)](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) ### Different (E)motions Speaking of “pressured”, another fear - talking money. Talking about money can be a little itchy for folks in roles focused on relationship-building. That’s because traditional conversations are “pitch-heavy” with a focus on closing deals and hitting quotas. But a CSM discussing money is an entirely different dynamic that calls for different delivery. Sales focus on potential—painting a vision of what could be. They highlight how the product might solve problems or open new possibilities. Once the contract is signed, however, customers are looking for something more – *they want results*. CS pros are equipped for this! CSMs base their recommendations on concrete data, past experiences, and the customer’s unique setup. Expansion conversations with CS feel less like a “pitch” and more like a logical next step in their journey. Forget “imagine the possibilities,” we’re coming in with “based on your current usage” and this data-driven, goal-oriented framing helps tee up expansions with which the customer can resonate. The customer sees the recommendation as an informed suggestion from someone who truly understands their needs, reducing resistance and fostering trust. That’s a different kind of sales motion. [Here’s why emotional intelligence will make you a better CSMWe’ve all heard about empathy in customer success, right? But EQ? That’s something that needs to be discussed more, and I believe it’s absolutely crucial in our field.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-146.png)Customer Success CollectiveJenelle Friday![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Jenelle-friday--1-.jpg)](https://www.customersuccesscollective.com/emotional-intelligence/) ## New stakeholder, who ‘dis? The final fear I needed to address was that in expansion sales, customer success teams often deal with different stakeholders than the initial sale. During the initial sales process, the focus is on executives or procurement teams with the authority to approve budgets and sign contracts. But we all know that some of these folks are not going to stick around for the real journey. Post initial-sale, the spotlight shifts to the end-users and department heads who are responsible for wringing success from your product in their daily work. These folks might not control the purse strings, but they do wield significant influence over the product’s success within their organization. They are the advocates for renewals, champions for adoption, and honest providers of feedback that guide opportunities. CSMs regularly engage with these stakeholders and understand how to bridge the gap between technical details and strategic objectives. Make sure to ask “How can we make you look good?” and show that you are there for everyone’s success, not just the C-suite. [A CSM’s guide to multithreading across stakeholdersA multifaceted strategy is about creating a web of connections that not only supports but also strengthens the customer journey. Christina’s tenure at LinkedIn has taught her the irreplaceable value of building robust relationships with various stakeholders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-147.png)Customer Success CollectiveChristina Parra![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--8---2--1.jpg)](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) [Multi-threaded and multi-tiered engagement](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) with various stakeholders uncovers cross-departmental opportunities. A feature that works well for one team might also benefit another, leading to conversations about expanding usage across the organization. Dig in and ask who *their* champions are in the company and how we help those folks as well. So crafting an approach based on the priorities of the stakeholders so that they *all* feel seen and empowered will lead to maximum potential. But you’re a CS pro, so you already know this. ## Take on me; take revenue on So, now we’ve come to it. You’ve crossed the Rubicon – congratulations! It’s time to make renewals, upsells, cross-selling, and referrals part of your CS motions. Let’s get those skills in place to do this right: ### Get leadership on the train If your leadership team hasn’t given you this mandate, you might need to guide them along the same path you just took. I mean, why does CS need to be involved in revenue at all? After all, Sales had that covered, right? Sales opens the door for revenue, but CS is where long-term profit lives. Speak to LTV ([lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/)) and the overall margin benefits of expansion over racking up more CAC (cost to acquire) debt. More and more [SaaS](https://www.customersuccesscollective.com/what-is-saas/) and tech companies are looking at LTV as a [metric of success](https://www.customersuccesscollective.com/customer-success-metrics/) over standard [NPS](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) and customer satisfaction because, hey, they might be “happy” and still [churn](https://www.customersuccesscollective.com/customer-churn/). A focus on LTV lets the CS team demonstrate what is a “good fit” customer and not just a “good enough fit” customer based on data. [**James Sanchez,**](https://www.linkedin.com/in/jasanc13/) **Manager of Customer Success at LeanLaw**, got leadership onboard with a big win! > “Several folks didn't even think CS could generate revenue. It was not even a consideration. But there was an internal shift to look more at expansion-related revenue and as a result, the single largest customer payout in the company's history came from CS – not sales. > > "For a scrappy, Series A start-up, this was what opened leadership's eyes to what we could do with even minimal tools." You can also talk to your sales team leaders about the benefit of faster, smaller initial contracts if there are CS expansion motions to collect that additional revenue down the road. Faster close times for sales might win you some friends! In short, convincing leadership to invest time, talent, and tools in CS may require some bold conversations. [How to break through the C-suite barrier and get buy-inBreaking through to the C-suite in any business function is often regarded as the ultimate milestone. For customer experience and customer success leaders, forging strong connections with the C-suite isn’t just beneficial – it’s mission-critical.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-148.png)Customer Success CollectiveRaymond Otero![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-break-through-the-C-suite-barrier-and-get-buy-in.png)](https://www.customersuccesscollective.com/c-suite-buy-in/) ### Borrow some bravado The first time I heard a sales partner just blurt out “But why?” in a call to a customer, I almost choked on my water. Sales were questioning the pushback on pricing, acceptance of a very necessary cross-sell, and why the customer was stalling. The sheer *boldness*, and around money no less, was a shocker and a learning moment. Pre- and post-contract sales motions are different, but your sales team has skills you can adopt. For me, it was their bravado. Salespeople bring a certain boldness to interactions that CSMs sometimes hold back – lean into that confidence! But your sales team can also show you how they are doing pre-sales value prop that you can adapt for customers and better manage and track your expansion pipeline. [Parul Bhandari](https://www.linkedin.com/in/parul-bhandari-1294488/), a CS leader who has built several teams from the ground up, learned from her sales team counterparts early in her career as a leader: > "In my first CS team, we tried owning renewals and frankly failed. The team was trained on the how and not the ‘what are my customers thinking’. > > “But, when a sales team member took over, I observed and absorbed their methodology. The next time I led a CS team, I developed a renewals methodology and training for the team, which helped them be better prepared and allowed us to crush our renewals and even dive into expansions. > > “The key was in the training, which sales teams get more of, and we can borrow." Plus, increased interaction with your sales or GTM teams will be a boon to the company as well. Companies aligning service and sales have a drastic increase in customer satisfaction that leads to up to a [sevenfold increase in customer retention](https://www.aberdeen.com/blogposts/divide-customer-service-marketing-costing-business/). A more cohesive journey for the customer means everyone wins. [Why customer success isn’t just a post-sale functionCustomer success can be incorporated before the point of purchase to maximize customer lifetime value, customer experience, and establish foundations for revenue growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-149.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--9--1.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ### “Clairvoyance” by way of data You’ve got something sales doesn’t usually have before the initial sale – actual usage data! This information, coupled with the rapport you have cultivated is the reason that revenue-focused organizations are leaning on CS to bring in the money. CS is responsible for holding the retention numbers that cross-sell and upsell are built on. According to [GainGrowRetain](https://gaingrowretain.com/kb/articles/220-6-reasons-why-2024-is-the-year-that-revenue-generation-will-be-hyper-focused-on-customer-success), a company’s revenue can increase anywhere between 25-90% by focusing on only 5% of customers. And who is going to know who is in that 5%? (That’s a rhetorical question... it's us!) Don’t start with a massive upheaval of your process, start with quick wins. Identify a few clear upsell opportunities from your current accounts – the things you know a customer needs, but you haven't pushed. Instead, exercise those money conversation muscles and get used to how you, your customers, and your product can positively introduce expansion. Then look for similarities across those customers, and use that insight to seek out more opportunities in your book. Over time, your team will become adept at spotting the right expansion moments. You will recognize the telltale signs of someone outgrowing the product as it is, *and* you’ll know how to address it with your product. Communicating to the customer from this vantage point will secure your rapport, despite the invoice. [5 ways to build a strong relationship with your customersThere are several strategies for retaining customers (many of which we’ve written about) that can help transform your bottom line, but today we’re going to focus solely on the importance of building lasting relationships with your customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-150.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/chris-liverani-9cd8qOgeNIY-unsplash--1-.jpg)](https://www.customersuccesscollective.com/5-ways-to-build-a-strong-relationship-with-your-customers/) ## Welcome aboard the Margin-Maker Express Congrats – you’ve made it. This is no small feat for CS pros and organizations making the leap. Look how far we’ve come! From reluctantly accepting this new role to embracing it as a core part of our CS contributions, it’s been a ride. Revenue ownership isn’t about sacrificing customer relationships or just adding to a CSM’s already full plate – it’s about leveraging those relationships to create sustainable, long-term success for everyone involved. Change is hard! But we can do hard things, and we can support each other along the way. So, fellow reluctant revenue leader, welcome to the caboose of the Expansion Express. It may not always be a smooth ride, but guaranteed, we’re on the right track. Plus, we’ve still got snacks. ### Why customer empathy is the key to building trust URL: https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/ Last updated: 2025-08-22T09:59:51.000Z While ‘empathy at scale’ is a beautiful tagline, it's a difficult problem to solve. Why? [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is all about ensuring that your customers succeed at using the products that you build. Every customer success professional should be committed to ensuring not only that their customers are able to get through the [onboarding process](https://www.customersuccesscollective.com/customer-onboarding/) successfully – but that they enjoy a [fruitful relationship](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) with your org for a long time. But that’s the most difficult task: how do you stay committed not only to your new customers but to those that you have been with for a long time? It’s a tricky topic, so here’s a breakdown of our main talking points: - [Why is customer success so important to us?](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale#why-is-good-customer-success-so-important-to-us/) - [The pros and cons of good customer support](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/#the-pros-and-cons-of-good-customer-support) - [Determining customer intent](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/#determining-customer-intent) - [Empathy in action](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/#empathy-in-action) - [What is the best customer service?](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/#what-is-the-best-customer-service) But before we dive in,here’s a little bit of background on myself and how we handle customer success at PayPal. ## What is customer empathy? Customer empathy is best thought of as the ability of customer success professionals to understand and share the feelings of their customers. It practice, involves striving to see a situation from the customer's perspective and understand why they feel or react in a certain way. For customer success teams, empathy is a critical skill. By putting ourselves in the shoes of our customers, [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) can better understand frustrations or roadblocks customers may be facing when using a product or service. They can pinpoint pain points in the customer journey and work cross-functionally to improve experiences. The benefit of building a more empathetic customer success team is that it will be more attuned to signs that a customer is unhappy or [at risk of churn](https://www.customersuccesscollective.com/customer-churn/). Ultimately, empathy allows customer success teams to build deeper, more loyal relationships with customers by making them feel heard, understood, and valued. This [drives retention](https://www.customersuccesscollective.com/customer-retention/) and growth over the long term. As I've seen on countless occasions, empathetic engagement is a hallmark of world-class customer success teams. ## Customer empathy in practice: the PayPal approach I’m privileged in my role to lead the customer success platform at PayPal. In that role, I serve many colleagues around the world. We're building technology to do exactly what the tagline says: **deliver empathy at scale.** For many people, PayPal is a button on our website. When they think about us, they think about a yellow button with ‘PayPal’ on it. But we’re much more than that. Our presence as a global financial service FinTech behemoth extends across various sectors: in-store, contextual commerce and eCommerce loyalty. You name it, we’re there. When it comes to online payments, PayPal has a huge global presence - we serve over 400 million customers around the world. ### Why is customer success so important to us? Of course, one of the principal goals of any organization is to grow and expand, and there are always plenty of opportunities for things to go wrong. With so many different customers depending on us, all with varying levels of needs, there’s a lot of potential for misunderstanding and miscommunication. For us, it all starts with being a customer-obsessed company. We have the privilege to serve millions of customers around the world, and we want to be worthy of that trust. ### What good customer success means to us But how do we earn that trust? We have to ensure that we’re giving customers a delightful experience right across their customer journey, which means we have to drive personalization at a scale that’s never been seen before. But what does that look like? Think about your best experiences using any product in the physical world. How does it feel when that person behind the register recognizes you and remembers you from previous interaction? There's a certain element of delight in that because you feel valued, and you feel like you really matter. But that kind of personalization at a scale - as broad as ours is - can be difficult. That said, we love a good challenge and this is a wonderful problem to solve. ### The importance of empowering customer success teams We want to be able to empower and excite our customer support teams. The fact is if they’re excited to serve the customers then that sense of delight transfers naturally to the customer experience. When everything goes well, that's obviously great and you’re going to talk about it, but the ones that are going to be memorable are the ones that you really had to struggle to get through the door. We want our customer support teams to feel empowered **by the struggle.** The best folks are those that feel motivated and empowered. ## The pros and cons of good customer support Building the infrastructure to connect customers to a customer support agent is costly. Not only that, there’re various hidden costs like: - The training costs of getting agents customer-ready - The cost of actually being on the call with a customer - The cost of repeating a contract if you can’t solve the problem completely All of this adds up to a model where we’re not getting the entire transaction value as profits that we earned, right? It's not a particularly profitable or efficient model at all. The flipside of this, however, is that you cannot avoid treating customers with empathy. By providing good customer support you maximize the potential for **loyalty** and **trust.** This prompts the question: how can we deliver the kind of empathy that generates trust, but also does so in a profitable, efficient way, and at scale? ## How to deliver customer empathy in the modern world In today's digital world, there’re multiple ways for you to reach a customer support team, especially if you go to the website of any company. PayPal is not any different. There’re a variety of pages where you can go search for your own help, or you can search for an FAQ page. Very often, a bot will be able to provide you with a solution to your problem. Or, if you really want to speak to a customer support agent, you can leave them a message and they will be able to get back to you when they can, or some platforms might allow you to have a live chat with an agent. Let’s break down these two channels here. 👇 ### Support bots Now, these obviously provide many benefits for an organization in terms of cutting costs and freeing agents up for more complex work. But is it always beneficial for the customer? Does it build loyalty and trust between the customer and the organization? Sometimes. But imagine you have an issue with payments, which is a pretty frustrating problem to have, what you get in response is a bunch of generic answers that aren’t really specific to your problem at all. Pretty frustrating, right? So, instead, you go to… ### A human agent So, you finally get to that human agent and they say, “How can I help you?” The problem is, you’ve already been asked this question over and over again. So, straight away, the relationship between the agent and the customer isn’t off to the best start. The major problem is that we’re not able to keep track of customer concerns from channel to channel. Support bots and human agents can both be utilized to provide good customer success practices, but the problem is that without having a way of tracking customer concerns, it’s hard for these two things to be in sync. ### How can we overcome this? Our solution to this is that we went to an omnichannel customer success platform. Here, our customers may be interacting with us on multiple channels, all the while we harness that information generated across all channels. You want customers to go seamlessly from one channel to the other, with no loss of information. This is an extremely customer-centric approach, right? And that’s obviously one of the key tenets and goals of customer success. Imagine how much you’re able to empower your human agents with all of that context. This is an absolute gift to customer success, where one of the best ways to really satisfy a customer is by getting as specific as possible. ## Determining customer intent We want to gain insights from customers as much as possible. In order to effectively sell our product to them, we have to know what the customer problems are. Problems reveal intentions and we can know how to pitch a solution around that intent. Our customer success platform can really allow us to provide consistently good customer support across the whole journey. This is obviously a huge layer of technology, and in order to support this, we want to have very strong foundational platforms e.g. ‘customer journey.’ ## Customer journey and specialized data management platform Customer journey is a platform where we stitch together all the different data points where the customer has interacted with PayPal broadly across all of our properties. Most crucially, it shows us where they’ve encountered difficulties along the way. This information helps us deliver a customer service decision-making platform where we’re able to take multiple streams of data, assess the best path we should take, and go down that path. Of course, in today's world, where life is increasingly digital, data is at the heart of every experience. We have a specialized data management platform through which we build this. ## Empathy in action Even before a customer is able to detect that there may be a problem, PayPal needs to be able to predict it and prevent it. When they reach out to us, the first port of call should be self-help, because that’s the fastest, most efficient kind of help we can provide. If we can offer the best self-help ASAP, we can provide the best experience for the customer. ### AI to the rescue? For all of this, [AI in customer success](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) is inevitable, but we can’t just rely solely on AI. AI and human beings should complement each other. AI should augment what humans begin, and the best way that it can really do this is by freeing human beings up to provide solutions to more complex problems. If you consider the sheer size of our organization, to deal with the number of customer concerns we have, should we increase our headcount and customer support proportionally? Not likely. Firstly, it's not operationally efficient. Secondly, pretty soon we’d be a customer service company, not a payments company. ### Conversational AI Our underlying technology should take over and help us with the scale, without having to constantly invest in an operational problem that’s going to keep growing bigger and bigger. Technology can really come to the rescue in that regard. With customer success, it's all about speaking to the customer, listening to the customer and understanding the customer. Conversational AI is such a huge player in this. That's the reason why you hear conversational AI as a term used heavily across the industry. This demonstrates that there are various ways in which customers can reach us through the internet, through web and mobile channels. They can come in through social messaging, and then they can come in through a messaging UI directly as well. They can also pick up a phone and call us. ### Automated agent The first port of call is going to be an automated agent which is empowered with conversational UI. The idea is to present this interface in as human-a-fashion as possible. This should be an interface that doesn't just sound human but is actually able to understand and process information. Ideally, it should be able to take every customer utterance and pick out the minute details in the conversation. ### Omnichannel platform All of these interactions have to be stored in the omnichannel platform as the customer goes from one channel to the next, but we don't want to lose this current context. The history has to be stored. The intent classification and detection have to be standard across all these channels. The natural language understanding platform that we build should not be built channel by channel, it should be the same one for all the channels. There should be an orchestration of the dialogue between the customer and all these channels that are as human as possible. So, let’s go back to basics for our final section… ## What is the best customer service? ### When customers don’t need to call you When your products are so simple, then customers shouldn’t need any help using them. Ideally, we’d like to be able to build products like that, but sometimes that’s simply not possible. At PayPal, the breadth of our product portfolio makes it inherently complex. Sometimes customers do need our help. The question is, can we find a way to use the data that we have from all the customer contacts that we can keep as our Northstar? How do we make our product so good that nobody needs to call us? That's the best customer service, in my opinion. ### Best product management To provide customer service that helps customers succeed, it's important for us to have the best product management and product practices in place. In our company, product managers constantly listen to customer service calls. Sometimes they do side-by-side sessions with agents where they're listening in and figuring out what the customer is asking. The feedback loop between our team and the core product team at PayPal is extremely important. As we move forward as a company, we want to build **customer contact propensity** as a key measure for any feature that gets built upstream in the product itself. When we build a product, we should be thinking not just about how the customers are going to use it, we should be thinking about what we’re going to do if a customer faces a problem using it. How can we prevent that problem before it actually happens? ## To wrap up ### Building a customer-centric culture It’s become a part of our culture at PayPal to build customer-centric products that’re already thinking ahead on what we do if a customer faces a problem. How do we make this easy to service? How do we make this product so easy that customer support agents will also be able to intuitively provide the kind of service that is needed? If customers are calling repeatedly for the same problem, eventually that’s going to erode customer confidence in our product. Once we detect the problem, we need to be able to solve it in a way that allows us to solve it for everybody. What I mean by this is, we have to be able to gain insights from a customer complaint and use them to anticipate solutions to other customer problems. That’s the key point, to end on. This is always a learning experience, and we’re always aiming to get better. Let’s do it together! ### Crack the code to customer health scores URL: https://www.customersuccesscollective.com/crack-the-code-to-customer-health-scores-video/ Last updated: 2025-01-02T15:41:20.000Z ## Looking for more on CS metrics? [Customer success metrics calculator | Free downloadA collection of ready-made calculators designed to help you measure and track key customer service and support metrics.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-165.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-success-metrics-calculator2.png)](https://www.customersuccesscollective.com/customer-success-metrics-calculator-framework/) [The Customer Success Metrics eBookYour customers and your business won’t be successful if you’re not incorporating metrics into your customer success strategy. There’s no point in customer success if you’re not being analytical and backing up your efforts with data gathered by metrics. Metrics matter, period.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-166.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Customer_Success_Metrics_Blog--1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-metrics-ebook/) [Understanding the critical customer success metricsLearn about the critical metrics for customer success. Discover key performance indicators to measure and enhance your customer success efforts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-167.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/37.png)](https://www.customersuccesscollective.com/understanding-the-critical-customer-success-metrics-video/) ### The rise of copilot and autopilot AI in customer support URL: https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/ Last updated: 2025-05-13T16:05:29.000Z [Customer support](https://www.customersuccesscollective.com/customer-support-manager/) is at a crossroads, and AI is the driving force behind this transformation. I’ve led product growth of complex B2B enterprise [SaaS](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) products at some of tech’s biggest companies, which has shown me how businesses grapple with evolving [customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/). But today, the advent of [generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) has skyrocketed innovation. Businesses are now rethinking how they [engage with customers](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/), streamline processes, and [deliver value](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/). AI customer support isn’t just a tool – it’s becoming a fundamental strategy. Imagine you’re on a flight. The pilot announces two options: “We can use [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) to assist me throughout the flight, or I can switch on full autopilot and join you for coffee in the cabin.” Which would you choose? In this article, I’ll dive into how [AI in customer support](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) is transforming every industry, focusing on the balance between “copilot” and “autopilot” functionalities, the rise of AI agents, and the strategies companies that use AI-generated customer support are employing to stay ahead. ## The growing demands on customer support ### What customers expect Today’s customers expect more than ever before. A recent [Salesforce study](https://www.salesforce.com/resources/research-reports/state-of-service/) revealed some staggering insights: - [**81%** of agents and **73%** of mobile workers](https://salesforce.com/blog/what-is-customer-experience/) say customers expect highly personalized interactions. - Yet, over [**50%** of customers](https://www.salesforce.com/uk/resources/research-reports/state-of-the-connected-customer/) feel that their experience is impersonal. This isn’t just a set of numbers; it’s a wake-up call for businesses. Customers want meaningful, seamless support – and they want it now. Whether they’re a small B2C consumer or a large B2B client, the expectation for personalized interactions transcends industries. But delivering on this expectation is easier said than done. [Why customer support is vital for SaaSHow do companies survive the risks of churn while maintaining pricing equilibrium to stay afloat in the market? Well, it all comes down to customer support, customer success, and their roles in fostering customer satisfaction.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-137.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Stock--4---1-.jpg)](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) ### The limits of traditional support For years, customer support has been built on rule-based systems and rigid processes. Companies set up sprawling teams with roles like technical account managers (TAMs), support account managers (SAMs), and customer success managers (CSMs). These structures aim to cover every touchpoint in the customer journey, but they often create confusion for customers. When I joined ZoomInfo, I saw this issue firsthand. The first onboarding email we sent to customers included five different contacts – each responsible for a specific issue. Imagine being a customer trying to figure out who to contact for help with a single email, much less remembering those details a month later. This highlights a critical flaw: traditional customer support puts the burden on the customer to navigate systems. Instead of focusing on their needs, customers are forced to figure out how to work within the company’s framework. ## The role of AI in customer support ### What is copilot AI? Copilot AI is designed to [work alongside human agents](https://www.customersuccesscollective.com/balance-between-tech-and-human-touch-during-onboarding/), enhancing their ability to solve problems efficiently and effectively. Think of it as a productivity booster that streamlines processes and supports decision-making. Here are some ways copilot AI works: - It provides agents with real-time [cheat sheets](https://www.customersuccesscollective.com/churn-rate-cheat-sheet-template-framework/), summaries, and relevant insights. - Tools like Salesforce Einstein or Zendesk Copilot use AI to recommend the next steps or suggest pre-written responses. - By [automating repetitive tasks](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/), copilot AI allows human agents to focus on complex, high-value interactions. Despite its benefits, copilot AI is primarily inward-facing. It’s focused on improving internal workflows and doesn’t fundamentally transform the customer experience. The human agent is still at the center of every interaction. ### What is autopilot AI? Autopilot AI represents the next step in the evolution of customer support. Unlike copilot AI, autopilot AI can operate independently, managing entire workflows and resolving issues without human intervention. Here’s what makes autopilot AI revolutionary: - It acts as a unified AI agent, interacting with customers across multiple channels. - It delivers consistent and context-aware responses, no matter the complexity of the inquiry. - It integrates seamlessly with specialized agents to handle niche or technical issues. Think of autopilot AI as an all-in-one solution that can handle a customer’s journey from start to finish. Companies like Sierra AI are already paving the way with unified systems that simplify and streamline customer interactions. This doesn’t mean humans are out of the picture – they’re still essential for oversight and escalations – but it does shift a significant portion of the workload to AI. [Transitioning from customer support to customer successYou’ve probably heard a few statements about how customer success is not customer support, and that’s correct. I spent the early years of my career in customer support, and I can confirm they are distinct.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-138.png)Customer Success CollectiveChinelo Diejomaoh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--25---2-.jpg)](https://www.customersuccesscollective.com/transitioning-from-customer-support-to-customer-success/) ## The challenges of implementation ### Case study: Airline chatbots During a recent flight, I encountered a frustrating issue that highlighted the limitations of current AI systems. My first flight was delayed, and I wanted to know how canceling one leg of my trip would impact the rest of my itinerary. The airline’s chatbot offered generic, scripted options to reschedule my flight but couldn’t answer my actual question. After several back-and-forth messages, I typed, “Can I talk to a human?” The bot replied, “I am human.” Frustrated, I ended the chat and spent two hours on the phone trying to resolve the issue. The outcome? My flight was canceled, and I spent hours fixing a problem that could have been addressed in minutes. This experience shows how rule-based AI systems fall short. They can’t adapt to complex, real-world scenarios. ### Case study: Complex SaaS billing In another instance, a financial services customer faced billing discrepancies across multiple SaaS products. Resolving the issue required the involvement of support teams, TAMs, and CSMs – and it took three days to escalate the problem to the right product team. The result was a frustrated customer and an inefficient use of internal resources. Now imagine an AI agent trained to analyze billing data and consumption patterns. It could have identified the root cause in minutes, providing the customer with a solution quickly and sparing the team a lengthy back-and-forth. This is the promise of autopilot AI: transforming complex, multi-touchpoint processes into seamless experiences. [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-139.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--3.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) ## Advancements in AI technology ### Small language models (SLMs) One of the most promising developments of AI in customer support is the rise of small language models (SLMs). Unlike large, resource-intensive AI models, SLMs are: - Lightweight and capable of operating locally, addressing privacy and security concerns. - Able to deliver context-aware, personalized responses without relying on vast amounts of centralized data. SLMs make it easier for businesses to implement AI solutions without the logistical challenges of larger models. They’re particularly well-suited for companies looking to scale their AI capabilities incrementally. #### Unified AI agents The idea of a unified AI agent is gaining momentum, and it’s not hard to see why. A single AI agent can: - Act as the primary point of contact for all customer interactions. - Use historical data to anticipate and address customer needs. - Seamlessly transition between different communication channels, from email to chat to phone. By centralizing the customer experience, unified AI agents eliminate the silos that often frustrate users. Companies like Sierra AI are already proving the value of this approach, delivering consistent, high-quality support at scale. [Customer support managers: Everything you need to knowFrom resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company’s reputation. For such a pervasive role, it begs the question: what actually is a customer support manager?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-140.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-support-manager-1.jpg)](https://www.customersuccesscollective.com/customer-support-manager/) ## Reimagining customer support ### Looking ahead The ultimate goal of AI in customer support isn’t just automation—it’s anticipation. Imagine a world where AI agents: - [Predict potential issues](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) before they arise. - Provide proactive solutions without the customer needing to ask. - [Create experiences that feel personalized](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences/), seamless, and effortless. This shift from transactional to anticipatory support is where the industry is heading. And while it’s still early days, the potential is enormous. ### How to get started If you’re considering implementing AI-based customer support, here are some steps to help you get started: 1. **Identify key pain points:** Look for areas where AI can make the biggest impact, whether it’s reducing wait times or improving resolution rates. 2. **Start small:** Pilot a single AI tool or solution with a specific customer segment. 3. **Focus on augmentation:** Use AI to empower your team, not replace them. The goal is collaboration, not competition. 4. **Measure and iterate:** Track metrics like first-contact resolution and customer satisfaction to refine your approach over time. ## Game plan 1. **Take stock of your current customer support processes:** Are they designed to reduce friction for your customers, or are they inadvertently creating more work for them? 2. **Identify one area where AI can have an immediate impact.** Maybe it’s automating routine inquiries or improving personalization in your responses. 3. **Set a goal to pilot a copilot or autopilot AI solution within the next three months.** Start small, measure your results, and iterate from there. Remember, the companies that succeed in the age of AI are the ones willing to experiment, learn, and adapt. The tools are here, the strategies are emerging, and the opportunities are endless. What role will your company play in shaping the future of customer support? The next step is yours to take. Let’s [connect](https://www.linkedin.com/in/neelus/), collaborate, and redefine what’s possible in customer support, one interaction at a time. --- ## FAQs ### Will AI create new roles in customer success? Absolutely. As I shared during my keynote presentation at the [Customer Support & Experience Summit](https://www.customersuccesscollective.com/customer-experience-support-summit-san-francisco-2024/), many organizations are already embracing roles like digital customer success managers. These professionals blend marketing expertise with AI fluency to engage customers in scalable, personalized ways. Companies are also consolidating marketing and CS functions under shared strategies, especially for digital engagement. ### What happens to customer support jobs as AI scales? There’s a fear that AI will replace human agents, but the reality is more nuanced. Klarna’s example shows how automation can reduce reliance on routine tasks while opening opportunities for more strategic roles. Leaders must focus on demonstrating CS’s impact on revenue to secure its place as a growth driver. ### How do businesses choose between copilot and autopilot AI? The decision often depends on maturity. Companies just beginning their AI journey may find immediate value in copilot tools that augment existing teams. More advanced organizations can explore autopilot AI for end-to-end automation. Either way, the key is to pilot, measure, and iterate. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) --- *This article is based on a keynote presentation Neelu gave at the* [Customer Support & Experience Summit](https://www.customersuccesscollective.com/customer-experience-support-summit-san-francisco-2024/) *in San Francisco in October 2024.* ### 5 must-know interview questions to land the Head of Customer Success role URL: https://www.customersuccesscollective.com/5-interview-questions-to-land-that-cs-role-video/ Last updated: 2025-01-02T15:30:36.000Z ## Looking for more on CS careers? [How to transition into a Customer Success roleCustomer success has a lot of variety within its responsibilities. This variety makes it a perfect position to consider transferring into; you’ll be starting with some skills already in place! Liza Shtilbans, event producer at CSC takes you through our steps for transitioning into customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-163.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Content-Hub-Customer-Success-Explained_Youtube_Thumbnail_Template_--2-.jpg)](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-video/) [Transitioning from customer support to customer successYou’ve probably heard a few statements about how customer success is not customer support, and that’s correct. I spent the early years of my career in customer support, and I can confirm they are distinct.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-164.png)Customer Success CollectiveChinelo Diejomaoh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--25---2--1.jpg)](https://www.customersuccesscollective.com/transitioning-from-customer-support-to-customer-success/) [Transitioning skills from education into customer successIf you do so much as a quick Google search, you’ll find many stories about people taking the education to customer success pipeline. But why is this? And what are the most common steps taken along the way?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-162.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--1--1.jpg)](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/) ### Scrappy customer success at scale: Doing more with less at scale URL: https://www.customersuccesscollective.com/scrappy-customer-success-at-scale/ Last updated: 2026-01-05T11:03:48.000Z Scaling [customer engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) across hundreds of accounts has been one of the most demanding yet fulfilling aspects of my work. I lead our [scaled customer success](https://www.customersuccesscollective.com/offering-customer-success-at-scale/) efforts for Chrome Enterprise – focused on helping customers [adopt](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) Chromebooks and manage them effectively using our software. One question I often get is: Why is someone from Google talking about being scrappy? After all, Google is one of the largest companies in the world, and “scrappy” isn’t necessarily the first word that comes to mind. I get it. Many of you reading this have been operating scrappily for years, often out of sheer necessity. But over the past two years, I’ve had to get creative with limited resources, and it’s taught me a lot about how scrappiness can yield surprising results. What’s more, I’ve learned that the principles of scrappiness shouldn’t be abandoned, even when you have access to greater resources. Sometimes, thinking of yourself as a big corporation – or leaning too heavily on the resources that come with that – can actually slow you down. In fact, embracing scrappy thinking can accelerate progress and open [new opportunities](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). If you’re after polished stories and tactics about flawless execution or guaranteed success, then I'm sorry this article isn’t for you. But what these *authentic* stories show is the payoff you get from scrappy, resourceful strategies is attainable to everyone. Hopefully, you’ll find some inspiration in them for your own work. Let’s dive in. ## What does it mean to be scrappy? Before diving into my experiences, I think it’s important to define what being “scrappy” actually means. Everyone seems to have their own take on it, so I turned to a classic source: Dictionary.com. According to them, “being scrappy” means “having or showing spirit and determination, especially in spite of obstacles.” This definition is a great starting point, but there’s another definition I like even more, one I came across in a book by Kimberly Wiefling, *Scrappy Women in Business* (2010). The book includes a variety of takes on what it means to be scrappy, but the one that resonates with me the most is this: “EDGY!... and is your edge in achieving outrageous results even when they seem impossible.” That sense of possibility, even when the odds are stacked against you, feels central to my own experiences. Why did some results feel impossible in my context? I’ll get to that shortly. But first, let’s unpack how this spirit of scrappiness can lead to outcomes that defy expectations. ## Setting the stage: The obstacles we face At the Customer Success Festival in Chicago, I asked the room of professionals: “What corporate device are you using?” A show of hands revealed that the majority of the audience use Windows devices, followed closely by MacBooks. And then I asked: “Who here is using a Chromebook?” Maybe one hand went up; two at the most. *That’s* the challenge right there. [![Image of three laptops: one Microsoft, one Macbook, and one Google Chromebook](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.06.23.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) When you’re championing a challenger product in a space dominated by well-loved, established options, getting people to adopt your offering is an uphill battle. It’s not that people dislike Chromebooks – they just love what they already have. Convincing them to try something different requires overcoming significant inertia. That’s obstacle number one. Next, I asked: “Who here manages or is responsible for at least 50 customers?” Hands went up. Then I ask about 100, 500, and even 1,000 customers. The higher the number, the fewer hands remained raised. For most, managing fewer customers was the norm. Now, let’s go back two years. I accepted a role with the mandate to engage and improve the experience for core enterprise-scale customers. My task was to identify challenges, determine opportunities for improvement, and build a small team – maybe three or more people – to execute this vision. But shortly after starting, the landscape shifted. Like many companies at the time, ours froze hiring and halted additional resource allocation. Instead of building a small team, I found myself in a one-person team responsible for supporting 800 customers. And these weren’t just any customers – they were enterprise-scale businesses, tasked with adopting Chromebooks, a product we just established as notoriously difficult to get people excited about. This was the moment when scrappiness became essential. How could I get 800 different customers not only to adopt but to feel genuinely enthusiastic about something that, in a room full of professionals, no one else was adopting? This challenge was where my journey into scrappy solutions began. ## Reassessing the engagement model When I first started tackling this challenge, my initial step was to evaluate how we were engaging with customers. What was our current approach? What were we doing to ensure these customers were happy and getting value from our product? Here’s what I found: our default [engagement model](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/) was, frankly, transactional at best. [![Image of old engagement model](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.06.42.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) Over a year’s time, we had little to no proactive interaction with customers. Then, about a month before their renewal date, we’d suddenly reach out with an email that essentially said, “Hey, are you going to renew? Oh, and by the way, are you planning to buy more?” This approach had some glaring issues. For starters, we hadn’t spoken to these customers for nearly a year. No check-ins, no conversations – just a template email sent right before renewal. It wasn’t even a passive [renewal process](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/); these customers had to actively choose to renew. Yet we were doing the bare minimum to stay on their radar. When I looked at this model, my first instinct was to test my assumptions. Was it possible that customers preferred this hands-off approach? Maybe they liked being self-serve and didn’t want to hear from us. So, I reached out to customers to get their feedback. What I discovered was even more revealing: most of my emails went straight to the trash. I got no response. [![Image of emails not beng opened and moved to trash](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.06.53.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) The few customers who did engage with me had one thing in common – they assumed my outreach was just another attempt to get more money from them. And honestly, why wouldn’t they think that? Our previous engagement had always been about [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) or [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/). This created a massive challenge. How could I support customers who wouldn’t even respond to me? And when you’re responsible for 800 customers who view you as just another transactional email in their inbox, the obstacles start to feel insurmountable. It was clear that something had to change. This engagement model wasn’t working, and it was up to me to come up with a better approach. ## Building trust through newsletters Faced with the challenge of engaging 800 customers who had minimal interaction with us throughout the year, I knew we had to make a change. One thing was clear: we needed to [communicate with customers more regularly](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) – not just right before renewal. [![Image of new customer engagement model](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.07.03.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) ### The idea: Newsletters My first thought was to create [newsletters](https://www.customersuccesscollective.com/customer-success-newsletter/) that would go out on a regular basis. These newsletters would provide customers with useful information, helping to build trust over time. The hope was that customers would begin to see value in these communications and eventually engage with them. Excited by this idea, I prepared a detailed proposal and pitched it to our marketing team. I explained what was wrong with our current engagement model, outlined the benefits of regular newsletters, and presented a plan for execution. The response? *No.* Politely, of course, but a firm *no* nonetheless. Marketing simply didn’t have the resources to support the initiative. ### Doing it myself Here’s where scrappiness comes in. If you get a “no” and still believe in the idea, you figure out how to do it yourself. I’d never created a newsletter before, so I started researching. What tools were available? What content should it include? How should it be formatted and sent? Working at a large company adds another layer of complexity. Many tools were off-limits due to internal policies, leaving me with limited options. Eventually, I found an internal tool that was...basic, to say the least. It consisted of little more than a series of boxes for content layout. It wasn’t visually appealing, but I saw the potential to improve it. ### Learning new skills To enhance the newsletters, I decided to learn HTML and CSS. My first attempt didn’t stick, so I took a second class, this time at the public library (to avoid the embarrassment of struggling in front of coworkers). Slowly, I started to grasp the basics. [![Image of using code course](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.07.14.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) With practice, I managed to create newsletters that looked more polished and professional. They weren’t perfect, and the content wasn’t always spot-on, but I kept iterating. Each new version was informed by customer feedback and response rates. ### Results Over time, customers began engaging. Some replied directly to the newsletters, while others became more responsive to follow-up emails or calls. I included my photo in the newsletters, adding a personal touch to show them I was a real person who genuinely wanted to help. Gradually, the newsletters opened up more conversations and improved [customer engagement](https://www.customersuccesscollective.com/customer-vs-community-engagement/). It wasn’t an overnight success, but it was a step in the right direction. The effort showed me how even small, scrappy initiatives can make a big difference in building trust and fostering [stronger relationships with customers](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). [![Image of feedback received and improved enagement](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.07.22.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) ## Segmenting and scaling engagement efforts Let’s revisit the core challenge: 800 customers, each with varying levels of engagement, and the need to encourage the adoption of a product that isn’t top of mind for most of them. The question became: How do we prioritize outreach and engage customers in a way that feels meaningful – at scale? ### Breaking it down by customer health I began by segmenting customers into groups based on internal metrics we call “[health scores](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/).” Some customers were in the “green” category, meaning they were doing well. Others were “yellow,” indicating some concerns, while the “red” customers required immediate attention. [![Image of customer segmentation and customer health scores](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.07.33.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) The goal was to create different cadences for each group, with tailored outreach to drive specific actions. However, executing this kind of [segmentation](https://www.customersuccesscollective.com/customer-segmentation-template-framework/) at scale presented its own challenges. Sending personalized emails and tracking outcomes across 800 customers would be cumbersome without the right tools. My first thought was to leverage SalesLoft – a robust platform for managing email cadences. Confident in this approach, I put together a detailed proposal for our sales operations team. Once again, the answer was a polite but firm no. Resources simply weren’t available. ### Embracing scrappiness: The DIY CRM Faced with another roadblock, I turned to a familiar solution: Do it yourself. The question became, How do I send segmented, personalized emails to 800 customers at scale without specialized tools? The answer: good old mail merge. For those unfamiliar, mail merge allows you to send emails at scale directly from a spreadsheet, making it feel like you’re sending individual messages. It’s straightforward, but not without its challenges – especially when dealing with the level of complexity I needed. While exploring mail merge, I discovered another tool available within Google Workspace: Apps Script. Apps Script allows for powerful automations by connecting Google Sheets, Calendar, Docs, and more. However, using it required knowledge of JavaScript – or, in this case, a Google-specific version of JavaScript. [![Image of Google Apps Script](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Screenshot-2024-12-19-at-14.07.44.png)](https://customersuccesscollective.com/scrappy-customer-success-at-scale) At this point, I had no interest in taking another class. Instead, I decided to get creative. I turned to AI tools like [Bard and ChatGPT](https://www.customersuccesscollective.com/chatgpt-vs-bard-the-impact-on-customer-success/) to generate the foundational JavaScript code I needed. By asking specific questions like, “What’s the code for sending segmented emails from a Google Sheet?” I was able to copy, paste, and adapt the code to my needs. ### Automating engagement at scale With Apps Script, I built a lightweight CRM system using Google Sheets. It allowed me to: - Send personalized, segmented emails to customers. - Automate calendar invites for meetings. - Share and collect feedback forms – all from the same sheet. While this solution wasn’t as sophisticated as a dedicated CRM platform, it worked. Over time, this DIY system enabled me to track customer engagement and communicate more effectively, even at scale. This approach wasn’t perfect, and I wouldn’t necessarily recommend it as a long-term solution. But in situations where resources are scarce, sometimes you have to get scrappy and make the best of the tools at your disposal. And the best part? This scrappy approach started to pay off. Customers were engaging more, and I finally felt like I was making progress. ## Results and reflections on scrappiness Armed with my lightweight [CRM](https://www.customersuccesscollective.com/customer-success-in-crm-video/) and tailored email cadences, I began reaching out to customers. Over time, I started receiving replies, setting up calls, and having real conversations. These discussions gave me invaluable insights into key questions: - Why did customers decide to try Chromebooks in the first place? - What challenges were they facing? - Why might they choose to renew – or not renew? - How could we better serve their needs? Over three quarters, I managed to connect with about 150 customers through over 200 video meetings – not just email exchanges. These meetings with decision-makers helped me understand their pain points, successes, and opportunities. Beyond improving renewal rates, I identified 82 upsell opportunities, 50 of which have already closed, with more expected by the end of the year. By engaging customers at scale, I wasn’t just driving renewals and upsells – I was helping them derive more value from our tools and services. And that, at the end of the day, is the goal: enabling customers to succeed. ## Lessons learned about being scrappy I share all this not because I think scrappiness is always the answer, but because it’s an approach that can be useful in the face of obstacles. Resource constraints, insufficient tools, or limited bandwidth can leave you feeling stuck. But by looking inward – getting creative with the resources and tools you do have – and being willing to learn new skills, you can often achieve results you didn’t think were possible. That said, not everything I tried worked perfectly. Some scrappy solutions fell flat, and I quickly realized that in those cases, additional resources were absolutely necessary. It’s not about scrappiness being a replacement for proper tools and support – it’s about finding the balance and knowing when and how to adapt. For me, this journey reinforced the importance of flexibility, creativity, and a willingness to step outside my comfort zone. Learning new skills – whether it was HTML, CSS, or Apps Script – helped me serve customers better and ultimately achieve the outcomes I set out to deliver. Being scrappy isn’t always easy, and it’s not always the ideal path. But when faced with limited options, it can make all the difference in moving the needle and driving success. [Top global customer success conferences to attend in 2024When we started Customer Success Collective back in 2021, it was with the ambition to establish a centralized hub for CSMs and CS leaders to learn, network and exchange expertise. Within our first year, we put on three virtual customer success events and we certainly got the bug for it!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-141.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--14-.jpg)](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/) ## Itching for more? This article is based on Tolu's presentation at [**Customer Success Festival Chicago**](https://events.customersuccesscollective.com/location/chicago/)back in 2023\. If you enjoyed Tolu's honest account of scaling customer success, you're in for a treat. Why? Because this kind of authenticity is what [Customer Success Summits](https://www.customersuccesscollective.com/top-customer-success-events-to-attend/) are all about. Customer success enthusiasts meeting to share insights, network and make an impact on the customer success field. Sound like something you'd be interested in? Take a look at our event calendar to find out where the [Customer Success Summit](https://events.customersuccesscollective.com/) tour bus is heading. [See for yourself](https://events.customersuccesscollective.com/) --- *This article is based on a presentation given by Tolu at Customer Success Festival Chicago in 2023.* *Catch up on* [*this presentation*](https://www.customersuccesscollective.com/customer-success-festival-chicago-november-2023/?%5Fgl=1%2Agzx39k%2A%5Fup%2AMQ..%2A%5Fga%2AMTk4Nzc4NjA3OC4xNzM0NjEyOTE3%2A%5Fga%5F22G4GQN2VY%2AMTczNDYxMjkxNi4xLjEuMTczNDYxMjkzNi4wLjAuMA..&wchannelid=r0eea9amuv&wmediaid=ajaaslsvsq)*, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### How to perfect customer onboarding in a startup business URL: https://www.customersuccesscollective.com/onboarding-for-startups/ Last updated: 2025-01-15T15:48:42.000Z First impressions *really* matter. Effective onboarding ensures customers hit their first “aha!” moment quickly, helping you retain them, drive growth, and—if you’re lucky—turn them into your loudest cheerleaders. But, how do you build an onboarding process that turns curious signups into loyal advocates—without burning out your team or your customers? Let’s dive in. 🚀 ## Why customer onboarding is make-or-break for startups Let’s start with the obvious—what *is* onboarding for startups? Simply put, onboarding is the process of guiding new customers from newbies to seasoned pros. For startups, it’s about making sure your users understand your product, experience its value quickly, and feel confident they’re on the right path. For startups, onboarding isn’t just a “nice to have”—it’s a make-or-break moment. You’ve worked hard (like *really* hard) to acquire those precious early customers, so the last thing you want is for them to [churn](https://www.customersuccesscollective.com/churn-rate-cheat-sheet-template-framework/) because they can’t figure out how to use your product or see its value. But here’s the kicker: startups often make the classic mistake of treating onboarding like an afterthought. They either bombard customers with too much information (hello, overwhelm) or offer a bare-bones experience that frustrates [users](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/). And let’s not even get started on skipping personalized onboarding entirely—no, a single email saying, “Here’s your login, good luck!” does *not* count. The challenge for startups is that their onboarding approach needs to be scrappy, agile, and—most importantly—scalable. Unlike enterprise companies with massive onboarding teams and months-long implementation processes, startups have to do more with less. Your focus? Delivering value, fast. [Your complete guide to customer onboardingOnboarding greets us in new jobs, schools, apps, and devices. This process of training and orientation enables smooth transitions. But what makes for quality customer onboarding? Let’s explore the art and science behind integrations that stick.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-133.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Hub_Page_Meta_customer-onboarding--1---1-.jpg)](https://www.customersuccesscollective.com/customer-onboarding-101) ## The basics of a startup onboarding Unlike enterprises with sprawling teams and six-month onboarding plans, startups have to keep things lean and effective. Here are the step one goals for any [onboarding process](https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn/). If nothing else, your onboarding should: - **Familiarize users** with your product: What it does, how it works, and how it solves *their* problems. - **Drive early success**: Help customers hit their first big win as quickly as possible. - **Set clear expectations**: Let them know what’s coming next and what ongoing success looks like. The trick here is balancing **education** with **simplicity**. You want customers to feel empowered, not overwhelmed. Bombarding them with tutorials, PDFs, and emails will only send them running for the hills. Instead, focus on guiding them step-by-step to *just enough* value to get them excited. Start small, build momentum, and leave them thinking, “Why didn’t I start using this sooner?” ## Tips for startup onboarding ### 1\. Know your customer If you don’t know your customer, you’re already setting yourself up for failure. Start by asking: - Who are they? - What are their goals and pain points? - Why did they sign up for your product? The answers will help you personalize your onboarding experience and ensure you’re solving the problems they *actually* care about. ### 2\. Set milestones Onboarding is a supportive guide: users need small, achievable milestones to keep them moving forward. Break the process into smaller steps that drive quick wins—like completing a profile, setting up a key feature, or achieving their first measurable outcome. Milestones make success feel tangible and build confidence. Plus, they’re a great way to celebrate progress and keep customers motivated. 🎉 ### 3\. Simplify and streamline Startups often want to show off *all the things* their product can do. Resist the urge. Instead, focus on what your customers need *right now*. Avoid information overload by: - Using checklists or in-app guides to lead users through the essentials. - Breaking onboarding into bite-sized, manageable steps. - Leveraging automation tools like triggered [emails](https://www.customersuccesscollective.com/new-user-email-template-collection-framework/) or [in-app messages](https://www.customersuccesscollective.com/what-is-in-app-messaging-and-when-is-it-used/) to keep users on track. Remember: simplicity wins. If your customers feel like onboarding is a second job, you’ve already lost. ### 4\. Engage proactively Onboarding doesn’t mean leaving your customers to figure things out on their own. Be there to help—before they even know they need it. - **High-touch strategies**: Great for complex products or high-value customers. Think personalized check-ins, onboarding calls, or dedicated success managers. - **Low-touch strategies**: Perfect for smaller teams or simpler products. Use automated emails, videos, and in-app prompts to guide users along the way. The key is finding the right balance: [automate](https://www.customersuccesscollective.com/how-to-automate-your-client-onboarding-process/) what you can, but keep that personal touch where it matters most. A quick “How’s it going?” can go a long way toward keeping customers engaged and feeling supported. [How to automate your client onboarding processClient onboarding is usually the first big test of your company’s dedication to customer experience and success. It’s your chance to prove that you can deliver everything the sales team promised and provide meaningful support to your clients. Efficiency is key here.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-135.png)Customer Success CollectiveGUIDEcx![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--3---1-.jpg)](https://www.customersuccesscollective.com/how-to-automate-your-client-onboarding-process/) ## A step-by-step framework for startups In a startup, onboarding doesn’t have to be perfect—it just needs to be *effective*. And let’s be honest—most startups don’t have the time, team, or budget for anything else. Here’s how to make a small budget work the best it can: ### 1\. Meet and greet Your first touchpoint sets the tone, so make it count! A simple, friendly welcome goes a long way. - **Welcome emails**: Send a personalized email (yes, you can automate this) that introduces your brand, sets expectations, and provides clear next steps. Tools like Mailchimp, HubSpot, or Customer.io can help you scale this on a startup budget. - **Kickoff calls (if possible)**: For high-value customers or complex products, a quick 15-minute call to say hello, clarify goals, and answer questions can work wonders. Keep it short and sweet—no one has time for a 90-minute deep dive. - **Introductions**: Even if it’s automated, introduce key contacts (like a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) or a support email). Make your team feel accessible and ready to help. ### 2\. Product familiarization Now that you’ve said hello, it’s time to show users around. The goal here? Guide customers to the core value of your product—fast. - **Guided tours**: Use tools like Userpilot, Pendo, or Appcues to create simple, in-app walkthroughs. These tools are [budget-friendly](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/), require minimal coding, and help users navigate your product on their own. [Building a customer success tech stack with a limited budgetDan Farley, VP of Customer Success at Seenit, covers a topic many in smaller businesses: how to build a customer success toolkit with a limited budget.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-136.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Penny-counting--1-.jpeg)](https://www.customersuccesscollective.com/building-a-customer-success-toolset-with-a-limited-budget/) - **Checklists**: A startup’s best friend! Create a short, step-by-step checklist that walks customers through key actions they need to take (e.g., “Set up your profile,” “Create your first report,” etc.). - **Simple tutorials**: Record quick, bite-sized videos using tools like Loom or Canva. (Pro tip: Keep them under two minutes.) ### 3\. Empower success When customers experience their first “aha!” moment; that's when they’ll be fully onboard. So, your aim is to get them to that moment in as little time as possible. First, identify what **success looks like** for your customers (e.g., sending their first email campaign, importing their first dataset, or completing their first workflow). Then you can use **micro-goals and nudges** to help them hit these milestones. For example: - “Nice work—You’ve uploaded your first file. Let’s do the next step!” - “You’re 75% done—just one more click to finish!” Finally, send **quick, encouraging messages** when they hit these early wins. Celebrate their progress! ### 4\. Measure and optimize You can’t improve what you don’t measure—especially when you’re working with limited resources. Track the metrics that matter most to onboarding success, such as: - [**Time to value (TTV)**](https://www.customersuccesscollective.com/time-to-value-ttv-framework/): How quickly do customers reach their first success milestone? - **Activation rate**: What percentage of users complete key onboarding actions? - **Engagement levels**: Are customers using the product regularly during onboarding? - **Drop-off points**: Where are users getting stuck or dropping off in the process? Startups have the edge here because they can move fast. Use tools like **Mixpanel, Google Analytics**, or your own product data to identify friction points, test new ideas, and tweak the process continuously. A quick adjustment today could save a crisis tomorrow. ## Common challenges startups face—and how to overcome them For startups “wearing multiple hats” is less of a choice and more of a survival strategy. Things like limited resources, competing priorities, and the herculean task of scaling processes *without* imploding are very real challenges. But fear not! Here’s how to tackle the big hurdles and keep your onboarding ship sailing smoothly. ### 1\. Resource constraints Most startups don’t have a dedicated onboarding team—most likely it’s just one person juggling onboarding, support, and their third coffee of the day. So, how do you deliver a stellar onboarding experience without cloning yourself? Two words: **smart automation**. Set up automated messages that pop up at key points in the onboarding [journey](https://www.customersuccesscollective.com/customer-journey-template-framework/). For example: If a user stalls at a specific step: > *“Need help setting this up? Here’s a quick guide!”* Suppose they hit a milestone: > *“Congrats! You’ve completed your setup—next up: doing \[X\]!”* The goal isn’t to replace human touch—it’s to **free up your team’s time** for the moments that matter most. #### **2\. Lack of customer engagement** There’s nothing worse than a silent customer. You send emails, push product updates, and… nothing. Low engagement during onboarding is a surefire way to lose customers before they’ve even seen your value. So how do you fix it? **Keep it bite-sized**: If you’re overwhelming users with *too much* at once, they’ll tune out. Break onboarding into small, digestible tasks and communicate progress along the way **Mix it up**: Different customers engage with different formats. Combine: - **Short videos** (use Loom for easy recordings). - **Emails** with actionable tips and quick wins. - **In-app messages** that guide users step-by-step. **Personalize where you can**: Even a small personal touch, like using their name in emails or referencing their goals in check-ins, can keep customers feeling seen and valued. **Ask for feedback early**: Don’t wait until it’s too late. Use tools like Typeform or simple in-app surveys to ask: - “How are you finding the onboarding process so far?” - “Is there anything we can do to make this easier for you?” **Remember:** engagement is a two-way. Keep the lines of communication open and make customers feel like onboarding is something you’re *doing with them*, not *to them*. ## 3\. Scaling onboarding: Growing without breaking things Scaling onboarding is where startups *really* earn their stripes. What worked for 10 customers will fall apart at 100 if you don’t adapt. So how do you scale without losing the magic that made customers fall in love with you in the first place? First off, **document your process**. If onboarding lives in your team’s collective brain, it’s time to get it on paper (or Google Docs). Create a simple, repeatable onboarding process that anyone on your team can follow. Then[**segment your customers**](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/). Not all customers are created equal, and that’s okay! Start thinking about: - **High-touch onboarding**: For complex products or high-value customers. Prioritize personal check-ins, kickoff calls, and tailored success plans. - **Low-touch onboarding**: For smaller customers or simpler use cases. Automate the heck out of it with emails, tutorials, and in-app guides. You'll then want to **invest in scalable tools** like Intercom, Appcues, or Chameleon; these can help you scale your onboarding experience without scaling your team. As you grow, these tools allow you to fine-tune messaging and workflows based on customer needs. Never forget to **iterate as you grow**; what works today might not work tomorrow, and that’s okay. Keep an eye on your onboarding metrics (activation rates, time to value, drop-off points), collect [customer feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/), and be ready to adjust on the fly. Startups are built to iterate—onboarding is no exception. [How to optimize your onboarding process to reduce early-stage churnIn this article, I’m going to explore the importance of onboarding and its benefits, and why it’s important we spend time making sure that we’ve got a great onboarding process.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-134.png)Customer Success CollectiveRichard Convery![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/pexels-photo-577585.jpeg)](https://www.customersuccesscollective.com/onboarding-done-right-how-optimize-your-process-to-reduce-early-stage-churn) ## Start small, iterate often, and focus on value Remember, as a startup, you don’t need a polished, enterprise-level onboarding program right out of the gate. Start small, focus on delivering value quickly, and use tools and automation to scale without burning out your team. Celebrate those small customer wins, learn from what works (and what doesn’t), and keep refining your process as you grow. So give your customers an onboarding experience they’ll rave about. ### Customer experience map template URL: https://www.customersuccesscollective.com/customer-experience-map/ Last updated: 2026-02-03T10:56:14.000Z ## What is a customer experience map template? A customer experience map template is a strategic tool designed to help businesses understand and optimize the journey customers take when interacting with their brand. By visualizing the stages of the customer lifecycle, this template enables you to identify opportunities for growth, improve retention, and operationalize a unique and impactful experience. ## What’s inside the template? The customer experience map template includes six foundational steps to guide the creation of a CX map: 1. **Create a cross-functional team:** Strategies to gather diverse insights from across the organization, reduce silos, and foster co-creative strategies. 2. **Collect quantitative and qualitative data:** Guidance on sourcing data from surveys, product usage analytics, customer interviews, and demographic studies. 3. **Define success milestones:** Tools to pinpoint key moments of trust in the customer journey, such as purchase decisions or onboarding processes. 4. **Break down customer needs:** Prompts to explore customer motivations, objections, and emotions during each stage of their journey. 5. **Define KPIs:** Instructions to create new, customer-focused KPIs that go beyond traditional metrics, such as measuring engagement or activation points. 6. **Pinpoint success gaps and optimize:** Methods for using KPIs to identify and address gaps in the customer experience, with a focus on continuous improvement. ## How to use the template 1. **Assemble a cross-functional team:** Bring together stakeholders from different departments to share insights and align goals. 2. **Gather and analyze data:** Use the template’s data collection prompts to gather insights on customer behavior, demographics, and satisfaction. 3. **Define key milestones and needs:** Outline success points in the customer journey and the needs or challenges associated with each stage. 4. **Establish and track KPIs:** Develop measurable outcomes for each milestone to evaluate success and identify areas for improvement. 5. **Optimize and iterate:** Use the findings to close success gaps and continuously enhance the customer experience. ## Download your customer experience map template ![Customer experience map template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/customer-experience-map.png) [Customer experience mapCustomer experience map.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/12/Customer-experience-map.docx "Download") [Customer experience mapCustomer experience map.pdf66 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/12/Customer-experience-map.pdf "Download") [Customer experience mapCustomer experience map Improving retention and monetization of existing customers can be hugely beneficial for organizations and can have way more of an impact on increasing annual revenue than acquisition efforts. But, many leaders focus most of their efforts on the acquisition, despite the bi…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-43.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJR2tnl6Cw0xOycf4GtXTzk3QML9AMg9GPkcOgVOkbC9-Hi1S_MCExnSDtVBalMDgKq-TIKJ80OiH1JwkgKFl81zW4KSnKoCY3RShhEoF5QY5VTsRPe-w1200-h630-p)](https://docs.google.com/document/d/1PzHqSIobFtvfFT8nqdRBgCI8G2IPbXX1F7sh9YRUQoM/edit?tab=t.0#heading=h.sacb774069pb) _This post is for paying subscribers only._ ### 10 upselling best practices every CSM needs to know URL: https://www.customersuccesscollective.com/10-csm-upselling-best-practices-video/ Last updated: 2025-01-02T13:25:01.000Z ## Looking for more on upsell and cross-sell? [What is cross-selling?Cross-selling is a strategy that encourages customers to purchase additional, related products or services alongside their initial purchase.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-160.png)Customer Success CollectiveAmie Stephens![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_cross_sell.jpg)](https://www.customersuccesscollective.com/cross-selling/) [Cross-selling email templatesPre-designed email formats you can use to promote additional, relevant products or services to their existing customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-159.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Cross-selling-email-templates.png)](https://www.customersuccesscollective.com/cross-selling-email-templates-framework/) [Customer upsell templates | 3 upselling emailsa collection of pre-written emails designed to help you increase revenue by encouraging existing customers to upgrade to higher-tier plans or products.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-158.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Up-sell-templates3.png)](https://www.customersuccesscollective.com/up-sell-templates-framework/) ### Customer Success Festival London | December 2024 URL: https://www.customersuccesscollective.com/customer-success-festival-london-december-2024-2/ Last updated: 2026-08-28T15:45:06.000Z Catch up on all sessions from the likes of LinkedIn, GoCardless, Pleo, Collibra, Litera and more. _This post is for paying subscribers only._ ### Customer Success Festival London | December 2024 URL: https://www.customersuccesscollective.com/customer-success-festival-london-december-2024/ Last updated: 2025-06-11T11:12:38.000Z Catch up on all sessions from the likes of LinkedIn, GoCardless, Pleo, Collibra, Litera and more. _This post is for paying subscribers only._ ### Chief Customer Officer Summit London 2024 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-london-2024-video-2/ Last updated: 2026-08-28T15:45:18.000Z Catch up on all sessions from the likes of The Economist, Clozd, 1E, WorkBuzz and more. _This post is for paying subscribers only._ ### Chief Customer Officer Summit London | December 2024 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-london-december-2024-video/ Last updated: 2024-12-10T15:40:37.000Z Catch up on all sessions from the likes of The Economist, Clozd, 1E, WorkBuzz and more. _This post is for paying subscribers only._ ### Bridging marketing, sales and customer success for customer-centricity URL: https://www.customersuccesscollective.com/bridging-marketing-sales-and-customer-success-for-customer-centricity-2/ Last updated: 2026-01-05T11:04:01.000Z Customer engagement and collaboration between marketing and customer success have never been more critical – or more challenging – than today. As organizations face increasing pressure to deliver seamless, [customer-centric](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) experiences, it’s no longer enough to work in silos or rely on traditional approaches. Marketing, sales, and customer success must align around a shared purpose to truly meet customer needs and drive sustainable growth. I’ve spent years leading global engagement at Philips Healthcare, so I understand the complexities of transforming a legacy organization into one that prioritizes the customer at every stage of their journey. In this article, I’ll share insights from Philips’ journey toward audience-centric marketing, including the strategies we used to overcome obstacles, foster collaboration, and deliver measurable impact. We’ll explore: - The internal and external challenges that necessitated change, - The four pillars of Philips’ audience-centric transformation, - How we bridged gaps between marketing, sales, and customer success, and - Practical frameworks and questions to assess customer centricity in your organization. [Why collaboration will transform the customer experienceI’m going to be forthright: the world we’re living in can no longer exist without an excellent customer experience. It sounds harsh, but it’s now a reality. Many organizations fail due to their inability to deliver seamless customer experiences.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-122.png)Customer Success CollectiveKarim Hambach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1503551723145-6c040742065b-v2.jpeg)](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) ## Understand the customer journey You’re probably familiar with the concept of the customer decision journey. It’s not the newest model out there, but it’s still an important framework for understanding the customer’s experience. When I talk about “fixing the basics,” this is one of the areas where we need to start. If you examine the customer decision journey, there’s a portion—on the left or right, depending on the diagram—that represents what happens to customers after they buy. This is where customer success teams shine. But there’s a bigger opportunity that I think we’re overlooking. ### Extending customer success across the journey The opportunity lies in bringing customer success principles into the earlier stages of the customer decision journey, even before someone becomes a customer. This includes the inquiry stage, when a potential customer is exploring their options, or when they transition into a lead in the marketing funnel. It’s not easy, but I believe it’s essential for breaking through silos and ensuring a cohesive customer experience. At the end of the day, the [customer journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) is one, unified process. Yet in most organizations, we’re divided into marketing, customer success, sales, and services, each focusing on our own “slice” of the journey. That fragmented perspective is a problem. Collaboration across these functions isn’t just about getting along or liking each other—it’s about aligning around a shared mission, purpose, and strategy to better serve the customer. One of my favorite metaphors is that the customer is like an elephant. Depending on the team, we see only a part of them. To marketing, the customer might look like a rope; to sales, maybe a spear; to customer success, perhaps a wall. Each team focuses on their specific interaction with the customer, but the reality is that the customer is a whole entity, not just the sum of these parts. This fragmented view creates challenges, both practical and technological. At Philips, we had a legacy of over 30 years with multiple systems that didn’t always communicate well. This made achieving a true 360-degree view of the customer nearly impossible. And yet, that single view is critical for delivering a seamless experience before, during, and after purchase. ### Putting the customer at the center Fixing the basics means understanding that we serve one customer, not just the [segment](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) or stage that fits our function. It’s our collective responsibility as an organization to collaborate and align for the customer’s benefit. A happy customer is not only more likely to return but also contributes directly to the company’s success. This isn’t about idealistic notions of “peace and love”—it’s about operational efficiency and alignment. We need to identify and address the barriers within our companies that prevent us from putting the customer at the center of our processes. Because when we do, it’s not just the customer who wins; the business thrives as well. [Collaborate, create and disrupt to elevate the customer experienceCustomer success isn’t just a metric; it’s an ethos that guides transformative interactions and leaves lasting imprints on our clients. In SaaS, it’s the genuine, creative, and strategic engagement with clients that distinguishes a brand.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-123.png)Customer Success CollectiveKarim Hambach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--17-.jpg)](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/) ## The transformation at Philips: Moving toward audience-centric marketing Let me share some insights from my time at Philips, where I served as the Global Head of Engagement for its healthcare division. Philips, as you may know, is a storied company with over 130 years of history, €18+ billion in revenue, and around 70,000 employees. Originally a lighting company, Philips transitioned over the years to become a consumer electronics leader—selling everything from TVs to kitchen appliances. However, about a decade ago, the board of management made a bold decision: Philips would pivot to focus on healthcare. Today, healthcare is not only the company’s largest division but also its fastest-growing area. This transformation brought about its own challenges, especially as we had to align with some key trends both within and beyond the healthcare industry. ### Responding to customer and industry trends One of the most significant changes we faced was the changing customer landscape. Digital transformation was reshaping [customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) everywhere. People—not just patients—wanted to take ownership of their health, leveraging technology to stay well. This shift was driven by the rise of interconnected digital platforms, the importance of AI in precision healthcare, early diagnosis, and the interoperability of systems. On a macro level, healthcare providers were consolidating. In the U.S., we saw the emergence of integrated delivery networks (IDNs), while Europe adopted hub-and-spoke models. This consolidation simplified some aspects of decision-making but also made it far more complex. For instance, the number of people involved in purchasing decisions increased dramatically, reflecting the intricate dynamics of B2B buying. ### Challenges within Philips’ marketing organization As a healthcare organization, Philips wasn’t equipped to address these changes with its existing setup. At the time, we operated across 17 business units, each tackling customer needs in its own way. This fragmentation led to significant internal challenges, particularly within marketing: 1. **Strategic misalignment** We weren’t telling a consistent story to our customers. Pre and post-sales teams, enterprise marketing, product marketing, and communications often had conflicting goals and messages. This lack of alignment made it difficult to create a unified experience for customers. 1. **Inefficiencies and waste** Without proper coordination, we ended up bombarding customers with too many emails—sometimes multiple campaigns targeting the same audience. Our healthcare marketing budgets were lean, and spreading resources across 300+ campaigns made our efforts both thin and ineffective. 1. **Inconsistent metrics** When we asked different markets how their campaigns performed, the results were impossible to compare. Each geography used its own measurement methods, leading to a chaotic “fruit salad” of metrics. While everyone claimed success, we had no reliable way to evaluate performance or learn from it. 1. **Low conversion rates** Perhaps the most telling symptom of our inefficiencies was our low conversion rate. The process of turning marketing leads into sales opportunities wasn’t working. ### A mandate for transformation Faced with mounting challenges both internally and externally, we knew we needed a significant shift. We gathered data, analyzed the issues, and presented our findings to the CEO and board of management. Recognizing the urgency, they gave us the green light—and the mandate—to lead a transformation. The goal was clear: move from a product-centric approach, where individual business units pushed their offerings, to an audience-centric model. This transformation would prioritize the [customer journey](https://www.customersuccesscollective.com/customer-journey-mapping-making-sales-buyer-centric/?ref=productledalliance.com&%5F%5Fhstc=139927340.a33b656fcd85963eba7cf07484066d89.1731283200849.1731283200850.1731283200851.1&%5F%5Fhssc=139927340.1.1731283200852&%5F%5Fhsfp=1169088524) and ensure our marketing efforts were aligned, efficient, and impactful. The journey wasn’t easy, but the shift to an audience-first mindset was critical for enabling Philips Healthcare to meet the demands of a changing market and better serve its customers. [The key to driving revenue and growth? CollaborationCustomer Success Managers are a company’s soldiers on the frontline of customer interactions. It’ll come as no surprise that having this unique ear to the ground makes them ideally positioned to identify areas for driving revenue and expanding accounts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-124.png)Customer Success CollectiveFranca-Sofia Fehrenbach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The-key-to-driving-revenue-and-growth--Collaboration.png)](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/) ## Building the foundation for audience-centric marketing To address the challenges at Philips and achieve a true audience-centric transformation, we focused on four key pillars. These pillars provided the framework to transition from a fragmented, product-centric approach to one that prioritized the customer’s needs and journey. ![Building the foundation for audience-centric marketing](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/The-foundation-for--audience-centric-marketing.png) ### 1\. Audience-centric prioritization The first question we tackled was: What does it actually mean to be audience-centric? It’s a term that sounds great in theory, and you’ll find countless articles on it if you search online. But we needed to define what it meant specifically for Philips. In healthcare, being audience-centric meant identifying the distinct groups involved in purchasing decisions. For example, in radiology, the audience wasn’t just the radiologist—it also included department heads, nurses, hospital executives, and, in some cases, policymakers like the Ministry of Health. Across all of our healthcare segments, we initially identified 20 audiences, but soon realized this was unmanageable with our current resources. We prioritized and narrowed it down to 10 core audiences. This forced us to make tough choices. While some stakeholders weren’t thrilled, prioritization was critical to ensuring we could support each audience effectively. Once the audiences were identified, we analyzed their needs and asked: How can our products, services, and solutions address their pain points? This flipped our marketing approach. Instead of starting with, “What products do we want to promote?” we asked, “What do our audiences need, and how can we help?” ### 2\. Standard ways of working and enhanced capabilities A major barrier to efficiency and improvement was the lack of standardization. Everyone worked differently—different timelines, different processes, even different definitions of what a campaign was. This made collaboration and capability-building nearly impossible. We standardized marketing processes across the organization, aligning functions and geographies. For example, we synchronized campaign planning timelines so that teams weren’t working in silos or at cross-purposes. This allowed us to plan long-term campaigns—18 to 36 months—that spanned the entire customer journey, rather than short-term, ad hoc efforts. We also redefined “campaign.” Previously, people referred to everything from a LinkedIn post to a trade show as a campaign. We shifted to defining campaigns as comprehensive initiatives targeting a specific audience across multiple customer decision journey phases, from awareness to loyalty. ### 3\. Sales and marketing alignment In a B2B environment, especially in healthcare, collaboration between sales and marketing is essential. We’re not selling simple consumer goods; many of our products—like CT scanners—can cost millions of euros. These decisions require input from sales teams, account managers, customer success teams, and service teams. To [align sales and marketing](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/), we mapped the entire customer decision journey and ensured both functions were synchronized in terms of timing, strategy, and even terminology. For example, we agreed on shared goals and KPIs, like customer lifetime value (CLTV), so that success was measured consistently across functions. This alignment also required governance. We established clear RACI (responsible, accountable, consulted, informed) models to define roles and responsibilities. In a democratic, matrix organization like Philips, this was crucial for ensuring accountability and avoiding decision paralysis. ### 4\. Clear governance for value creation and delivery Governance became the backbone of our transformation. With 3,500 healthcare marketers and 500 service and sales enablement professionals, moving the organization required coordination at every level. We introduced a formal handshake process for collaboration. For example, if a team created content for a campaign, they had to “handshake” with the receiving team to confirm its use. This included signing off on budget allocation and reporting back on results. By formalizing these steps, we fostered greater accountability and trust. Governance also helped us address inefficiencies in the use of data, insights, and shared measures of success. Shared metrics like CLTV encouraged cross-functional collaboration and ensured that every team was working toward the same objectives. ### Audience-based thinking in practice The transition to audience-centric marketing wasn’t without its challenges. For example, in defining personas, we had to balance granularity with practicality. While radiologists in Tokyo and North America have differences, we applied the 80/20 rule to focus on shared characteristics and needs. We also refined how we engaged different personas across the customer decision journey. For instance, during the awareness phase for oncology solutions, the Ministry of Health might be a key persona. But during the consideration or evaluation phase, the focus shifts to department heads and purchasing teams. This level of detail required us to simplify complex frameworks into something operationally feasible. ### The role of collaboration Collaboration between marketing and sales wasn’t just a buzzword—it was an operational necessity. We co-created strategies for each segment, ensuring that disagreements were addressed before campaigns launched. This extended to customer success as well. For example, we jointly ran programs during the loyalty phase, ensuring a seamless experience for customers post-purchase. Nomenclature also played a critical role. Philips had grown both organically and through acquisitions, resulting in different teams using different terminology. Standardizing our language ensured that we presented a unified story to customers, regardless of which team they interacted with. ### Accountability and shared success One of the most impactful changes was introducing shared accountability for success. Whether it was through shared metrics like CLTV or formalized handshakes, every team had a role in driving results. This built trust, improved coordination, and ultimately made our organization more effective. Through these efforts, we didn’t just transform marketing at Philips—we created a model of collaboration that could serve as a foundation for other functions, including customer success. By focusing on shared purpose, strategy, and measures of success, we positioned ourselves to deliver better outcomes for both our customers and our business. ## The Philips transformation: lessons learned and reflections The transformation at Philips was a significant journey—one that lasted about four years, depending on how you count it. The first two years were particularly challenging. Despite having a mandate from the top, we faced immense pressure to demonstrate impact while still in the process of “building the plane mid-flight.” There were plenty of blood, sweat, and tears along the way, but also meaningful successes that made the effort worthwhile. ### Building momentum through collaboration One of the keys to success in any transformation is finding early adopters—those who are not only willing to embrace change but have the credibility and influence to bring others along. As the saying goes, when driving change, about 30% of people will support you, 20% may resist, and the remaining 50% are undecided and need guidance. For us, the early adopters were invaluable. They weren’t the ones dismissing headquarters with, “You don’t understand; it won’t work here.” Instead, they had experience, a willingness to collaborate, and a desire to create something better together. Partnering with these individuals helped us build momentum and ensure that the transformation wasn’t just a top-down directive but a shared effort. ### Moving from strategy to action I’ve always been passionate about translating strategy into action. Coming from the mountains in northern Italy, near the Swiss border, I’ve developed a love for practicality. Strategy is important, but its value lies in execution. It’s frustrating to hear organizations talk endlessly about customer centricity when so few truly embody it. Customer centricity requires tough decisions, often ones that may not be popular. Leadership must not only support these decisions but actively champion them. This means having someone in the organization—a chief marketing officer, a chief customer success officer, or equivalent—who is empowered to advocate for the customer at the highest levels. [Customer success and cross-departmental collaborationWe all know that effective collaboration is the key to success in any organization. However, sometimes collaborating across departments is easier said than done.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-125.png)Customer Success CollectiveJoseph Latteri![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1541877717761-bae17660826b.jpeg)](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) ### Key questions for assessing customer centricity Through my experiences, I’ve developed a framework for evaluating whether an organization is truly set up for customer-centricity: 1. **Do you have shared customer decision journey mapping and nomenclature?** One of the first challenges we faced at Philips was the lack of a shared language around the customer decision journey. Different teams even called the customer decision journey phases by different names, creating confusion and inefficiencies. Breaking this barrier is critical to fostering collaboration across functions like marketing, sales, and customer success. 1. **Is there a chief marketing officer or** [**chief customer officer**](https://www.customersuccesscollective.com/chief-customer-officer/)**, and who do they report to?** While customer centricity should be everyone’s responsibility, it often ends up being nobody’s responsibility unless someone is explicitly accountable for it. This person needs to have a direct line to the CEO to ensure that customer priorities are integrated into the organization’s strategy. 1. **During company meetings, how often is the word ‘customer’ mentioned?** A simple but revealing exercise is to listen for how often leadership references the customer during key events like town halls or press briefings. If the customer isn’t front and center in leadership’s messaging, achieving true customer centricity will be an uphill battle. ### Collaboration and accountability At Philips, we learned that collaboration must be backed by strong processes and governance. Standardized frameworks like RACI (Responsible, Accountable, Consulted, Informed) were instrumental in defining roles and ensuring accountability. For example, we introduced a formal handshake process where teams had to sign off on their commitments, including budget allocation and reporting back on results. This formalization fostered trust and ensured that collaboration wasn’t just lip service but a practical, measurable effort. It also helped bridge gaps between marketing, sales, and customer success, allowing us to co-create strategies and campaigns that resonated with our audiences across the customer decision journey. ### A journey worth pursuing Customer centricity is a journey, not a destination. While it’s easy to talk about being customer-focused, it’s much harder to put it into practice. Achieving true customer centricity requires professional collaboration, backed by standardized processes and a commitment to accountability. Looking back on the Philips transformation, I remain deeply passionate about the potential for organizations to grow and thrive by prioritizing the customer. Whether you’re part of a new, nimble company or an established global organization, the principles of collaboration, standardization, and shared purpose can help pave the way to success. It’s not an easy road, but it’s one that’s worth traveling. ### 5 ways to avoid customer support hell URL: https://www.customersuccesscollective.com/5-ways-to-avoid-customer-support-hell-2/ Last updated: 2024-12-06T15:42:24.000Z We’ve all been in this kind of scenario. You’ve got an issue with a product; all you want is a quick fix or an easy refund. Then you’re suddenly 45 minutes into a customer support conversation where you alternate between being on hold and being transferred to the next department over. It’s a recipe of events that has led to many a bad day. But no one comes to customer support saying, “I’m going to make this process as tricky as possible for everyone involved.” The purpose of customer support is right there in its name. So why do so many get it so wrong? In this article, we will look at how to avoid the most common customer support blunders. ## 1) Simplify the process We expect a [product](https://www.customersuccesscollective.com/driving-product-adoption-in-a-changing-saas-landscape-video/) or service to work from the get-go, and when it doesn’t, patience runs out very quickly. So make sure that support is easy to find, access, and pursue. **For example,** in CSC, we have an easy-to-find “contact us” section that requires only one click-through to access. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcAxJpnqFYYvLqAXViNlXAdgM3nGb_lk5IJE8PjeMphij7qrJAAhNenQ7Vpixel7urGFaUiMkRes7K1Af9OIdFBjG17G9rYG0Dq6qQDN02Le5yWVtM0Vgd2iTxEkTusBnbRx4Y9PQ?key=iq4OCfnYG9W3s8Y2jf3d5bIm) Then, you’ll get instant access to ways to contact us. As with anything website-based, the UX (or [user experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/)) is key. If a customer has to spend more than a few seconds looking for what they need, then their patience with the experience (and your product as a whole) will be negatively affected. The easier it is to find the help they’re looking for, the better. Another good code of practice is to categorize your contacts. As shown below, we’ve got one email and one person for [events](https://events.customersuccesscollective.com/?%5Fgl=1%2A17rz2zl%2A%5Fup%2AMQ..%2A%5Fgs%2AMQ..%2A%5Fga%2AMzY0NDk2NDYyLjE3MzM0OTkyOTM.%2A%5Fga%5F22G4GQN2VY%2AMTczMzQ5OTI5Mi4xLjAuMTczMzQ5OTI5Mi4wLjAuMA..%2A%5Fga%5FKVYRMDNSEY%2AMTczMzQ5OTI5Mi4xLjAuMTczMzQ5OTI5Mi4wLjAuMA..&gclid=Cj0KCQiA3sq6BhD2ARIsAJ8MRwVOo3njYhju2dcEvd9fcprFCqgwvchxc4liU0zksqdyMOZzczzH6HcaAj5SEALw%5FwcB), ambassadorship, sponsorships, and so on. Then we’ve got one for general inquiries. ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXfEfRPOE_D-mp1-e5FHvTIgyptwJoNafzrWOuW9pIlNA2roDwbX2FC51wCCyHtzmk6fKZL7FtjYXT5EHDZ8u2p_89ralXxFQHGLdN7LwtC7Ljma03zsxPOj4FdDOv9VsoXKNDsibw?key=iq4OCfnYG9W3s8Y2jf3d5bIm) But what if you need answers quickly? ## 2) Automate your FAQs As we’ve established, a good customer support system will aim to get things fixed as quickly as possible. If there are fixes that can be handled by the customer themselves in a few short minutes, they don’t want to be on a ten-minute long call or have to wait around for an email to learn that. Which is where [AI and chatbots](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) come in. To avoid human agents getting overloaded with the same questions over and over again, a chatbot that has answers to the most commonly asked questions is a good fix. That, or an easy-to-navigate FAQ page does wonders to simplify the customer support process. Now, the real key is to not rely exclusively on this. Some of the worst experiences with customer support are when a customer knows their problem needs more than a simple FAQ answer but still has to sit through a string of automated chatbot questions before they’re given access to a real human being. AI and chatbots should be a branch of the support system but should never be the foundation upon which your customer support is built. As with a lot of things, it comes down to user experience again. Customers aren’t idiots; they’ll know when they want to use a chatbot and when they want more hands-on support, so don’t fall into the trap of [using AI](https://www.customersuccesscollective.com/using-ai-human-first-video/) as a catch-all solution. This Reddit user put it best: ![](https://lh7-rt.googleusercontent.com/docsz/AD_4nXedtCRVbXpZ-kzrNnypTj5fVYF0KqScyITwOubn8vwkAabuekq4eyUmiCbGfDNBI8avXa88o9gRZZ8IvtVCZGibS645QbaV3IUmomXHi7mXnPPIa2QqiRQrMx8NGQO7a1rAtl266g?key=iq4OCfnYG9W3s8Y2jf3d5bIm) ### AI ticket tagging A fantastic use of AI is to automate the tedious task of manual ticket tagging. When you see an increase in the same issue coming up repeatedly, these should be tagged. Tagging these does one of two things: 1. Offers easily accessible proof when arguing for this pain point to be prioritized by other teams. 2. Identifies a new FAQ that can be easily solved. Programming AI systems to identify these patterns and [tag these tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) means you’ll be able to access this information without a lot of lifting on your end. Getting these AI pings also enables you to make your actions more proactive than reactive when this issue becomes more and more common. [Beyond the Bot: AI in Customer Success eBookIs AI a bit of a mystery to you? Something you’ve seen hyped a lot about on LinkedIn, but you’re not too sure how it affects your customer success role. If this is the case, you’re in the right place.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-126.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_AI_Playbook_Blog--1--1.jpg)](https://www.customersuccesscollective.com/beyond-the-bot-ai-in-customer-success-ebook/) ## 3) Offer a variety of formats As you may have been aware, reading through our last two points, one of the ways to keep your customer support system a smooth and positive experience is to offer support using a variety of avenues. If you have one chatbot and one email for all of your customer support tickets to go through, you’ll end up with a bottleneck of angry and disgruntled customers who’ve had to wade through long waiting times or meaningless chatbot questions to finally get ahold of someone who can actually help. But if you have support that uses: 1. Email 2. [Social media](https://www.linkedin.com/company/customersuccesscollective/) 3. Telephone 4. Chatbots 5. AI systems 6. Forums Then, you’re spreading out your customers into more manageable chunks. If you’re categorizing the support tickets on top of that, then you’ll have a much easier time of it. If a customer knows where exactly to get their problem fixed and can get an answer within their own expected time frame, solving these problems will be much more pleasant. ## 4) Be transparent Overloaded customer support systems will inevitably happen at one time or another, generally stemming from mistakes or issues occurring during new launches/features/etc. While these things are out of your control, keeping in contact with your customers isn't. When these times occur, remaining silent while [customer support](https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/) queue times get longer and longer is a shortcut to alienating and losing customers. **Make sure to:** ### Inform customers of the issue If customer queues have a wait time, make sure to inform customers of the estimated wait time and where they are in the queue. Make sure to put this information in as many places as possible so you can increase the number of customers you’re able to inform. ### Check in regularly If you’re using social media to keep in touch with customers, make sure to update them at regular intervals. The simple act of updating your status every 20 minutes (even if you have no new information) lets customers know you are aware of what is going on - and are actively working to fix it. ### Offer alternative points of contact If you’re phone lines or chatbots overloaded with users, make sure customers have instant access to alternative points of contact. Link to your [Twitter (or X)](https://twitter.com/%5Fcscollective) account for instant updates, or connect to your customer support email. As long as customers know they have alternatives they can try in an instant, customers will feel like they’ve been able to take action on their end and then leave it to you to resolve the issue. ### Keep them informed of wait times Royalty fee hold music is annoying enough. Customers want to know how long they’ll have to listen to it before they can be heard. The same goes for waiting screens. Make sure customers know how long they’ll be waiting and how many people are in front of them. This information is invaluable for customers to know whether or not the wait is worth it or if they’d rather look for an alternative solution. ### Reflect on the situation As with all crisis management, reflecting on the situation is necessary. It’s times like these that put your customer support systems to the test and will show you where your system will likely reach its breaking point. Identify the points of tension and put strategies, features, and processes in place to fix and support these points. ## 5) Train empathy and conflict resolution It’s a mistake to think that conflict management and empathy are things we should just know. It takes skill and practice to be able to manage customer support issues, and your team should be supported accordingly. ### Empathy statements Empathy statements are simple changes to chosen wording that can put your customer support agents in the best position to approach a conversation. Empathy statements should use: - **Personal pronouns** \- Use “I” over the company “we”. - **Active voice** \- Use “I am going to..” so that the actions you will take are easily identifiable and clear. - **Active listening** \- Repeat everything the customer says in your own words so both parties are on the same page. - **Follow-up questions** \- Make sure you understand the customer's position. Know what they have and haven’t tried and how far into the customer support process they are. - **Authenticity** \- Make sure you’re not being overly formal or by the book. Customers like to know the person they’re speaking to. Empathy statements may seem like a no-brainer, but these can easily be thrown out the window when tensions rise. While no one can completely avoid the customer from hell (there are plenty of stories out there), there are conflict management techniques to help lower tensions to a more manageable level. ### Conflict resolution Handling angry or upset customers is never easy. For the reasons we’ve spoken about before, customers dealing with things like stress, time limits, and disappointment will likely be emotionally invested in solving the issue. You might be inundated with “why” questions: Why am I struggling with this issue? Why is this a problem in the first place? Why is it taking so long? Managing, answering, and solving these questions are not the easiest if you also have to manage customer emotions (and your own!) on top of it. This is where it’s vital to train, practice, and learn how to approach these conversations to make them as successful as possible. There’s a book, [*Nonviolent Communication: A language for life* by Marshall B Rosenberg](https://www.amazon.co.uk/Nonviolent-Communication-Language-Life-Guides/dp/189200528X), that talks all about managing these kinds of conversations in every single facet of your life. So, not only is it invaluable for managing customer support conversations, but also conversations with your managers, team members, friends, and family too. The book goes into a lot of detail and talks about a variety of scenarios, but the approach remains similar: **Observe without evaluating:** Joining a call with an angry customer is undoubtedly going to be overwhelming. So the first step is to observe what is going on without applying your own evaluation to it: The customer is angry, their emotions are high, and they’re not ready to listen. There may be a number of reasons why they’re acting this way, many of which likely have less to do with the customer experience itself, but it is an experience that triggers other underlying frustrations. **Receive empathetically:** When emotions are high, it’s sometimes difficult to see through to one's actions. So, identifying the emotions the customer is feeling is an important step. This can be communicated to the customer or just something to acknowledge in your own head, depending on the scenario. Giving the customer time to vent before engaging in the true conversation of offering solutions may just be what you need to do to get them calm enough to listen. **Take responsibility for your own feelings:** After a long day of customer calls, being patient with an angry customer is not going to be easy. So before you hop onto a call, make sure you are aware of your own feelings first. Say it out loud, even, so you are aware of the state in which you are approaching the conversation: I am tired, I have half an hour before my day ends, and I am frustrated to be taking this call. Make sure you understand how your own feelings might sway the way the call goes. This will give you the space to know how you might react to certain [behaviours](https://www.customersuccesscollective.com/understand-your-customers-behaviors-with-customer-success-metrics-certified/), and enable you to take steps to mitigate this reaction while on the call itself. **Offer clear resolution:** This comes under lots of the things we’ve already talked about, but when on the call itself, make sure every problem, action, and solution is clearly understood by both parties. Before the call ends, review what has been spoken about - do it in a list if you have to - so everyone knows what actions will be taken, when they’ll be done, and what timeline the solution will likely take. **Express your own anger:** Once a call is over, make sure you have a space of your own to feel that anger and stress stemming from such a conversation. Talk to friends, go on an anger-fuelled run, rant to a co-worker, or all of the above! Don’t let your own emotions bottled up. Otherwise, you might just end up letting them out at the wrong time. Support calls can be frustrating for both parties, so let your frustrations out rather than fester so you can come back to these kinds of calls time and again and see a positive resolution occur each time. --- ***Want to learn about customer support in person? Customer Success Collective has events specifically for you.*** 🫵 Elevate your support strategy and get in a room with industry leaders as they reveal case studies, best practices, and common challenges to help you get up-to-date with the latest innovations and build the skills you need to accelerate your career. [Book onto a support event](https://events.customersuccesscollective.com/?%5Fgl=1%2A1jye23c%2A%5Fup%2AMQ..%2A%5Fgs%2AMQ..%2A%5Fga%2ANDI1MTAwMDk4LjE3MzM0OTkwNTQ.%2A%5Fga%5F22G4GQN2VY%2AMTczMzQ5OTA1My4xLjAuMTczMzQ5OTA1My4wLjAuMA..%2A%5Fga%5FKVYRMDNSEY%2AMTczMzQ5OTA1My4xLjAuMTczMzQ5OTA1My4wLjAuMA..&gclid=Cj0KCQiA3sq6BhD2ARIsAJ8MRwXQluG0siMIhw4hEwoT3KW89e94XHp38dDQyH50whN2vPMUpseVr7IaApOcEALw%5FwcB) ### How to transition into a Customer Success role URL: https://www.customersuccesscollective.com/how-to-transition-into-customer-success-video/ Last updated: 2025-01-02T13:14:47.000Z ## Looking for more on CS careers? [Transitioning skills from education into customer successIf you do so much as a quick Google search, you’ll find many stories about people taking the education to customer success pipeline. But why is this? And what are the most common steps taken along the way?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-157.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--1-.jpg)](https://www.customersuccesscollective.com/transitioning-skills-from-education-into-customer-success/) [2022 in review: The truth about a career in customer successLike most things worth a dime of your time, customer success isn’t bridled with a black-and-white, two-dimensional definition. There’s a whole lot more to the genetic makeup of CS than meets the eye. But what is it like to actually work in customer success?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-155.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1575832033745-e115e8b308fb-1.jpeg)](https://www.customersuccesscollective.com/a-2022-review-the-truth-about-a-career-in-customer-success/) [Climbing the customer success career ladder | Shawna PartinThere’s a lot of noise out there (we’re looking at you, LinkedIn… 👀) about “leveling up” and “climbing that career ladder.” But how do you actually do that? How can you genuinely start making a difference and put into practice some game-changing skills to advance your career?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-156.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_School_Podcast_Speaker_--2---1--2.png)](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/) ### The Customer Success Awards 2024 Your winners URL: https://www.customersuccesscollective.com/customer-success-awards-winners-2024/ Last updated: 2025-03-18T14:05:05.000Z At Customer Success Collective, nothing excites us more than celebrating exceptional customer success professionals. This passion fuels everything we do! These unsung heroes do far more than onboard customers or maintain satisfaction. They’re not just about driving retention and keeping customers happy. They juggle countless roles, keeping the gears of an organization turning smoothly. Customer success' versatility and hard work are unmatched – you’d be hard-pressed to find a more dedicated department anywhere. Of course, organizational success depends on many factors, but often it’s the tireless efforts of customer success teams working behind the scenes that propel businesses forward. That’s why we’re thrilled to bring you the fourth edition of the Customer Success Awards. ✨ 💡 Quick heads up: if you missed the shortlist announcement, you can check out who we selected as our [2024 finalists](https://www.customersuccesscollective.com/customer-success-awards-finalists). ## Customer Success Leader of the Year Great leaders elevate everyone around them, and this year’s winner has set a shining example of what exceptional leadership in customer success looks like. These trailblazers create innovative strategies, deliver top-notch customer experiences, and inspire their teams to reach new heights. So, who claims the coveted title of Customer Success Leader of the Year for 2023? We’re thrilled to announce that the Customer Success Leader of the Year has been awarded to…[](https://www.linkedin.com/in/jenellefriday/)[**Stijn Smet**](https://www.linkedin.com/in/stijn-smet-%F0%9F%90%B3-330435a9/?ref=customersuccesscollective.com)**, Head of Customer Success at Whale!** Stijn delivered outstanding results in 2023-2024\. Leading a team of just four, Stijn drove expansion revenue from 33% to 54% of total ARR, surpassing sales by 7% using AI and advanced storytelling. A true leader, Stijn transformed the team into a revenue-focused powerhouse, breaking personal barriers to lead with boldness and determination. This success is also a testament to the support of Whale’s incredible community, whose collaboration fueled this remarkable growth. Huge congrats to Stijn from Team CSC! 🎉 ![Customer Success Leader of the Year award winner 2024 - Stijn Smet](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Winner-CSC-Leader.png) ## **Customer Success Rising Star** While we honor seasoned experts, we’d be remiss not to recognize the up-and-coming talent shaping the future of customer success. These rising stars are already leaving their mark, showcasing the qualities of tomorrow’s leaders. The winner is…[ ](https://www.linkedin.com/in/laudril/)[**Rafael Escaño**](https://www.linkedin.com/in/rafaelescano)**, Senior Manager, Customer Success at Salesforce**! Rafael is a driving force in Spain’s CS community. He leads Madrid's thriving CS network, growing it from 20 to 250+ members, hosting events like Customer Success Snack, and fostering collaboration. Co-founder of GenCS, he champions Spanish-language CS content and mentors aspiring CSMs. Rafael combines technical expertise with people skills, always leading with positivity and fostering growth. Wishing Rafael a massive well done from everyone at Team CSC HQ! 🎉 ![Customer Success Rising Star Award 2024 winner - Rafael Escano](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Winner-CSC-Rising-star.png) ## Best Customer Success Team Teamwork makes the dream work, especially in customer success. It’s no secret that some of the most significant organizational wins come from cohesive, collaborative CS teams ensuring smooth customer journeys from onboarding to renewals. Drumroll, please… the Best Customer Success Team award goes to [**ChurnZero**](https://churnzero.com/)! 🎉 ChurnZero’s customer success team, part of a larger CX team, includes 22 CSMs supporting customers across Digital + Emerging, Scaling, and Optimizing segments. They partner closely with clients to drive value, acting as consultants, coaches, and extensions of their teams. In 2024, the team stabilized GRR with a 3pp YoY improvement, grew the expansion pipeline by $1M, and launched a digital CS strategy. They deliver standout results, training, and community engagement. Kudos to the whole organization at **ChurnZero**! 🎉 ![Customer Success Team of the Year 2024 winner - ChurnZero](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Winner-CSC-Team.png) ## **AI Customer Innovation of the Year** Many CS teams face the daunting challenge of doing more with less – shrinking headcounts, increasing customer demands, and pressure to demonstrate profitable growth. And if anything there’s more AI noise out there than ever before, which presents a unique challenge: how can Ai genuinely help CSMs? The winner of the AI Customer Innovation of the Year goes to… [**Gainsight**](https://www.gainsight.com/)! Gainsight’s Human-First AI Playbook transforms CS by using AI to enhance human connection, not replace it. Focused on eliminating blindspots, automating grunt work, and empowering teams, it enables CSMs to focus on impactful relationships. Companies have leveraged Gainsight AI to gain deeper insights and deliver exceptional value. With innovation rooted in human-first principles, Gainsight is redefining the future of customer success A hearty well done to the whole organization at **Gainsight**! 🎉 ![AI Customer Innovation Of the Year 2024 winner - Gainsight](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Winner-CSC-AI-inno.png) --- ## Thank you to our nominators A heartfelt shoutout to our nominators! Your votes in this year's Customer Success Awards have been invaluable. Celebrating the incredible talent within our industry is vital, and we're ecstatic to spotlight the cream of the crop in CS. Thank you for helping us illuminate their achievements! ### How to evaluate your product's success and demonstrate ROI URL: https://www.customersuccesscollective.com/measure-product-success-and-demonstrate-roi/ Last updated: 2024-12-03T15:00:27.000Z How do you know if your product is truly making a difference? Simply creating a great product isn’t enough – you need to prove its value. This is where [**return on investment**](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) **(ROI)** comes in. [ROI](https://www.customersuccesscollective.com/driving-roi-and-customer-accountability-for-success/) isn't just about money – it's a way of saying, "Hey, look how awesome this is for you!" It tells a story of how your product delivers measurable results, improves processes, and brings value to both businesses and customers. In this article, I’ll highlight eight strategies for measuring the impact of what's being sold and proving that it's all worth it. ## 1\. Define objectives and KPIs When measuring your product's impact, it's crucial to begin by clearly defining objectives and identifying [key metric](https://www.customersuccesscollective.com/customer-success-metrics/)s aligned with those objectives. Start by understanding what your product is meant to achieve, whether it's [increasing revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), reducing costs, improving [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), or gaining market share. Having clear objectives set in stone will guide the process of measuring ROI. Once your objectives are established, you can identify specific metrics like [key performance indicators (KPIs)](https://www.customersuccesscollective.com/measuring-customer-success/) to track progress. For instance, if the goal is to reduce costs, relevant KPIs might include reducing operational expenses or lowering customer support costs. [What are the go-to KPIs and metrics used in customer success?Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-113.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/measure--1-.jpg)](https://www.customersuccesscollective.com/measuring-customer-success/) ## 2\. Set a baseline for comparison Want to know if your product is making a difference? Well, you need to start by figuring out where you're at right now. To do that, you've got to measure some key things before you even start using your product. These are your baselines, allowing you to see how much your product is helping. ### Collect pre-usage data Before you start using your product, you need to gather information on how things are going. For instance, if you were starting a weight loss program, you'd want to know things like how many KGs or inches you lose after a certain period. This information will be your starting point for seeing how much the weight loss program helps later. ### Use control groups Another idea is to have a user group that doesn't get to use your product. This group will help you see what's making a difference. For example, if you're trying out a new survey tool, you could keep some of your audience on the old system. Then, you can compare how things go with the new tool to how they go with the old one. This helps you figure out if your new product is genuinely making a difference. [Boost post-sale revenue with aligned customer teamsiscover how aligning customer marketing and success teams can drive retention, boost post-sale revenue, and deliver seamless customer experiences. This report outlines four actionable strategies to overcome role ambiguity and create stronger, more profitable customer relationships.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-114.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Opentext_Meta--1-.png)](https://www.customersuccesscollective.com/aligned-customer-teams-report/) ## 3\. Measure financial results Seeing how much revenue your product brings in is a great way to understand its impact. Below are several methods you might use to assess this: ### Track revenue growth Look for any increase in revenue that can be linked to your product, like higher sales, add-on sales, reaching new markets, and more. For example, if you have a digital marketing tool, you'd want to track the increase in audience reach after introducing the tool. ### Quantify cost savings Figuring out how much money your product helps save is a big part of calculating its return on investment. Look for any costs that go down directly because of your product, such as lower operating expenses, reduced need for customer support, or more efficient processes. If you have an automated billing system, calculate the savings from fewer billing errors and the time it saves. ### Assess profit margins Understanding how your product affects profit margins is crucial in determining its profitability. You can compare profit margins before and after your product is used to see the difference it makes. For instance, if your product lowers manufacturing costs while keeping sales prices steady, it can boost profit margins and increase your return on investment. [How to drive increased product adoption | 6 strategiesEvery customer success professional will be acutely aware of how important it is to get customers to use their product. A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-115.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1493612276216-ee3925520721.jpeg)](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) ## 4\. Measure customer impact Understanding how your product impacts customers is crucial for showing its value. Here are a few ideas you can implement to gauge this: ### Evaluate customer satisfaction High satisfaction scores from customers often indicate that they are more likely to remain loyal to our brand and less likely to switch to a competitor. This increased loyalty is beneficial for ROI as it can lead to higher [customer retention](https://www.customersuccesscollective.com/customer-retention/) and increased long-term revenue. ### Monitor retention to gauge product importance Keeping our customers happy and coming back for more is important to make sure our product does well. By keeping a close eye on how many customers stick with us and [how many leave](https://www.customersuccesscollective.com/customer-churn/), we can really see how much our product means to them. This information is priceless for understanding how our product affects customer happiness and loyalty. ### Analyze adoption rates [High adoption rates](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) usually mean a more significant impact, as more users trying out the product leads to more overall value. As [product managers and CSMs](https://www.customersuccesscollective.com/customer-success-and-product-management-saas-dream-team/), tracking metrics like daily active users, feature utilization rates, and onboarding completion rates is crucial for showing the value of our work. [Time to Value (TTV) frameworkA framework to help ensure users derive value from the product as fast as possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-116.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Time-to-Value--TTV--framework.png)](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) ## 5\. Deliver a short time-to-value [Time-to-value](https://www.customersuccesscollective.com/time-to-value-ttv-framework/) (TTV) is all about how quickly customers can start reaping your product's benefits after implementing it. [The faster they can see value](https://www.customersuccesscollective.com/how-customer-onboarding-can-accelerate-time-to-first-value/), the quicker they can get a return on their investment. One way to improve TTV is to reduce the time customers take to get your product up and running. If your product has a long and complicated setup process, it might take a while for customers to see the benefits. Providing thorough and easy-to-understand documentation and tutorials for your product. If customers need help understanding how to use your product or cannot maximize its potential due to a lack of guidance, it will take them longer to realize the value. Clear and comprehensive instructions can *significantly* reduce the time customers take to benefit from your product. [Your guide on customer feedbackCustomer feedback is one of the most essential parts of a customer success strategy, letting you understand and improve the customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-117.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_feedback.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) ## 6\. Use customer feedback Customers share real-life stories of how your product is helping and what challenges it's solving. When you blend these stories into your ROI analysis, you give context to the numbers and show the broader impact of your product. I implore you to create [case studies](https://www.customersuccesscollective.com/customer-case-study-questions-framework/) that showcase real examples of how your product has brought value to other customers. These stories should include data (like increased revenue and cost savings) and personal insights (such as improved satisfaction and streamlined processes). By sharing these stories, you help others see the potential ROI of your product. ## 7\. Check-in and adjust as necessary If you want to ensure your product continues to deliver value, you’ll need to review and modify your ROI model frequently. Review the objectives and ROI results and ensure these are linked. If there is a misalignment, make the necessary adjustments. [A high churn rate](https://www.customersuccesscollective.com/high-churn-rate-look-to-your-customer-onboarding-process/) can indicate that customers are not seeing enough value from your product. Look for ways to improve your offerings and keep the churn rate low. [Outcomes-based thinking and customer successAre you tired of the same old customer success approach? It’s time to shift your thinking to outcomes-based strategies. In this article, we’ll explore the power of outcomes-based thinking and how it can revolutionize the way you approach customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-118.png)Customer Success CollectiveShane Ketterman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1520038410233-7141be7e6f97.jpeg)](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) ## 8\. Discuss the outcomes One way to stand out is to share the results of your ROI measurement with relevant [stakeholders](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/). If you are not sharing the results, it is not helpful to showcase value. It can be overwhelming, but you should create reports for [different audiences](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) to showcase unique value to their use case. For example, senior leadership might want to see revenue and operational impact; a marketing team might love customer success stories, and a product team might love adoption rates. [Tailoring your message](https://www.customersuccesscollective.com/elevating-customer-experiences-with-tailored-journeys/) makes sure everyone gets the info they need. One way to make the result enjoyable is to use infographics where possible. ![ROI formula](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/ROI--4-.jpg) ## In a nutshell We’ve discussed a lot in this article, and one thing to take away is that we cannot overemphasize the need to showcase ROI. Even in a scaling digital space, you should put in measures to highlight these wins. Customers usually need help to justify why they should keep using your product. You can do this by setting clear goals and KPIs, comparing results to baselines, measuring financial outcomes, and assessing customer impact. Understanding how a product affects everything overall helps your business, makes customers happy, and builds trust. This all leads to long-term success. ### Assess where your team sits template URL: https://www.customersuccesscollective.com/assess-where-your-team-sits-template-framework/ Last updated: 2026-02-03T10:56:22.000Z ## What is an assess where your team sits template? The assess where your team sits template is a self-evaluation framework designed to help Customer Success teams analyze their current position within the business and align with strategic goals. This tool guides teams through identifying their current focus—whether it’s customer happiness or commercial growth—and provides steps to re-balance priorities. ## What’s inside the template? The assess where your team sits template includes a series of steps and prompts to facilitate a structured evaluation: 1. **Current position assessment** – Questions to help you define where your team currently sits, whether focused on customer satisfaction, revenue growth, or a mix of both. 2. **Desired state plotting** – A section to visualize where you want your team to be in terms of strategic focus and operational balance. 3. **Shift analysis** – Prompts to evaluate what needs to change to transition from your current position to the desired state. 4. **Outcome and metrics definition** – Guidance on defining the desired outcome for your team and establishing measurable goals to track progress. 5. **Organizational alignment check** – A review of reporting lines and team structure to ensure alignment with the broader business strategy. ## How to use the template 1. **Assess your current position** – Answer the provided questions to determine your team’s current focus and strengths. 2. **Define your desired state** – Plot where you want your team to be and the balance you’d like to achieve between customer happiness and commercial growth. 3. **Plan the transition** – Use the shift analysis prompts to outline actionable steps for moving from the current to the desired state. 4. **Set outcomes and metrics** – Clearly define what success looks like for your team and establish key performance indicators to measure progress. 5. **Align with business goals** – Review your team’s reporting structure and organizational alignment to ensure your strategy supports broader business objectives. ## Download your assess where your team sits template ![Assess where your team sits template.png](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/12/Assess-where-your-team-sits-template.png) [Assess where your team sitsAssess where your team sits.xlsx43 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/12/Assess-where-your-team-sits.xlsx "Download") [Assess where your team sits![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/spreadsheets_2023q4-14.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJNLEhU0lnVztcecD8rOzmnGMtuNoO3VskGR3PmEWpbVNHvnkmlRWOWn9oo2xmTgqZLABsS3pr1j5ePU0yo6TA9yhHcuaLWwuuXKZiDfxydrvZn8nE-w1200-h630-p)](https://docs.google.com/spreadsheets/d/1QfQ0lTbjgSgS5GAcbLlShSX3puVUMo%5FJzz4d7fcTe3A/edit?usp=sharing) _This post is for paying subscribers only._ ### How AI and automation perfects customer success URL: https://www.customersuccesscollective.com/how-ai-perfects-cs-video/ Last updated: 2025-01-02T13:08:26.000Z ## Looking for more on AI? [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-154.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI--4.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) [The best AI tools for customer success \[Video\]Learn from Parul Bhandari, about the best AI tools for CS, the pitfalls when it comes to adopting AI into your success strategy, and some of the rewards gained when it’s done right.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-152.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Summit-Series_Youtube_Thumbnail_Template_--4---1-.jpg)](https://www.customersuccesscollective.com/best-ai-tools-for-customer-success-video/) [AI and automation in customer successWhen applied correctly, automation, automation, and AI-enabled customer success will open up additional prospects in the future to transform the CS landscape completely.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-153.png)Customer Success CollectiveLaura Lakhwara![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_automation.jpg)](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) ### How to connect the dots between revenue churn and customer feedback URL: https://www.customersuccesscollective.com/churn-and-customer-feedback/ Last updated: 2024-11-27T12:17:27.000Z [Churn](https://www.customersuccesscollective.com/customer-churn/) is bad news. and I'm sure any of my fellow [customer success managers ](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)(CSMs) will relate. By definition we want to fight it at all costs, right? But I’m sick of the conversation around churn. What I dislike is a pattern I see emerging: talking about [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) interchangeably with “preventing” churn. The more we talk about “stopping” churn or “stamping it out,” the more we reduce the customer success function to a reactive, digitized, firefighting service – and it’s not that. You know that, I know that. Instead, of talking about “preventing churn,” I prefer to think about creating and [shaping customer experiences](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) that deliver value, helping my customers progress and reach their goals. That’s what I want to discuss in this article: How we, as CSMs, can get ahead of churn by focusing on [customer feedback](https://www.customersuccesscollective.com/customer-feedback-questions-framework/). ## Why your approach to customer feedback will determine churn rate Despite the pervasive focus on [churn reduction](https://www.customersuccesscollective.com/guide-to-churn-reduction-framework/), customer success is ultimately about driving sustained [customer engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/), helping customers to achieve their goals and overcome challenges over time, as their needs evolve. When you shift the emphasis from a defensive reaction to a positive, proactive ambition, customer success teams can [unlock a more strategic and impactful](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) approach. And this is where the uniqueness of customer success lies: in its ability to understand the [customer mindset](https://www.customersuccesscollective.com/ideal-customer-success-mindset-video/) by analyzing [product usage data](https://www.customersuccesscollective.com/product-usage-metrics/) and directly incorporating customer feedback to inform strategies. [Your complete guide to customer-led growth and customer-centricityWhat if instead of expensive sales blitzes to find new customers, you focused more energy on current successful customers? The path to sustainable growth has been right under your nose – through a strategy focused on retaining your current customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-112.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3-1.png)](https://www.customersuccesscollective.com/customer-led-growth/) ### The customer-centric mindset Creating robust [feedback loops](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) and bringing the authentic customer voice into product improvements is critical, rather than simply "dealing with negative customers." Even when it gets to a critical stage, effective [customer success teams](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) don't view customer feedback as a burden to be managed. Instead, they see it as an invaluable source of insight that can drive meaningful product enhancements and strengthen the partnership. Similarly, the most strategic CSMs shift their focus from narrow [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) tactics to identifying holistic opportunities to add value and help customers reach new goals. Rather than simply pushing additional purchases, any good CSM should take a consultative approach to deeply understand the customer's evolving needs and collaborate on solutions that create long-term business impact. This mindset transformation – from short-term [revenue generation](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) to sustaining mutual growth – is a hallmark of customer success teams operating at the highest level. The key here is proactively incorporating the customer's perspective and priorities, whether through feedback channels or joint goal-setting. By making the customer an active partner in the process, rather than a passive recipient of products and services, customer success can drive innovations that truly meet their needs. This customer-centric approach fosters loyalty, and advocacy, and opens up avenues for expansion that go beyond simplistic upselling. [How to shift from tactical to strategic customer successCustomer Success Managers can get overloaded with clients, meaning it’s very easy to get bogged down in tactical matters. It’s important to take a step back and align your company efforts with your customers’ needs.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-106.png)Customer Success CollectiveGema Tamames Monzón![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/How-to-shift-from-tactical-to-strategic-customer-success-website.png)](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) ## The strategic importance of customer feedback Retaining and growing your existing customer base is always going to be paramount under any recurring revenue model, but customer success becomes a non-negotiable in a tough economy. When new business leads dry up and your sales team struggles to close deals, customer success teams have a unique opportunity to explain and account for lost revenue. As CSMs, we have a crucial responsibility to share valuable insights across the company. This information can help improve the product, bring in the right customers, and explain lost revenue. Let me break it down for you: 1. **For** [**product**](https://www.customersuccesscollective.com/customer-success-and-product-partnership/) **teams**: We can provide invaluable feedback to help improve the product based on real customer experiences. 2. **For** [**marketing**](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) **teams**: Our insights can help target the right customers, reducing churn from poor fit. 3. **For the** [**CEO**](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/): We can attach customer feedback to revenue loss, providing a clear picture of where adjustments need to be made. This strategic impact not only benefits the company but also shields the CS team from potential scrutiny. [Build a customer-centric culture that’ll empower your employeesAs a CS leader, there’s a responsibility to set the standard through your actions. Fundamentally, any big change needs to come from the top. To ensure each customer interaction counts and your whole company recognizes and values each customer interaction, this needs to come from the C-suite.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-107.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/penguin-1719608_1280--1--1.jpg)](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ## Protecting and empowering customer success teams Now, let's talk about something that's close to my heart as [Head of Customer Success](https://www.customersuccesscollective.com/head-of-customer-success-interview-questions/): protecting and empowering our CS teams. It's easy for CS teams to come under fire when churn rates rise. But here's the thing – not all churn is created equal, and not all of it is the CS team's fault. Let me paint a picture for you: Imagine your CS team is under fire because of rising churn rates. The pressure is on, and people are starting to question the value of CS itself. “Are they doing their job?” or, “Our customers clearly aren’t successful, are they?” are unspoken accusations thrown about. It’s not right, but then again the blame game is never a legitimate avenue to pursue. This is where the power of [customer feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) really shines. If your customer success team has been diligent about collecting and [analyzing feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), you might find that much of the churn is due to product issues or misaligned customer expectations. This insight can become your shield. It doesn't make the problem go away, but it shifts the focus from "What's wrong with our CS team?" to "What systemic issues are we facing as a company?" Think about it – if we can show that customers are leaving because the product doesn't meet their needs or because we're bringing in customers who aren't a good fit, it changes the conversation entirely. We're no longer on the defensive, trying to justify why we couldn't retain a customer. Instead, we have the ammunition we’ve longed for to push for necessary changes. As Head of Customer Success, this kind of insight is gold. It allows me to ask the right questions: - Is our [onboarding](https://www.customersuccesscollective.com/customer-onboarding/) process falling short? - Are there issues with our CS processes? - Are we failing to [build strong relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) with our customers? - Are we not helping customers find value in our product? - Is the main issue that our product isn't meeting customer needs? - Are we targeting and bringing in the wrong types of customers? In the best-case scenario, we find that the CS team is doing everything right, but other factors are driving churn. This doesn't mean we celebrate – after all, we're still losing customers. But it does mean we can build a strong case for change: Maybe we need to revamp our product to better meet customer needs. Perhaps we need to reassess our sales and marketing strategies to ensure we're targeting the right customers. It could be that we need to align our messaging to set more accurate expectations. This approach turns customer feedback into a powerful tool for cross-functional collaboration. Instead of playing the blame game, we're using data to drive meaningful improvements across the organization. [How to win back churned customersFor whatever reason, customers can be lost to churn. It’s a situation all businesses will find themselves in. The trick? Have a strong customer success strategy in place.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-108.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1492176273113-2d51f47b23b0.jpeg)](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) ## Understanding why customers churn So, how do we get to the root of customer churn and explain that lost revenue? The golden rule here is timing. Once customers have churned and left your product, the chances of them telling you why are very low. They've checked out, and their obligation to you has ended in their minds. Instead, we need to focus on two key moments: 1. **Pre-churn**: [Identify customers at risk of churn](https://www.customersuccesscollective.com/stop-the-exodus-identify-at-risk-customers-to-prevent-customer-churn/) or displaying early symptoms like decreased product usage, downgrading, or ignoring CSM calls. These are prime opportunities to dig in and understand why they're unhappy. 2. **Point of** [**cancellation**](https://www.customersuccesscollective.com/what-is-the-difference-between-cancellation-and-churn/): Implement a robust cancellation flow. Whether this is within the product or through a high-touch model, make sure you're asking the right questions at this critical moment. ## The art of asking the right questions Now, here's where it gets interesting. It's not just about asking questions; it's about asking the right questions in the right way. Customers often give easy answers that don't provide the insights we need. They might not want to take the time to give a thorough answer, or they might be hesitant to provide negative feedback. In my experience, there are two main reasons why customers churn: 1. **Product ineffectiveness**: Your product isn't effective enough in addressing the customer's challenges. Maybe it doesn't go far enough, or it only solves half the problem. 2. **Problem significance**: Your product might be solving the problem well, but the problem itself isn't significant enough for the customer to justify continued use and payment. To get to the heart of these issues, we need to ask questions that go beyond surface-level responses. For example, if a customer says they're canceling because they "didn't use it," that's not helpful on its own. We need to dig deeper: - "Why didn't they use it?" - "What expectations did they have when they signed up?" - "What problems do they actually have that we could potentially solve?" Similarly, if a customer says the product is "too expensive," we need to understand why they now feel it's not worth the price when they initially thought it was. [Why customer success and product need to communicateIn the fast-paced world of customer-centric businesses, the symbiotic relationship between Customer success and product management teams is not just a nice to have; it’s a necessity. The key to elevating the customer experience lies in the seamless integration of these two vital departments.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-109.png)Customer Success CollectiveJess Galenski![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled--1200---630px---1-.png)](https://www.customersuccesscollective.com/why-customer-success-and-product-teams-must-communicate-to-elevate-the-customer-experience/) ## Designing an effective cancellation flow When it comes to understanding why customers leave, the way we ask for feedback is crucial. It's not enough to simply ask, "Why are you canceling?" We need a more nuanced approach that gets to the heart of the issue. I recommend designing a cancellation flow that asks multiple questions to uncover the root cause of churn. Here are some examples of questions you might include: - What was the primary reason you decided to cancel your subscription? - Did our product meet your initial expectations? If not, how did it fall short? - Were there any specific features you were hoping for that we didn't offer? - How often did you use our product in the last month? - Did you encounter any difficulties while using our product? - Was there a particular event or experience that led to your decision to cancel? - How does our product compare to alternatives you've tried or considered? - If we could change one thing about our product or service to make you reconsider your decision, what would it be? The key here is consistency. We need to ask these questions every time a customer cancels. It sounds straightforward, but in my experience, many companies fail to implement this systematically. ## Turning insights into action Once we have this valuable feedback, what do we do with it? Well, that depends on which of the two main churn reasons we've identified: 1. **If the product isn't *effective* enough**: This is where we need to work closely with our product and development teams. We need to fix glitches, improve features, and address the gaps between customer expectations and product reality. 2. **If the customer's need isn't *significant* enough**: This is more of a marketing and sales issue. We need to gather as much data as possible about this customer segment and work with our marketing and sales teams to refine our ideal customer profile. Maybe we need to avoid targeting these types of customers because they're more likely to churn. [How to leverage customer feedback to build great productsMy name’s Daniel Shimoni, and this article is a step-by-step guide for leveraging customer feedback in order to create great products. Obviously, this is a pretty loaded subject, but don’t worry! I’m going to break it down into a few easy-to-digest talking points.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-110.png)Customer Success CollectiveDaniel Shimoni![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1633613286991-611fe299c4be-1.jpeg)](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) ## Bringing it all together As CSMs, we have a unique opportunity to bridge the gap between customer feedback and churn reduction. When we ask the right questions at the right time, we can gain invaluable insights that drive product improvements, refine our target audience, and ultimately reduce churn. Remember, every piece of feedback is an opportunity to improve. Every cancellation is a chance to learn. When you embrace this mindset and implement systematic feedback collection, you can turn the daunting task of “reducing churn” into a strategic advantage for your company. So, the next time you're faced with a cancellation, don't just accept it at face value. Dig deeper, ask those probing questions, and use the insights to drive meaningful change. That's how we, as customer success managers, can truly make a difference – not just in reducing churn as troubleshooters, but in creating lasting value for our customers and our companies. ### What is the ideal customer success mindset? URL: https://www.customersuccesscollective.com/ideal-customer-success-mindset-video/ Last updated: 2024-11-27T14:54:20.000Z ## Looking for more on CS mindsets? [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-102.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--43-.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) [People-powered growthMany businesses that claim to be people-powered fall short of the mark. Why? Because their growth as a business doesn’t align with the growth of their team. Instead of investing in their current team, they bring in outside talent to drive business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-103.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1548705085-101177834f47--1-.jpeg)](https://www.customersuccesscollective.com/people-powered-growth/) [Your complete guide to customer-led growth and customer-centricityWhat if instead of expensive sales blitzes to find new customers, you focused more energy on current successful customers? The path to sustainable growth has been right under your nose – through a strategy focused on retaining your current customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-105.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3.png)](https://www.customersuccesscollective.com/customer-led-growth/) ### Customer Success Festival Chicago 2024 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-2-video/ Last updated: 2026-10-01T10:58:14.000Z Catch up with every session from Customer Success Festival Chicago 2024 and hear from the likes of Cision, Morningstar, Salesforce, G2, and more. _This post is for paying subscribers only._ ### Customer Success Festival Chicago 2024 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-festival-chicago-2024-ondemand-video/ Last updated: 2024-11-27T17:45:52.000Z Catch up with every session from Customer Success Festival Chicago 2024 and hear from the likes of Cision, Morningstar, Salesforce, G2, and more. _This post is for paying subscribers only._ ### How to develop a global standardized adoption framework URL: https://www.customersuccesscollective.com/how-to-develop-a-global-standardized-adoption-framework/ Last updated: 2025-08-20T11:19:39.000Z *This article is based on a presentation given by Giso at our Customer Success Festival, Amsterdam in 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- With businesses tackling complex processes and embracing digital transformation, it’s not enough to simply provide software solutions – true success comes from ensuring customers derive measurable value from their investments. This is where adoption becomes a game-changer. As someone who has spent years shaping customer success strategies at Siemens, I’ve witnessed the challenges and opportunities that come with driving adoption in industries as diverse as automotive, aerospace, and manufacturing. In this article, I’ll take you through the approach we’ve developed at Siemens to scale adoption and deliver value, even in the most complex customer environments. We’ll explore: - The structure of Siemens’ customer success organization - The development of our global Adoption Framework - How we address adoption challenges in traditional industries - The tools and processes we use to measure and report on success - How we’re setting the foundation for scalable, customer-centric growth By the end, you’ll see how a structured approach to adoption can transform customer relationships and drive lasting impact. ## Building strategy and operations for customer success Today, my role at Siemens focuses on strategy and operations within customer success, a division I had the privilege of initiating. I pitched the need for an operational backbone to our directors, emphasizing that without a dedicated function managing the operations of customer success, scaling would be nearly impossible. While our team is still relatively small, this early formalization is a crucial step toward creating a mature, scalable model. ## The adoption challenge in traditional industries Adoption is a term that’s frequently mentioned but often misunderstood. In traditional engineering companies, like those we serve – think Boeing, BMW, and others – adoption is a multifaceted and challenging process. Unlike simpler scenarios where adoption might involve monitoring the consumption of features, we deal with customers immersed in intricate processes like designing, developing, and manufacturing cars, planes, and other complex products. Driving adoption in such environments requires addressing questions like “how,” “when,” and “whom.” It’s not just about encouraging usage but about embedding our solutions into the customer's workflow in a way that delivers measurable value. This makes change management an essential component of our strategy. ### The importance of change management Change management, in this context, is about creating what I call a “landing strip” for our solutions. It’s about ensuring that the customer’s team can start consuming the software effectively, integrating it into their operations, and ultimately realizing its value. This process is far from straightforward and involves navigating complex organizational structures and processes at the customer’s end. Our focus is on helping customers transition from simply owning our software to actually leveraging it as a driver of innovation and efficiency in their business. This requires a nuanced approach tailored to their specific needs and challenges. ## Introducing the adoption framework To address these challenges, we’ve developed an adoption framework designed to provide structure and clarity to our efforts. It’s a work in progress, reflecting both the struggles we’ve encountered and the progress we’re making. This [framework](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) is our guide for ensuring that adoption is not an afterthought but a well-planned and executed process that aligns with the customer’s goals. ### Navigating complexity in Siemens' digital industry software Working at Siemens means navigating a vast and multifaceted organization. With 425,000 employees globally, Siemens operates across various business units. You may be familiar with Siemens Healthcare or Mobility, which handles trains and related infrastructure. My focus, however, lies within Digital Industries Software (DISW) – the division dedicated to software innovation. It’s here that our customer success efforts reside. Within DISW, we operate as a centralized software unit, often referred to as a "software silo." This division alone employs 25,000 people, and in fiscal year 2023, we reported $5 billion in revenue, including $1 billion in annual recurring revenue (ARR). While ARR signifies a shift toward subscription-based business models, Siemens is still in the midst of a significant transformation. Historically, we’ve sold software on a perpetual licensing model, and transitioning to subscription-based offerings involves complex changes – not only in our products and pricing but also in renegotiating contracts with customers. This transformation is no small feat, yet it’s inspiring to work for a company achieving double-digit growth while leading the industry. DISW serves an extensive range of customers, spanning industries and scales – from global giants to smaller enterprises. Our software portfolio reflects this diversity, encompassing numerous products acquired over time, further adding to the complexity. ### The complexity of serving customers across the lifecycle The complexity of our portfolio mirrors the complexity of the industries we serve. Siemens' offerings cover the entire product lifecycle, from the earliest design and requirements stages to manufacturing and ongoing servicing. For instance, in the automotive sector, our software supports every stage of a car’s lifecycle, from concept design to production and beyond. And it doesn’t stop there; our portfolio integrates seamlessly with Siemens’ broader hardware solutions, including motors, sensors, and programmable logic controllers (PLCs). This breadth of offerings means our approach to customer success goes far beyond tracking the consumption of specific features or functions. Instead, we engage with our customers at the process level, helping them achieve value realization—the ultimate goal of any software implementation. This focus on value creation is critical, given the intricacies of the workflows we support, whether they involve designing cutting-edge vehicles, optimizing industrial plants, or innovating in high-tech manufacturing. ### Why complexity demands a new approach to customer success The sheer complexity of Siemens’ offerings and customer needs requires us to adopt a highly tailored approach to customer success. With multiple products, diverse customer requirements, and intricate processes to address, a one-size-fits-all model simply doesn’t work. Instead, our efforts are centered on deeply understanding our customers’ workflows and embedding our solutions into their operations in a way that generates measurable value. This context sets the stage for the development of our adoption framework, which is designed to bring clarity and structure to these efforts. It’s about moving beyond traditional notions of adoption and ensuring our solutions integrate seamlessly into our customers’ processes, helping them innovate and thrive in increasingly complex industries. [Unlocking ROI: The 4-step framework to prove valueAfter every conference and meet-up I’ve attended this year, ROI is the most popular and sought-after topic. Companies simply cannot afford major investments without clear financial justification and expectations of strong returns. The days of gut decisions and “trust-me” pitches are over, particularly in the current economy.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-75.png)Customer Success CollectiveAshish Mehta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/3-1.jpg)](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) ## Building the foundation for customer success at Siemens The evolution of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) at Siemens is a journey of growth and transformation. Starting small, we’ve made significant strides in structuring our approach and laying a solid foundation to scale. Let me take you through how we’ve organized ourselves to meet the challenges of serving a diverse and complex customer base. ### The structure of customer success Currently, our team consists of about 60 individuals, and we’ve established a clear organizational structure to drive our efforts forward. Here’s how it’s set up: **1\. Strategy and operations** This department, officially established just a year ago, is where I work. Led by a director, this team focuses on standardizing processes and defining best practices. Our key responsibilities include: - **Operating procedures and standardization:** Establishing clear processes, playbooks, and dashboards. - **Definitions and metrics:** Setting standards for terms like “CSM sentiment,” “red accounts,” and calculating the customer health index (CHI). - **Customer journey design:** Mapping out how customers interact with our offerings throughout their lifecycle. - **Analytics and program management:** Leveraging data to drive insights and managing large-scale initiatives. This foundational work ensures that our customer success efforts are consistent, measurable, and scalable. **2\. Zones and customer success managers** This is the frontline of customer success, where our [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) work directly with clients. The zones are structured to align closely with the needs of the business, ensuring that customers receive personalized and effective support. **3\. Customer advocacy** Although still a small department with just two or three members, [customer advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/) is a crucial component of our strategy. Advocacy is often underestimated, but its potential extends far beyond creating success stories. It encompasses: - **Co-marketing:** Partnering with customers to share joint successes. - **Co-design and co-development:** Collaborating on product innovations tailored to customer needs. - **Co-research and co-investment:** Working together to drive mutual growth and success. We’re just beginning to explore the possibilities of advocacy, but its role in fostering deeper relationships and driving value for customers is clear. **4\. Partner management** Another critical area is partner management, which supports our vast network of 4,000 global partners. With the shift toward subscription-based sales, our partners need to adopt a customer success mindset, including managing renewals and delivering value. We’ve launched a large-scale program to enable and educate our partners on these principles, ensuring they’re equipped to succeed in this new landscape. **5\. Customer experience** The customer experience team focuses on gathering and utilizing insights from customer surveys and feedback. Their work informs improvements in how we introduce new products, ensuring we deliver more value and better experiences than ever before. [What is a customer success manager?At Customer Success Collective, we love hearing from Customer Success Managers. In fact, we’re obsessed with them and the work they do; our small contribution is to create a hub of educational resources for global CS enthusiasts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-74.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Doodles--4-.jpg)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) ### Laying the foundation for future growth Although we are a small team within Siemens’ 24,000-strong digital industries software division, our vision is ambitious. Over the next three years, we aim to grow to a team of 500 CSMs and Value Creation Managers (VCMs). To achieve this, laying a solid foundation is essential. Like building a house, without a strong base, scaling becomes impossible. By formalizing processes, building robust advocacy and partner programs, and continually focusing on customer experience, we’re setting Siemens up for long-term success. The journey is just beginning, but the groundwork we’re laying today is critical to realizing our vision. ## Driving transformation through strategy and operations In the world of customer success, strategy and operations play a crucial role in creating the foundation for growth and transformation. At Siemens, we’ve made significant progress in formalizing this function to support the day-to-day operations of our customer success efforts. Let me share what we do and how this work is reshaping the way we engage with customers. ### The role of strategy and operations Our team in strategy and operations is responsible for a wide range of initiatives that are vital for customer success. Some of our key focus areas include: - **Framework deployment:** Establishing a standardized, global framework for customer success across all business units. - **Customer listening:** Gaining insights from customer feedback to inform decisions and improve experiences. - **Onboarding and training:** Creating structured programs, including role plays and business simulations, to equip CSMs with the skills and confidence needed to work effectively with digital customers. - **Operational intelligence:** Improving data hygiene and reporting capabilities to enable data-driven decision-making. - **Process standardization:** Aligning all teams – sales, presales, marketing, and services—around a unified process for subscription-based business models. ### The customer success framework One of our most significant achievements over the past year has been the development of a common framework for customer success. This framework introduces: - **New roles and responsibilities:** Defining clear ownership of customer success activities across teams. - **Artifacts and processes:** Standardizing tools and workflows to ensure consistency. - **A unified approach to customer lifecycle management:** Transitioning from an internal lens (land, adopt, expand, renew) to a customer-centric perspective that reflects the customer’s journey. This framework sets the foundation for a new go-to-market process tailored to a subscription business model. It’s not just about internal alignment – it’s about creating a shared language and methodology that resonates with customers and integrates seamlessly across all functions. ### Enabling digital transformation with digital threads To address the complexity of our software portfolio, we’ve developed digital threads – prescriptive solutions designed to enable digital transformation for our customers. These threads package our diverse solutions into cohesive offerings that help customers transition to new business models. By using digital threads, we can identify opportunities for growth, [cross-sell](https://www.customersuccesscollective.com/cross-selling/), and [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), while also providing customers with clear pathways to achieve their goals. ### Integrating customer success into the framework Customer success activities plug directly into this overarching framework, encompassing: - **Success planning:** Collaborating with customers to set and achieve their goals. - **Adoption and nurturing:** Ensuring customers derive value from their solutions. - **Value management:** Measuring and demonstrating the impact of our solutions. - **Risk and renewal management:** Proactively addressing challenges to maintain long-term relationships. This integration ensures that customer success isn’t a siloed function but a core part of Siemens’ go-to-market strategy. ### The challenges of change management Transforming an organization as complex and established as Siemens requires significant change management. Many employees have been operating in the same way for decades, and shifting to a new model involves rethinking roles, processes, and customer engagements. I often refer to this as “positive friction.” It’s the inevitable push and pull that comes with change, but it’s also the engine of progress. For me, persistence is key. My nickname within Siemens is the “pit bull” because I don’t give up. It would be easy to opt for a simpler challenge in a smaller organization, but I find the complexity of Siemens to be a rewarding test of resilience and determination. Building something great requires laying a strong foundation, and I believe the work we’re doing now will enable us to achieve incredible things in the future. The next step is to train and educate the broader organization on this new framework and process. It’s about helping everyone – from sales to services – understand what customer success is and how it contributes to our shared goals. Change isn’t easy, but by staying focused and committed, we’re creating a customer success function that’s not just a fit for Siemens but also a model for the industry. ## Building scalability with the adoption framework One of the key components of driving successful customer engagement at Siemens is the Adoption Framework, a structured, scalable approach designed to help customers integrate our solutions into their workflows effectively. This framework is not just a tool; it’s a philosophy that ensures consistency, fosters scalability, and creates a common language across all business units. Let me walk you through its core elements and how it enables us to deliver value at scale. ### What the adoption framework is and why it matters Adoption isn’t just about assigning a CSM to ensure a customer uses a product. It’s about creating a “landing strip” for change – a foundation that prepares customers for transformation. This includes setting up users, fostering strong communication, and ensuring internal backing within the customer’s organization. However, the journey to adoption comes with challenges, particularly for customers in traditional manufacturing industries with complex processes and products. For example, many customers don’t recognize the importance of adoption early in their lifecycle with us. Highlighting the need for adoption services at the land phase—when a customer is first subscribing to or purchasing our software – is critical to overcoming these challenges. ### The adoption framework in detail Our Adoption Framework incorporates several key components: #### **1\. Adoption lifecycle** Adoption is a journey, starting from early planning and extending to full adoption success. We control and measure the **maturity of adoption** throughout this lifecycle, ensuring that progress is trackable and actionable. This lifecycle approach includes: - **Early planning**: Addressing change management early, ensuring the customer is set up for success. - **Rollout**: Coordinating a structured introduction and usage of the software. - **Full adoption**: Ensuring the software becomes an integral part of the customer’s processes. #### **2\. Standardized tactics and campaigns** We’ve built a library of **60+ adoption tactics**, all digitized and organized into a standardized format. These tactics include checklists, templates, workbooks, and other tools that CSMs can use to guide customers. They are also configurable, meaning tactics can be combined into **adoption campaigns** tailored to specific customer needs. For instance: - **Technical advocate development**: Engaging with technical stakeholders to build advocacy within the customer’s organization. - **Corporate scaling**: Helping customers expand adoption across their global operations. #### **3\. Reporting and control** We’ve developed tools to monitor adoption progress and identify risks. For example: - **Adoption metrics and performance metrics (AM, PM)**: These track both the customer’s business improvements and their adoption of our software. By monitoring metrics such as certifications achieved, system usage, and process improvements, we can identify adoption hurdles and address them proactively. - **Risk identification and resolution**: With real-time reporting capabilities, we can act quickly to resolve challenges as they arise. #### **4\. Integration into success planning** The Adoption Framework plugs seamlessly into our broader **success planning** process. Success Planning serves as the architecture for overall success, while adoption planning is its execution. Together, they create a cohesive strategy to drive value for our customers. ### Enabling scalability and localization Scalability is at the heart of this framework. By standardizing tactics and digitizing processes, we’ve created a model that can be replicated across customers and regions. For example: - **Localized tactics**: Using AI, we’re able to translate tactics into local languages, such as Japanese, enabling better engagement with customers worldwide. - **Tailored campaigns**: Each adoption campaign can be customized based on the customer’s unique needs, allowing for flexibility within the standardized framework. ### Delivering measurable value Ultimately, the adoption framework helps us demonstrate value to our customers. By tracking adoption and performance metrics, we provide clear, actionable insights. For example, in a truck design department, we tracked both metrics over a year, showing how improved business processes aligned with increased software adoption. This approach not only reinforces the value of our solutions but also builds trust and confidence with our customers. ## A foundation for growth The adoption framework is a cornerstone of our customer success strategy. By addressing change management, standardizing processes, and ensuring measurable outcomes, we’re setting our customers – and ourselves – up for success. Change is never easy, especially in large, complex organizations. But with persistence and a clear vision, we’re building a model that scales, adapts, and delivers tangible value. This is the challenge that excites me most, and I’m committed to seeing it through. ### Customer Success Salary Report 2024/25 URL: https://www.customersuccesscollective.com/customer-success-salary-report-2024/ Last updated: 2025-11-26T12:55:05.000Z See the data ## Benchmark your pay against hundreds of global CS professionals. **Every day, customer success professionals like you shape the future of client relationships. But are you being valued fairly for your impact?** Our comprehensive global study breaks down exactly what your peers are earning – from entry-level CSMs to seasoned leaders. Already a [CSC member](https://www.customersuccesscollective.com/signup/)? Say goodbye to form-filling and [**access your copy**](https://www.customersuccesscollective.com/member-reports/) in just two clicks. ## What your peers are really earning. Based on real salary data from hundreds of CS professionals worldwide, this report reveals: - Salary benchmarks across experience levels, from Year 1 to Year 10 in the job - Which cities, states, and regions offer the best compensation - CS salary comparisons across tech, SaaS, healthcare, and more - How promotions and role changes affect earning potential - How demographic factors influence compensation ## Why this matters for you. Whether you're preparing for your next pay review, considering a career move, or leading a CS team, having accurate compensation data puts you in control. No more wondering if you're leaving money on the table. This isn't just about numbers – it's about understanding your market value and ensuring your compensation matches your contribution. Reveal your worth ## Inside our Customer Success Salary Report you’ll learn: 💰 **Global compensation landscape** - North America leads, averaging **$153,832** - Asia experiencing significant salary declines **(-22.6%)** 💼 **Industry and role variations** - The tech sector offers the highest median salary is **$120,825** - B2B roles command **45%** higher pay than B2C ⚖️ **Equity challenges** - Gender pay gaps widen at senior levels - Up to **45.8%** lower for female Heads of Customer Success Armed with this data, you'll have the confidence and clarity to make informed career decisions and negotiate from a position of strength. --- Don't leave your earning potential to chance – it's far too big of a decision to leave to guesswork, gut feelings, or outdated assumptions. **Download the 2024 Customer Success Salary Report** now and take control of your career trajectory. Get salary insights ### A practical playbook to B2B customer renewal URL: https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/ Last updated: 2025-08-20T11:26:10.000Z In this article, I’ll share a practical and actionable renewal management strategy that enables you to identify and escalate accounts at risk of churn. I’ll discuss how we can make a renewal management framework that allows us to scale across these segments and use cases, and finally, the importance of accuracy and forecasting and how you can make sure you’re doing it appropriately. My name's Kaitlyn Bate and in this article, I am going to be talking about a guide to B2B customer renewals. #### **About me** I am the Global Director of Customer Experience Strategy at **Freshworks**. In this role, I report to the Chief Customer Officer and our function oversees onboarding, customer success, and customer support. I drive all of the strategies and initiatives that go along the lines of streamlining and figuring out our playbooks and whatever it is we want to do consistently for all of our customers across all of our segments and regions. Prior to that, I worked as the Director of Product and Customer Success at **AnswerIQ**, which is an [artificial intelligence (AI)](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) startup for customer support. We were acquired in January 2020 from Freshworks and this was an exciting opportunity that taught me a lot as we moved into Freshworks. Prior to that, I spent 10 years in the HR tech space in a variety of product roles, most of the time, but I spent about two years at the start of my career in account management. We didn't really call it customer success at that time but really, it was that same spirit of what a true customer success manager is today. #### **About Freshworks** Freshworks offers customers software for life. We have three pillars that we focus on: 1. A CRM for sales marketing, 2. A CX, customer experience, for customer support, help desk, chat, caller, and a customer success solution, 3. As well as employee experience so IT management and other tools you use to manage your internal employees. [![About Freshworks ](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.08.48.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) We started in 2010 and we have revenue of over $300 million ARR. I think this is really useful session because we have 50,000 customers that are paid customers, and we have 1000s more free customers. We started as an SMB provider and we've had to figure out as we move more upmarket, how do we scale and make sure we continue to offer solutions that are scalable across SMBs, globally, as well as with these different product lines and focuses. In terms of the customer experience group, which is what our team is, we have a little over 500 employees within that group, again in onboarding, customer success, and customer support. Those are across North America, Europe, India, Australia, etc. #### **The agenda** Now a little bit about what you can expect from this article. A practical and actionable renewal management strategy that enables you to identify and escalate accounts at risk of churn. This is super important – to identify the at-risk component and get ahead of it before they churn. Then scaling. I talked about this a little bit already but how do we make a renewal management framework that will allow us to scale across these segments and use cases? Accuracy and forecasting - accuracy is everything and I'll talk about this a bit. But over forecasting and under forecasting are both signs you don't really know your business. How do you make sure you are forecasting appropriately? [![A practical and actionable renewal management strategy](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.10.48.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) I'm going to start with a standard framework lifecycle that you guys are probably familiar with, but talk about some of the really key points that are super important. ### **Renewals start on day one** The first one is that renewals start on day one. It's not something right before the renewal that happens, you have to manage renewals from that very first day. #### **Onboarding** We think about the first stage being onboarding, your goal here is to minimize the time to value. A customer comes to you with some promise that they were given. They have some goal, something they're trying to solve. Typically, we see these in three forms. Somebody is trying to overtime, save money, make money, or improve efficiency or productivity. Understanding really why they came to you, why they wanted your services, and what was the promise that was sold to them is critical. When we think about the customer success role, success is in the title, right? So regardless of what your company does around commercial conversations, as a CSM your job is to make the customer successful with what they've purchased and understand what they're trying to achieve. The first thing we want to do is minimize the payback period that it takes them to see any of that value for the investment they've made within your company. [![Onboarding: minimize time to value](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.14.29.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) #### **Adoption** The second thing is adoption. So the first one is about minimizing that time to value, letting them see some of that value, and then it's about really maximizing that value, and making sure they are really getting the most out of the solutions. We have a maturity index we look across, so across all our product lines, we say we have an essential, advanced, and ultimate maturity index and we pair that across goals. The customer is trying to achieve certain goals within each of these products. We want to be able to understand where are they at with what they're trying to achieve, and the products and features they're using? These are things the CSMs will commonly drive conversations around, "If your goal is to do this, these are the key features that you should be using". When we think about our essential features, it's something we look at it as if a customer is not using these Minimum Viable features, that would make it sticky, it's more likely that they're going to churn. Within your business, if you think about what are those core things that over time, customers who haven't churned are commonly using these things, it's really helpful for us to drive value and it gives the CSMs content when they reach out to the customers. It's a value add conversation. It also allows them to benchmark and say: "Other customers that are like you are doing this, and here are the results that they're seeing." Really, it's just about driving value. [![Adoption: value realization](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.16.26.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) #### **Nurture** Then we get to nurture. You've gotten to the point where the customer has gone live, they have adopted the product. Now it's about nurturing that process. This is super important because you can't just do a one and done you have to continually find moments to wow your customers. You need to be able to show them value across time in different points in time. But then you also want to be able to do things like getting a commitment from the customer. An example of this is, can you get the customer to go public with you, and to be an advocate? Because that actually represents a different level of commitment and engagement with you, when they are willing to be a testimonial and put their names on it that shows there is that commitment there. It would be harder to not renew if they already put themselves out there. Other conversations that are really important in these nurture phases, of course, we want to do the traditional QBRs and EBRs but it is so important to make sure you've got somebody with a seat at the table that you know they're the decision-maker. You want to know, what are your strategic goals? And what's your strategic roadmap? Where are you going and is Freshworks \[or insert your company name\] a part of that future? If not, give yourself time, ask six months prior to the renewal, or whatever it may be. So there's an opportunity to go and actually mitigate that potential risk. [![Nuture: enaggement, pivotal moments](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.20.21-1.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) #### **Renewal** Then have conversations outside of your QBR and EBR where they may expect it, in a monthly operational review, ask them something like, "If we were to ask you to renew your contract today, with our current terms, as it stands, what would be your answer?". Be able to understand those pain points and those friction points that the customer is experiencing, but they may not be articulating to you very well. Know there's always going to be a threat of competition. The customer thinks maybe they've outgrown you, they've gotten bigger, and their needs are greater. Or maybe the customer thinks there are new trends, there's AI, ML, in my experience at the startup, this is something we were doing, disrupting this experience. There's always going to just be the competitors, they're going to come in, they're going to offer a lower price or whatever it may be. But if you've got that right relationship and engagement, you can try and mitigate that and have those conversations to make sure the customer isn't going forward and entertaining those competitive threats. Also really starting early. Again, it starts on day one but making sure you are not reaching out right before the renewal and saying, "Okay, we're ready for your renewal", these things can take time and there can be a lot of friction in the process. They may need procurement, there may be price escalations if they need to go back and negotiate on your appeal number, whatever it is, you want to make sure when that renewal comes, it's done on time, or ideally, it's actually done early. Establishing a frictionless process because you're doing all of this work ahead of time. [![Renewal: Frictionless process](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.20.59.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) ## **Common pain points around renewals** I'm sure you guys are keenly aware of these things. #### **Identifying at-risk customers** Obviously from your relationships, you'll have some ideas, but what are the things you can do in the product and in these other intelligence systems that tell you what's going on with the customer that you may not see with the naked eye but be able to identify where these customers are at risk. I'll talk about that more #### **Visibility of renewal terms** I'm not sure if you guys experience this, but we have customers who are on monthly terms, annual terms, quarterly, semi-annual, some are on auto-renew, some are not on annual auto-renew, they're on manual. Understanding the complexity of all those things and really having that visibility of when is this customer's true renewal coming up is something that sometimes our teams struggle with. #### **Silent detractors** These are their customers that act like everything's fine, they're pleasant, they're polite, they have requested, and sometimes it's easy, to use the adage the squeaky wheel gets the grease, to focus on the customers that are making the most noise and saying, "Oh, well, this customer's fine, we can deprioritize this because they're so polite". But those things grow and those things build over time. Those customers, while they may be acting polite, could be the greatest risks because you're pushing it to the side. So make sure you get proactive and get in front of those things. Really getting to be a more proactive CSM role instead of a firefighting mode allows you to get in front of these silent detractors. #### **Friction in the process** This is something we spent a lot of time talking about and focusing on. How do we make sure we get out of our own way, reducing the friction, either internally or externally or both? Where can we add self-service for the customer? Or if we can't give it to the customer, can we give it to the CSM? How can we make sure we are making this as seamless as possible and not making it harder than it needs to be? Because already getting a renewal is something you want to make as seamless as possible. #### **Ambiguity of decision-maker** It's extremely important to understand who is the decision-maker? You may think you've got a champion, but ultimately, a lot of times the decision-maker is somewhere in the C suite. From a budget standpoint, the average company has hundreds of SaaS solutions they're using so they're looking for ways to reduce redundancies, streamline, or reduce the number of vendors. Being on top of those things, having that relationship, or at least that visibility into who's the decision-maker, what are their goals, what are their priorities, what makes them successful, is important to be able to mitigate that risk. [![Identify at-risk customers; visibility of renewal terms; silent detractors; friction in process; ambiguity of decision maker](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.26.09.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) All this stems from the **lack of having clearly defined processes** that are **reactive** and **non-standardized**. That was a framework concept. Now I'm going to walk you through how we do our renewals and implementation. ## **Freshworks implementation framework** #### **Aggregate customer data** It is impossible to work out of static sheets, you've got to have a place where you can see all of your customer data in one place. You need to know what's going on with your customers and it's very hard to do that if things aren't coming in real-time. #### **Understand context** Who needs our help? Understanding who needs your help and why they need your help and where do they need your help and making sure you've got rules and things that allow you to do this at scale is extremely important. I'll talk more about these a little bit more shortly. Not only will this provide insights into customer health, but it'll also give the triggers you need to go follow up. #### **Manage engagement/renewal** How do we help them? This is all about our playbooks. We have grown exponentially over the last year, our customer success team, I think we've hired about 150 different new CSMs in the last six months alone. So how do you make sure you've got an infrastructure that supports scale? At the same time, you can't always just add more people to solve your growing customer base, you need to make sure you've got the infrastructure again, to do a lot of these things for self-service at scale automation, email triggers, etc. [![Freshwork's implentation framework: an approach to customer retention](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.31.22.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) ## **How do we unify our customer data?** We do have a customer success platform called Freshsuccess that we use, and that's here at the center but there are other providers out there. Ultimately, the goal is that you just need some system where you can centralize all of your information about your customer. What we feed into Freshsuccess: - Product usage, - Our CRM information, - Billing information, - Internal systems, there are other integrations, - NPS from our third-party provider, - Our support tickets. Then there are fields where the CSM can go in and they can enter fields as well. This creates a 360˚ customer view count, allowing us to see all of these different inputs, which gives you a much better picture of what's going on. I know this sounds like a pretty simple first step but it is such a critical step that you get this information into one source, otherwise, you're missing out on critical information. It also allows you to do things like building a health score because you've got different inputs you can use in your calculations. ### **How we segment our customers** When we think about how we segment our customers, they say at most companies 20% of your customers drive 80% of your revenue. So while all customers are important, we have to segment them to figure out where do we invest our people versus where do we invest our tech? To make sure that they're getting the solutions that they need. We segment ours into three different segments. [![Customer segmentation](https://www.futureofsaas.io/content/images/2021/07/Screenshot-2021-07-14-at-11.35.01.jpg)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) #### **Grow** We've got our growth segment that is really focused, the top couple of thousand customers, where their CSM's high touch, in-region, close by so that when things open up again, they'll be able to go and meet those customers in person and really build some of that report. These are smaller account books, but there's a lot of focus and all of them are focused on delivering business outcomes, satisfaction, whether that's NPS, CSAT, customer effort score, and advocacy. #### **Nurture** A second tier is a portfolio approach. These are larger books than that growth segment but these are dedicated CSMs. They've got about 100 accounts in this segment, and they focus on doing things more one-to-many, as opposed to one to one. #### **Digital** Then we've got our digital segment where we have the bulk of our customer base, we do have digital success managers who are not assigned and dedicated to a customer as a customer success manager, but they're able to help the customers. We do outbound and inbound motions with those customers. But really, we're trying to solve those things with the tech touch. ### **Why is risk assessment crucial?** We want to identify these behavior patterns of customers who are likely to downgrade or churn. But it's also super important to understand if the churn is controllable or not. If it's not controllable, it's not a good use of your time to focus your efforts there. And your management teams not going to necessarily want to hear about all of the noncontrollable churns as well. #### **Controllable** It's important to know they're coming, but what the team wants to know to build a tighter team and rally around is the controllable ones, support risks, product risks, feature promises that hadn't been delivered, these are the things they can help influence and mitigate. They can build rapport, you can bring in your team and their team if you need to get in there and escalate things. #### **Non-controllable** But there are times when the churn is not controllable. Acquisition, strategy changing direction where you just can't have influence over it. Those aren't the best use of your time because there's not a lot you can do. Really understand this is the segment we want to focus on. It's also important we have tools. In the system, you want to be able to have all of these product inputs and these things that red flag you and create alerts, when there are churn potential risks. But you also want the CSM to be able to put in there anything that's at risk as well. Is this customer potentially at risk because of those noncontrollable things that wouldn't show up within the system? Strategy changing direction, stakeholder change and you need to make sure you get better alignment with the other contacts within the business, etc. ### **Create playbook and track progress against the target metrics** The next step is we create playbooks and we track progress against these and we're always iterating, we're continually trying to improve and figure out what's working, A/B testing, etc. As I said, we've hired 150 new CSMs over the last six months, we want to make sure we've created standardized task playbooks that tell them exactly "Here are the steps that you do when this is an alert that gets triggered to you", or having goals within the system. These are internal goals, what we want to accomplish with the customer, and then these are the customers’ goals, these are unique to each customer, but what is the customer trying to achieve? Establishing what are those steps so you work towards them and there are tasks and things you keep track of, and you don't lose sight of them. Because again, it all comes back to the fact a renewal starts on day one. It's something you're continually trying to show value with and create those 'wow' moments for the customer. Ensuring they're consistently in a place you're adding value to and encouraging them to renew of course. ### **Engage the right customer at the right time** This is where, especially as we think about our tech touch, we want to make sure we've got scalability automation with email triggers, etc. When we're dealing with a growing account, it's more one-on-one, the CSM may not use some automated message. But as we have to segment, this is one of the ways that you can reach out to your customers that are more in a tech touch segment. ### **Precise forecasting is the key to success** I know I mentioned this earlier, but it is really bad when you over forecast or under forecast your churn because it shows that you don't know your business. You don't know what's going on and you are having a hard time mitigating all of these things that are going on. This is something that's super important to refine and hone to understand what are the churn risks? [![Precise forecasting is the key to success](https://lh5.googleusercontent.com/1UjZfiqoEWVJdajF9P-xaasn0UoXialCzcTT37-RXIFybnJRxsqTa1BySjXc4Y7eEGhqrzpYMVLJps84Rl4jq3-PVbTALwtD8vsvXVcsPVWnqjRPZAzh_qwZsUaK9ZFXoZDFjTGP)](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal) The churn summary - I spend a tonne of my time on churn summary and churn trends and understanding what's the data telling us? How many customers are churning because of certain reasons? And then let's take that back to the different functions, the support org, the product org, and implement changes so we stop having customers that leave for these reasons. ### **To recap** Really what I want you to take away: 1. Customer renewal starts on day one. 2. Customer retention is a team effort. We always say that churn is a company problem, and it's everyone's problem within the company. It's not fair to put that just on a CSM alone, we all need the teams and the resources to make sure we're continually driving value for the customer. That we understand what their strategic goals are and how we fit in as a provider so that we can always be tweaking and adjusting to make sure we are offering those things. And finally, **remember that accurate renewal forecasting is the key to customer success**. Thank you. ### Why customer support is vital for SaaS URL: https://www.customersuccesscollective.com/why-customer-support-is-vital-for-saas/ Last updated: 2025-05-06T10:27:55.000Z In 2024, the SaaS industry is bigger than ever, making up a value of almost [300 billion dollars in 2024](https://www.omnius.so/blog/saas-industry-report-2024). Along with the saturation of this market, SaaS pricing is increasing along with overall churn metrics for the industry. So, how do companies survive the risks of churn while maintaining pricing equilibrium to stay afloat in the market? Well, it all comes down to customer support, customer success, and their roles in fostering customer satisfaction. They’re like the sugar to your SaaS pie; without them, customers will take a bite and leave unsatisfied. 🥧 In this article, we’ll go through: - The role of customer support in SaaS - The link between customer support and success - It’s influence on retention, churn, and customer lifetime value - How customer support changes from physical to SaaS products ## **The role of customer support in SaaS** First, let’s get on the same page by providing some simple definitions of what SaaS means and customer support within it. ### **What is SaaS?** **Software as a Service (SaaS)** is a software distribution model hosted by a service provider or vendor and made available to users over the internet. Instead of purchasing and installing software on individual computers or servers, users can access SaaS applications through a web browser. [What is SaaS?SaaS is cloud-based software licensing where a customer uses a nifty subscription to get access to a product. Instead of downloading software and installing it to a computer, with SaaS a customer uses an app through the internet browser. Simples.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-76.png)Customer Success CollectiveAlex Morris![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/joan-gamell-XU1L22IUKnc-unsplash--1---1---1---1---1---1---1-.jpg)](https://www.customersuccesscollective.com/what-is-saas) ### **What is customer support in SaaS?** **Customer support in Software as a Service (SaaS)** refers to the assistance and services provided by SaaS companies to help users effectively utilize their software applications. This support encompasses everything from onboarding new users and addressing technical issues to providing ongoing education and resources that enhance user experience and satisfaction. While customer support can sometimes be seen as a back-office function, it’s a critical touchpoint for maintaining and enhancing the customer experience. Support teams are often the first and most frequent direct interaction customers have with a company post-purchase. So, rather than just reacting to problems, modern SaaS support teams must be proactive when helping customers navigate challenges and feel supported at every stage. ## **The link between customer success and success** So, how do these functions fit together, and why is customer support so vital? According to SEMrush, IT & Software is the industry with the [10th highest customer retention rate](https://explodingtopics.com/blog/customer-retention-rates#customer-retention-by-industry) in 2024, at **77%** (about 2% above the average). One way it maintains this status is through high-touch points of contact throughout the customer lifecycle. And yes, customer support plays a big part in this - go figure! So, how does customer support in SaaS companies differ from other industries when thinking about [customer retention](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/) and [customer lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/)? Customer support in SaaS differs fundamentally from companies with physical products simply due to the nature of the offerings. SaaS deals with intangible, cloud-based services, while physical product companies handle tangible goods. ## How does customer support change in SaaS companies? ### Type of SaaS customer support Unlike most physical products, SaaS products fundamentally require constant connection and interaction with your customers. Unlike physical products, SaaS products grow and change lightning-fastly, and support is vital to ensure customers can keep up. #### **Real-time and ongoing support**: SaaS support is continuous because the product evolves with regular updates, feature additions, and potential downtime or integration issues. **For example:** A SaaS company like Salesforce might assist a customer with integrating their CRM with other business tools after a software update. #### **Proactive and usage-driven**: SaaS support teams need to have a more proactive approach by **monitoring user behavior and usage patterns** to identify potential issues or underutilization of features before customers experience frustration or disengagement. Things of this nature will likely include: - **Usage analytics and insights**: Analytics tools used to track how customers interact with your product. - **Behavioral triggers**: Specific behaviors or lack thereof can trigger automated alerts to the support or customer success team. - **Health scores**: The combination of usage data, support interactions, and satisfaction surveys (e.g., NPS scores)—to assess the likelihood of churn or growth opportunities. [Your guide to the customer health scoreA customer health score is a predictive metric used by SaaS businesses to indicate the likelihood of your customer leaving (churn), staying (retention), or growing (renewals) in your organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-77.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_customer_health.jpg)](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) ## Customer retention and churn management in SaaS #### **Subscription model dependency**: We’ve hinted at this before, but SaaS requires more hands-on support when it comes to customer retention and churn, particularly because most SaaS companies now use a subscription-based model. SaaS companies will rely on recurring revenue, making customer retention critical. As such, the role of support is to ensure subscriptions keep getting renewed by managing customer questions, [customer pain points](https://www.customersuccesscollective.com/what-are-customer-needs-5-steps-to-meet-them/), and requests. One of the key elements to maintaining subscriptions is to make sure customers can support teams, which are tasked not just with resolving technical issues but also with ensuring customers fully understand and utilize the software’s features. This means engaging with customers regularly to address their evolving needs, provide training or resources, and demonstrate how the product can solve their specific challenges. The recurring nature of SaaS revenue means that customer support is no longer just about resolving immediate problems—it’s about building long-term relationships. Every interaction becomes an opportunity to reinforce trust and loyalty, ensuring that customers feel confident in their decision to continue subscribing. This requires support teams to cultivate deep product knowledge, [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), and a [customer-centric mindset](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/), positioning them as advocates not only for the company but also for the customers’ success. ## **Customer Lifetime Value (CLTV)** Customer support is deeply intertwined with Customer Lifetime Value (CLTV) because it directly influences how much revenue a customer generates over their relationship with the company. Support teams are uniquely positioned to drive CLTV growth by: - Identifying opportunities for upselling and cross-selling. - Leveraging data to meet customer needs proactively. These activities, among many others, go beyond traditional support functions, turning every customer interaction into a potential avenue for increasing satisfaction and expanding revenue. **Upselling and cross-selling:** Upselling and cross-selling through support is particularly effective because support teams have deep insights into how customers use the product. By analyzing usage patterns and understanding customer challenges, support agents can recommend upgrades or additional features that align with the customer’s specific goals. **For example,** Shopify support agents might notice that a merchant frequently runs out of analytics capacity on a basic plan. During a support interaction, the agent can suggest upgrading to a higher-tier plan that includes advanced analytics tools, explaining how these tools can improve the merchant's decision-making and overall business performance. [10 upselling best practices every CSM needs to knowYour customers can be a lucrative revenue source, and it’s easier to sell to them than sourcing new customers. The trick? Upsell and cross-sell.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-78.png)Customer Success CollectiveGözde Görce![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_up_sell.jpg)](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) ## **SaaS vs. physical product customer support** | Aspect | SaaS | Physical Products | | -------------------- | ----------------------------------------------------- | ------------------------------------------------------- | | Nature of Support | Continuous, real-time, proactive | Intermittent, reactive | | Retention Focus | Prevent churn through engagement and feature adoption | Ensure product reliability and occasional repairs | | CLTV Impact | Direct influence via upselling/cross-selling | Indirect influence through loyalty and repeat purchases | | Tools Used | Data-driven, cloud-based platforms | CRM and logistics tools for physical resolutions | | Emotional Connection | Built through ongoing service and value | Built through product satisfaction and reliability | All in all, while customer support is critical in both SaaS and physical product companies, SaaS support operates continuously, with a focus on maximizing recurring value, driving engagement, and fostering relationships. Physical product support, by contrast, tends to address sporadic issues and emphasizes product reliability over engagement. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### Customer Success Festival Sydney 2024 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-festival-sydney-2024-ondemand-video-2/ Last updated: 2026-10-01T10:58:35.000Z Catch up with every session from Customer Success Festival Sydney and hear from the likes of Dynatrace, Oracle, Adobe, Hibob & more. _This post is for paying subscribers only._ ### Customer Success Festival Sydney 2024 | OnDemand URL: https://www.customersuccesscollective.com/customer-success-festival-sydney-2024-ondemand-video/ Last updated: 2024-11-27T17:44:30.000Z Catch up with every session from Customer Success Festival Sydney and hear from the likes of Dynatrace, Oracle, Adobe, Hibob & more. _This post is for paying subscribers only._ ### Customer Advisory Board (CAB) strategy one-pager URL: https://www.customersuccesscollective.com/cab-strategy-one-pager-framework/ Last updated: 2026-06-01T13:49:46.000Z ## What is a CAB strategy one-pager? A CAB strategy one-pager is a concise framework designed to help businesses create and manage an effective Customer Advisory Board (CAB). This one-pager outlines the vision, mission, values, and success criteria for your CAB while providing actionable steps for member selection, engagement, and key outcomes. By establishing a structured approach, this template ensures your CAB delivers valuable insights that align with your company’s goals and drive customer-centric innovation. ## What’s inside the template? The CAB strategy one-pager includes comprehensive sections to support every aspect of your advisory board planning: 1. **Vision, mission, and values** – Define the overarching purpose of your CAB, including what you want to achieve and the principles guiding your board. 2. **Success criteria** – Outline what success looks like, both for CAB members (e.g., providing actionable feedback) and for your company (e.g., driving product improvements or strategic alignment). 3. **Global success metrics** – Include primary and secondary objectives to measure the board’s effectiveness, such as customer retention, new product adoption rates, or regional insights. 4. **Membership criteria and segmentation** – Identify the ideal customer types and size for your CAB to ensure diverse, yet focused, representation. 5. **CAB calendar and key learnings** – Document engagement schedules, meeting dates, and major takeaways by region to maintain momentum and share insights across teams. ## How to use the template 1. **Define your CAB strategy** – Start with the vision, mission, and values to align your CAB’s purpose with company objectives. 2. **Set membership criteria** – Identify the ideal customer profiles and size for your board to ensure diverse yet actionable input. 3. **Schedule engagements** – Use the calendar section to plan regular meetings, ensuring consistent communication and momentum. 4. **Track success and learnings** – Regularly update success metrics and document insights to measure impact and guide future strategies. ## Download your CAB strategy one-pager ![CAB strategy one-pager](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Customer-Advisory-Board--CAB--strategy-one-pager.png) [CAB strategy one-pagerCAB strategy one-pager.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/11/CAB-strategy-one-pager.docx "Download") [CAB strategy one-pagerCAB strategy one-pager.pdf53 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/11/CAB-strategy-one-pager.pdf "Download") [CAB strategy one-pagerCAB strategy one-pager CAB vision: (What do we want?) CAB mission: CAB values Value 1 Value 2 Value 3 Success criteria for CAB For CAB members For your company Global success metrics Primary objective Secondary object…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-32.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyIlBNqSO6An38l_LC4mCnUv8geClD-0IYTFh7Oi3NfGwNgf8HU-MDw6cZCucZd0WEUcZWLEhYJrZ7Vt0YigoOMEo6eIWGtjvL7sjOUc3CwruML1g7ty-w1200-h630-p)](https://docs.google.com/document/d/1pmHzdNAXfeYcKTT55LkFRwKVn2TEHXCpwT6LWAjBenQ/edit?tab=t.0) _This post is for paying subscribers only._ ### Bulletproof your CS leadership style URL: https://www.customersuccesscollective.com/bulletproof-your-cs-leadership-style-video/ Last updated: 2024-11-27T14:54:27.000Z ## Want to learn more about CS leadership? [Leadership and strategy in customer success eBookLooking to excel as a leader in customer success but not quite sure how to go about it? This eBook is your trusted guide to mastering essential leadership behaviours and creating a thriving, customer-centric team culture.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-99.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Ebook_Leading_with_impact_Meta_--1-.jpg)](https://www.customersuccesscollective.com/leadership-and-strategy-in-customer-success-ebook-2/) [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-100.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle-1.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) [Leadership tactics to move you up the career ladderClimbing the career ladder from CSM to CCO is more competitive than ever. In this article, discover tactics to rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-101.png)Customer Success CollectiveBJ Shannon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Leadership-tactics-to-move-you-up-the-career-ladder-1.png)](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) ### What is customer implementation? URL: https://www.customersuccesscollective.com/customer-implementation/ Last updated: 2024-11-15T09:12:33.000Z One of the most complex yet often misunderstood aspects of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is implementation. It's the critical bridge between sealing the deal and driving long-term [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) – a phase that sets the tone for the entire [customer relationship](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/). But implementation isn't [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), nor is it adoption. In some companies, these three may blur into one; but they're three critically *different* stages of the [customer journey](https://www.customersuccesscollective.com/customer-journey-template-framework/). Execute implementation poorly, and you risk eroding hard-won trust, frustrating customers, and stalling [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). Because let’s face it – you're not *just* implementing a product or a platform – you're **building a partnership**. And like any good partnership, it requires patience, understanding, and a commitment to mutual success Fortunately, there are strategies, [frameworks](https://www.customersuccesscollective.com/customer-implementation-framework/), and best practices that can aid your path to success. So if you're looking to take your implementation game to the next level – whether you're a seasoned CS leader or just starting out – read on. - [What is customer implementation?](https://www.customersuccesscollective.com/customer-implementation/#what-is-customer-implementation?) - [Promote a self-sufficient ethos](https://www.customersuccesscollective.com/customer-implementation/#promote-a-self-sufficient-ethos) - [Pre-sale customer success](https://www.customersuccesscollective.com/customer-implementation/#pre-sale-customer-success) - [The sales-to-customer success handoff](https://www.customersuccesscollective.com/customer-implementation/#the-sales-to-customer-success-handoff) - [Balancing customization with value delivery](https://www.customersuccesscollective.com/customer-implementation/#balancing-customization-with-value-delivery) - [Ensuring proper stakeholder involvement](https://www.customersuccesscollective.com/customer-implementation/#ensuring-proper-stakeholder-involvement) - [Measuring implementation success](https://www.customersuccesscollective.com/customer-implementation/#measuring-implementation-success) - [Continuous alignment and support](https://www.customersuccesscollective.com/customer-implementation/#continuous-alignment-and-support) - [Avoid common implementation pitfalls](https://www.customersuccesscollective.com/customer-implementation/#avoid-common-implementation-pitfalls) - [Post-implementation success](https://www.customersuccesscollective.com/customer-implementation/#post-implementation-success) - [Future-proofing your implementation process](https://www.customersuccesscollective.com/customer-implementation/#future-proofing-your-implementation-process) The roadmap to frictionless onboarding, sustained adoption, and guaranteed renewals awaits you… ## What is customer implementation? Implementation is a clearly defined phase focused on setting up the product to meet the customer's needs. During the implementation phase, you'll typically have very few users in the platform, and the focus is primarily on building, configuring and training this core group. Implementation follows set timelines, objectives, and standardized processes to get the product technically ready for the customer’s environment. It's typically a short-term project (although it can be longer) that concludes with a “launch” of the platform, ready for users to begin their journey. ### What is the difference between implementation and onboarding? Onboarding, by contrast, extends beyond the initial setup of implementation. This phase is about engaging customers, building trust, and setting a long-term roadmap for success. As Dominic Constandi, Chief Customer Officer at Sovosi, [explains](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/), “Each phase is cumulative, setting up the next phase for success, much like an athlete prepares for a tournament.” While implementation provides a technical foundation, onboarding guides customers into a deeper relationship with the product and the team, helping them understand the platform’s potential and the steps needed to reach their desired outcomes. ### What is the difference between implementation and adoption? Adoption follows the implementation and onboarding phases and is an ongoing process. Here, [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) actively support users as they begin engaging fully with the platform, applying best practices, and addressing specific pain points. Adoption is where users start realizing the platform’s value in their daily workflows, and it requires continual [engagement](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) from the CS team to ensure users see the benefits, maintain momentum, and expand their use of the product. Unlike implementation, adoption is an ongoing commitment that helps sustain excitement and value over the long term. Implementation can include an additional adoption phase that follows the launch, covering elements like end-user training and best practice recommendations. **Together, these phases create a cumulative journey, guiding customers from setup to engaged use, and ultimately to fully realizing the platform’s value.** ### Implementation vs. customer onboarding The differences between customer implementation and onboarding go beyond mere semantics; implementation is only *one* component of the onboarding journey. It serves as a foundational step, while onboarding extends further to engage customers, build trust, and establish a roadmap to long-term success. To reflect on the words of **Dominic Constandi, Chief Customer Officer at Sovosi:** > "Each phase is cumulative, setting up the next phase for success, much like an [athlete prepares for a tournament](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/)." ## Promote a self-sufficient ethos If you want your customers to adopt your product, [renew](https://www.customersuccesscollective.com/who-owns-customer-renewals/), and then become advocates, you’ve got to mold them into product experts from day one. Your implementation process needs to be built to cultivate product experts early on in your partnership. If your product is intuitive to use and has been [built on user feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/), this approach will deliver on one of your product’s key advantages: that your customers don't need a full-time admin dedicated to managing your product. They should be able to use your product, or platform, without resistance. The benefits of this approach are twofold: - It empowers admin users to self-serve on future configuration enhancements, and - It creates platform champions who feel confident enough to get creative within the platform and advocate for it internally. This strategy has proven particularly effective in encouraging customers to iterate and innovate within the platform without being blocked by knowledge gaps. [Why customer success isn’t just a post-sale functionCustomer success can be incorporated before the point of purchase to maximize customer lifetime value, customer experience, and establish foundations for revenue growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-55.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Author-Text--9-.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ## Pre-sale customer success Implementation has its similarities to the dating phase of a relationship. Let’s say you've swiped right on Tinder or Hinge; you discuss what you want in your future, and you've agreed that you're on the same page. Now you're just trying to understand the other person and see if you can make the future a reality. It’s very much an “Is this the right fit?” kind of moment. But the seed of customer success can be brought in before the point of sale – during the sales process itself. [CSMs can be brought into sales calls](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) to identify the prospect’s key challenges and align on the right solution. When he was Senior Director, Customer Success (EMEA) at Procure Technologies, **Richard Cookson** took part in a panel discussion on sales and success alignment at [Customer Success Festival London 2022](https://www.customersuccesscollective.com/customer-success-festival-london-2022-ondemand/). Richard emphasized the importance of establishing clear roles and responsibilities early on, highlighting a structured approach to customer implementation and onboarding. In his process, CSMs play an active role even in the pre-sales phase, enabling them to build key relationships, clarify goals, and understand the customer's unique pain points well before implementation begins. In Richard’s words: > *“For our larger customers, we get CSMs involved in pre-sales. That’s really important to start introducing the roles, building relationships, understanding pain points… and scoping out professional services so we can deliver the right implementation based on the complexity and size of the business.”* When you integrate CS into the [pre-sales process](https://www.customersuccesscollective.com/sales-enablement-frameworks/), the prospect is familiarized with the expectations and goals that will drive the subsequent implementation phase. This seamless transition from sales to onboarding helps establish trust and transparency from the very start. [11 steps to a seamless sales handoffEmbarking on the journey of refining sales and customer success handoffs is a pivotal aspect of a CSM’s career. It’s not just about transferring information, it’s about creating a seamless, collaborative process that sets the stage for long-term customer relationships.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-56.png)Customer Success CollectiveRob Zambito![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_sales_cs_handover-1.jpg)](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) ## The sales-to-customer success handoff > “You can't complete the implementation just by getting a good handoff. But you can certainly blow up the whole thing by having a bad handoff and a bad kick-off.” **– Dominic Constandi, Chief Customer Officer at Sovosi** Mastering a good relationship with your sales team is critical for implementation. Unfortunately, cracks can start to form as early as [onboarding](https://www.customersuccesscollective.com/onboard-new-customers-like-you-mean-it/) due to [improper handovers](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) from the sales representative to the customer success manager. When sales and CS teams don't have proper processes and documentation in place, crucial details about customizations or deadlines can be missed. The result? Generic implementation plans that miss the mark and erode customer trust. To avoid this, you should always champion clear communication, standardized documentation, and seamless transitions between your two teams. By the time the implementation phase begins, the necessary stakeholders – from technical experts to executive sponsors – should all be aligned and ready to execute the vision outlined during the sales process. According to **Richard Cookson,** after the sale is closed, they hold an internal kickoff to ensure all relevant stakeholders, from customer success to technical experts, are fully briefed. This reduces duplication and supports a well-informed transition. He notes, “The [North Star](https://www.customersuccesscollective.com/what-is-a-north-star-metric/) is pretty much the same with everyone. It’s how do you reduce duplication and [transfer all of that knowledge from pre-sales](https://www.customersuccesscollective.com/better-together-sales-and-customer-success/) right through the customer journey.” This proactive, structured approach to knowledge transfer and stakeholder involvement reduces the risk of a cold handoff. From this point, the implementation team can focus on balancing customized needs with consistent value delivery, which we’ll cover in the next section. ## Balancing customization with value delivery As you’ll have guessed by now, implementation is a complex beast. It’s important to approach it with caution, ensuring you don’t enter the process gung-ho, but without much thought. It’s important to break down implementation into manageable phases, to ensure your customers receive a steady stream of impactful wins, rather than feeling overwhelmed by the sheer scope of your product. The core tenets of this methodical approach: - Identify mission-critical workflows as the initial implementation focus - Gradually increase complexity and functionality over time - Maintain a regular cadence of tangible value delivery at each phase - Keep customers confident and engaged throughout the journey This carefully orchestrated rollout stands in stark contrast to the "all-or-nothing" implementation that can all too easily backfire, leaving customers frustrated and unsure of your product’s true capabilities. [A CSM’s guide to multithreading across stakeholdersA multifaceted strategy is about creating a web of connections that not only supports but also strengthens the customer journey. Christina’s tenure at LinkedIn has taught her the irreplaceable value of building robust relationships with various stakeholders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-57.png)Customer Success CollectiveChristina Parra![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--8---2-.jpg)](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) ## Ensuring proper stakeholder involvement Put simply, implementation won’t be successful without the [full cooperation of every team member and stakeholder](https://www.customersuccesscollective.com/multithreading-across-stakeholders/). The process begins with a sales development representative (SDR) engaging your client decision-makers, followed by customer success managers or account managers discussing partnership goals, and a product manager addressing technical questions. By the time the implementation team enters the picture, all key personas should be identified: - Customer success managers, account executives, product managers - Technical stakeholders - Executive sponsors [How to optimize your implementation process for successAs the VP of Customer Success at Fluke Reliability, ensuring our customers achieve success with our software is my number one priority. Want to optimize your implementation process for long-term success? Find out how Fluke Reliability did just that.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-58.png)Customer Success CollectiveBill Green![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--49---1-.jpg)](https://www.customersuccesscollective.com/how-to-optimize-your-implementation-process-for-long-term-success/) ## Measuring implementation success Beyond standard metrics like time to launch and daily active usage, you can track success across three key areas: 1. Solution maturity 2. Customer experience 3. Product adoption In terms of qualitative measures, you can also examine direct customer feedback through questions like, "If you could renew tomorrow, would you?" This combination of quantitative and qualitative metrics helps ensure both immediate and long-term success. ## Continuous alignment and support Successful implementation isn't just about following a process – it's about maintaining continuous alignment with your customer's goals. This can happen through several key touchpoints: - Sales handoff - Customer onboarding kickoff - Post-implementation review - Regular [milestone check-ins](https://www.customersuccesscollective.com/post-sale-customer-survey-checklist-framework/) During these touchpoints, your CSMs tackling implementation should validate that they're working towards the customer's key goals and moments of impact. Ultimately, there shouldn’t be any nasty surprises once you get to the renewal stage where you have a customer saying, “But this didn't go at all as expected!” [Customer success alignment assessmentA tool designed to help you evaluate your customer success strategy and align it with your business goals.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-59.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-success-alignment-assessment2.png)](https://www.customersuccesscollective.com/customer-success-alignment-assessment-framework/) ## Avoid common implementation pitfalls One big hurdle you’ll inevitably face is the challenge of working with new stakeholders who might lack organizational context. For instance, if your point of contact in your client’s organization is [new to their company](https://www.customersuccesscollective.com/how-to-identify-and-grow-your-champions-in-a-clients-organization/), they might not have the historical knowledge needed to roll out your [SaaS](https://www.customersuccesscollective.com/what-is-saas/) product effectively. The solution? We recommend bringing in additional thought leaders who can provide the necessary context. In the case of a SaaS platform, you run the risk of building out an entire instance based on one person's limited perspective, potentially requiring a complete rebuild of your product before going live. ## Post-implementation success The end of implementation isn't really an end at all – it's a transition. Once the initial build is complete, you can focus on: - Reviewing what's been built - Recommending enhancements - Suggesting adoption strategies based on initial usage patterns - Transitioning to a dedicated customer success manager or account executive This is where the old "teach them to fish" philosophy really shows its value. Customers should feel confident not just in using the platform, but in *continuing* to mature their usage. ## Future-proofing your implementation process Here are key considerations for building a sustainable implementation process: 1. **Documentation:** Maintain clear processes and standardized handoff procedures between sales and CS teams. 2. **Stakeholder management:** Ensure you have the right mix of technical and business stakeholders involved from the start. 3. **Value alignment:** Continuously validate that implementation activities align with the customer's key goals. 4. **Feedback loops:** Implement regular check-ins and surveys to gather both quantitative and qualitative feedback. ## Key takeaways for customer success managers The first 90 days of your customer relationship are crucial for long-term success. It's during this period that customers form their first impressions of your platform's capabilities and your team's ability to mitigate risks. Success in implementation requires: - Clear distinction between the implementation and adoption phases - Strong alignment between sales and customer success teams - A methodical approach to feature rollout - Proper stakeholder involvement from day one - Comprehensive success metrics Above all, remember that successful implementation isn't about rushing to get everything done at once. Implementation sets the foundation for your entire customer relationship; get it right, and you're well on your way to building strong, lasting partnerships that drive value for both parties. The implementation phase sets the tone for your entire customer relationship. Take a methodical approach to ensure genuine stakeholder involvement, and maintain clear communication throughout. Doing this might seem like a lot of up-front work, but the payoff is undeniable – you’re creating a strong foundation for long-term customer success. --- ## Keep on learning Want to learn more about customer implementation and other customer success topics? Join our global community on [Slack](https://www.customersuccesscollective.com/customer-success-community/) for the head-scratching questions you want answered and the connections you haven’t made yet. [Join the community](https://www.customersuccesscollective.com/customer-success-community/) ### Your finalists for the 2024 Customer Success Awards URL: https://www.customersuccesscollective.com/customer-success-awards-finalists/ Last updated: 2025-11-05T09:36:04.000Z After receiving nominations from customer success professionals across the globe, we've narrowed down the field to the elite finalists in each category. Now it's time to spotlight these standout individuals and teams who are raising the bar for customer-centric service. Stay tuned for the big reveal at the virtual [Customer Success Awards ceremony](https://www.linkedin.com/events/theallianceawards-customer-20247219601341692719105/) on **December 3rd**! Mark your calendars, dust off your glad rags and get ready to celebrate the crème de la crème in customer success. ## Customer Success Leader of the Year The top customer success leaders cultivate passion, inspiration, and unity among their peers, motivating them to surpass expectations. But which individual has risen to the pinnacle of leadership this year? Our finalists have built the customer success powerhouses of tomorrow, riding the wave of innovation and helping transform the way we interact with clients. Have they delivered a mind-blowing keynote that sparked your "eureka!" moment? Or perhaps their advocacy has driven impressive MRR growth for their company. Whatever the case, these [leaders](https://certified.customersuccesscollective.com/p/customer-success-leadership-accelerator?ref=customersuccesscollective.com) are the heroes of customer satisfaction. The finalists are: - [Raymond Otero](https://www.linkedin.com/in/rayotero), Director, Global Customer Experience at Microsoft - [Sara Arecco](https://www.linkedin.com/in/sara-arecco-a2a18a134/), Head of Customer Success at Antavo Ltd - [Julia Matviichuk](https://www.linkedin.com/in/juliamatviichuk/), Chief Customer Officer at Taimi - [Kimberly Ayala](https://www.linkedin.com/in/kimberlyayala), Director of Customer Success (the Americas) at Akeneo - [Stijn Smet](https://www.linkedin.com/in/stijn-smet-%F0%9F%90%B3-330435a9/?ref=customersuccesscollective.com), Head of Customer Success at Whale ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Leader-of-the-Year.png) --- ## Rising Customer Success Star Customer success is all about staying ahead of the curve and zeroing in on results. That's why we're excited to recognize the fresh faces already making waves in the field. Think of those CS newbies whose potential is shining bright. These exceptional talents are touted to become bonafide legends pretty soon. The finalists are: - [Rafael Escaño](https://www.linkedin.com/in/rafaelescano), Senior Manager, Customer Success at Salesforce - [Douglas Henrique](mailto:douglashtavares98@gmail.com), Customer Success Strategic Manager at Eduzz - [Nidhi Gulhane](https://www.linkedin.com/in/nidhi-gulhane/), Senior Technical Customer Success Manager at Cisco Systems - [Kourtney Thomas](https://www.linkedin.com/in/kourtneythomas/), Manager of Customer Success at Schola - [Margo Barysheva](https://www.linkedin.com/in/margobarysheva/), Senior Customer Success Engineer at Stream Security ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Rising-Star.png) --- ## Customer Success Team of the Year Behind every great company is an amazing [customer success team](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/) working cohesively to create remarkable customer experiences. Now for the $64,000 question: which squad will take the title this year? This award is all about the top-notch customer success crews. We all know no one's a solo act, and collaboration is the secret sauce. Client wins thrive on the collective hustle and loyalty of the crew, that sense of being in it together. The finalists are: - Airlock Digital - ChurnZero - Veeam Software - SS&C Blue Prism - Antavo Limited ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Team-of-the-Year.png) --- ## AI Customer Innovation of the Year The top tools in customer success leverage data and technology to provide invaluable insights and optimize workflows. But which [AI-powered](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) solution will take the prize this year? Our finalists have built the products of tomorrow, riding the AI wave and helping transform our customer interactions for the *better.* Have they built a chatbot that's got clients swooning or an algorithm that predicts needs before customers even know they have them? It's time to give their innovation the spotlight it deserves! The finalists are: - DevRev - Ask-AI - Gainsight - ChurnZero - ForethoughtAI ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/AI-Innovation.png) --- ## The stage is set for a celebration of customer success excellence. We applaud all the deserving finalists and can’t wait to reveal the winners! So, stay tuned for the awards ceremony that honors these customer-centric champions during our virtual Customer Success Awards ceremony online on December 3rd, 2024\. [Don’t miss the results ](https://www.linkedin.com/events/7267175490841407488/comments/) ### Guarantee your customer success team can succeed in CRM URL: https://www.customersuccesscollective.com/customer-success-in-crm-video/ Last updated: 2024-11-27T14:54:33.000Z ## Looking for more on CRM? [Bridging relationship gaps with customer successI’m Daniel Goldfeld. I’m based out of Tel Aviv, where Perimeter 81 is headquartered. I’ve been the Global Vice President of Customer Success at Perimeter 81 for the last two years or so.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-98.png)Customer Success CollectiveDaniel Goldfeld![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1429041966141-44d228a42775-1.jpeg)](https://www.customersuccesscollective.com/bridging-relationship-gaps-with-customers-by-leveraging-customer-success-principles/) [Transform your Customer Success Managers into strategic partnersChad Horenfeldt, VP of Customer Experience, takes us through how to transition CSMs into strategic roles and build long-term customer relationships.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-97.png)Customer Success CollectiveChad Horenfeldt![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Leveling-up-your-CSMs---Tactics-to-become-more-strategic-and-build-long-term-customer-relationships.jpg)](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/) [The unique challenges of customer success in the CRM spaceIn this episode of CS Connect, Vish and Monica discuss the unique challenges that customer success faces within the customer relationship management (CRM) space and implementing customers’ business outcomes.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-96.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2021-11-17-at-15.00.54.jpg)](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/) ### How GoCardless monetized customer success URL: https://www.customersuccesscollective.com/how-gocardless-monetized-customer-success-2/ Last updated: 2026-01-29T11:46:31.000Z In recent years, customer success has shifted from a supportive function to a key driver of business growth and profitability. There’s an unfair view of CS as a hand-holding function that gets a client from A to B; that kind of passivity just doesn’t cut the mustard anymore. As competition intensifies and customer expectations continue to rise, it’s no longer enough to simply deliver a product or service; businesses must build relationships that drive sustained value and demonstrate impact at every stage of the customer journey. However, the idea of monetizing customer success can often feel uncomfortable. There's a fear of appearing mercenary or transactional, putting a price tag on what should be a collaborative partnership. But the reality is that monetizing customer success is often in the best interest of the client. It allows businesses to provide a truly tailored, concierge-level experience, rather than a generic "spray and pray" approach. As I’ve led the customer success team at GoCardless, I’ve seen how monetizing customer success can transform it from a cost center into a significant revenue stream. Gone are the days of customer success being viewed as a necessary evil – at GoCardless, it's an integral part of our business model that delivers immense value to our clients. In this article, I’ll explore: - The structure of our customer success packages and what makes them valuable - The journey of turning customer success into a revenue line - Key metrics we track to ensure sustainable growth and impact - The critical importance of aligning sales and customer success teams - Lessons learned and best practices for integrating customer success into the core of the business ## Introduction to GoCardless and our mission GoCardless is in the business of bank-to-bank payments, a system that skips traditional credit card networks. As our name suggests, we’re “cardless,” focusing solely on direct account-to-account transactions. While we’re not a consumer-facing brand like [PayPal](https://www.customersuccesscollective.com/how-paypal-drives-customer-retention-highly-competitive-industry/), we’re building a global network that allows businesses to make and receive payments across borders seamlessly, with reduced costs and greater efficiency. Our mission is to free individuals and businesses from the constraints and costs of outdated payment methods like cash, checks, and credit cards. Bank-to-bank transactions are our future – and we’re confident they’re the future of payments as well. GoCardless was founded in 2011 and now serves over 100,000 customers in 30 markets, including Europe, the UK, North America, Australia, and New Zealand. Some of our customers are also our partners, especially those in accounting and [CRM software](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/), which helps us extend our reach and offerings. ### Creating value at every stage of the journey In customer success, our team’s purpose is simple: make it easy for customers to get value from each stage of their journey with our product, GoCardless. This aligns with many companies’ customer success promises, but at GoCardless, we’ve taken it a step further by monetizing this promise. We’ve developed success packages that don’t just support customer retention but also [drive revenue](https://www.customersuccesscollective.com/customer-success-can-drive-revenue-video/). Our customer promise is about delivering value consistently, ensuring that each stage in the customer lifecycle provides benefits and insights. This goal underpins our approach to success packages, which I’ll explore further in the next section. These packages have enabled us to put a monetary value on customer success, adding another dimension to the value we provide to our customers. In the following sections, I’ll break down how we built and monetized these success packages, turning a traditionally supportive function into a strategic revenue driver. [How customer success can drive revenue \[Video\]At the Customer Success Festival London, we caught up with Franca-Sofia Fehrenbach, Head of Customer Success at PlanRadar, for an in-depth chat on turning customer love into cold hard cash. We dive into how sales, marketing, and success need to be joined at the hip to truly drive account expansion.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-29.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Franca-Sofia--2---1---1-.jpg)](https://www.customersuccesscollective.com/customer-success-can-drive-revenue-video/) ## Building an ecosystem for customer success Our customer success packages are designed as an ecosystem that places the customer at the very center of our operations. These packages are built on the pillars of trust, inspiration, and advocacy, aiming to offer a comprehensive service that supports our customers throughout their entire journey – not just as a one-time engagement. Many companies charge one-off implementation fees, or they offer standalone [Customer Success Managers (CSMs)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) or occasional services like training and support enhancements through different service level agreements (SLAs). While these approaches are valuable, we found that bundling these services together to provide a cohesive, in-life experience adds a much deeper level of value for our customers. So, we created packages that bring these essential services into a unified offering. ### The structure of our customer success packages Our success packages include several critical components, each playing a distinct role in the customer experience: - **Professional services** – Our implementation team is there from day one, helping customers get set up quickly and effectively. - **Customer success** – This team engages with customers at every stage, acting as their advocate and guide, consulting on product usage, and focusing on retention and growth. - **Customer support** – Available when customers need direct assistance, our support team is always accessible and equipped to address immediate concerns. - **Platform access** – Ensuring that customers have the right access to the necessary platform features when they need them. With these components identified, we then created a tiered approach, offering various levels of service based on customer needs and the complexity of their requirements. ### The tiers of service Our packages are structured into four levels, each tailored to meet different scales of customer needs and provide progressively more personalized service: 1. **Basic**: This package is available to all of our self-serve customers as a standard offering. It includes basic support access through our website and standard support hours. 2. **Essential**: Designed for customers in our scale segment, the Essential package provides a more proactive, digital-first experience. The team here operates on a ratio of roughly one CSM to 500 customers, which we’re optimizing toward a one-to-1000 ratio. Through this package, we aim to move larger self-serve customers into a more managed environment, with proactive guidance and insights based on intent signals. 3. **Enhanced**: This package steps up the level of personalized support with a one-to-few approach, typically at a one-to-40 customer ratio. Enhanced customers receive more proactive support, improved SLAs, and access to implementation services, which allows them to quickly address their evolving needs. 4. **Premium:** At the top of the spectrum, our Premium package offers what we call “conceirge” service. This includes a high-touch approach with a 1-to-10 (or 1:15 for less complex cases) CSM ratio. Premium customers enjoy exclusive services such as invitations to customer events and personalized interactions that make them feel like our VIPs. ### Monetizing the packages These three tiers – Essential, Enhanced, and Premium – are paid offerings, with costs varying significantly based on the complexity of the customer’s needs. Our sales team uses these packages as a framework to assess prospects and current customers, helping to determine the best fit based on their unique needs and organizational complexity. This approach not only aligns our offerings with customer expectations but also ensures our customers receive the right level of support to maximize their success with GoCardless. ## The journey to monetizing customer success at GoCardless Now that you’re familiar with what’s included in our customer success packages, let’s dive into the journey of transforming this concept into a monetized, [revenue-generating](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/) line for GoCardless. This “customer monetization journey” has been full of learning, challenges, and a few surprises, which ultimately brought us to where we are today. ### Starting small: early stages of customer success Our journey began in 2016, with the hiring of our very first CSM. Like many companies just beginning to explore customer success, this was initially a one-person role focused primarily on onboarding. Soon, we realized we needed more than a CSM – we needed implementation services to support customers from the beginning of their journey. Initially, these services operated within our sales team, with support in a separate operations team, creating some silos that limited cohesion. In 2019, when I joined alongside our [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/), we took a step toward unification. For the first time, we mapped out a connected customer journey and integrated our customer success, support, and implementation teams. It took time, but this milestone set the foundation for what would become our monetized customer success function. ### Testing the waters with a free customer success package By March 2020, we launched a free customer success package, allowing us to introduce different levels of service to our customers. This pilot period was instrumental in helping us understand what customers valued most. We experimented with SLAs, consultation services, and even events (despite the challenges of 2020) to pinpoint where the real value lay. We discovered that customers valued a blend of proactive support, consultation, and guaranteed response times, giving us the insights to start shaping paid packages. ### The first sale (and a major milestone) In March 2021, we sold our very first package, which was both a surprise and a challenge. Our North American VP of Sales called with news of a $45,000 sale and asked us what we planned to do about it. Thankfully, we were prepared, and within the same month, we rolled out the package on a broader scale. By June, we had achieved $2 million in sales—a pivotal milestone that validated our approach and demonstrated the potential for monetizing customer success. ### Scaling with new offerings and digital tools As we gained traction, we introduced the Essential package in May 2022\. Initially, we were concerned about how customers would perceive a primarily digital service. However, customers found significant value in knowing that support was accessible, even digitally, and at a fair price point. This offering provided the reassurance and reliability they wanted, further underscoring the demand for these structured, paid success packages. To support this scaling effort, we invested in [customer success tooling](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2023-blog/) by implementing the program, ChurnZero. This platform has been essential in enabling us to manage and personalize the Essential service at scale. Currently, our Essential CSM-to-customer ratio is one to 500, and with the right tooling, we’re working towards a 1:1000 ratio. This scalability also allows us to extend digital services into our higher-tier Premium and Enhanced packages, adding more personalized touches for our high-value customers. ### Positioning the package as a platform fee One of our most impactful shifts came in 2019 when we repositioned the success package as a “platform fee” rather than a “support” or “success package.” We observed that customers in the payments industry, especially those more familiar with transaction-based services like PayPal, were more comfortable with the idea of a platform fee. Interestingly, it was down to a relatively simple shift in terminology that helped our sales team secure buy-in more effectively, as our prospects could more easily grasp the value being provided. This shift reinforced the concept of our success package as an integral part of the GoCardless experience, not just the cherry on top of the cake. ### How monetization of customer success has effected GoCardless today Since our monetization project started, we’ve seen our customer success offering evolve into our second-largest revenue stream, contributing between 10-15% of our total revenue. To put it into perspective, payments are the core of what GoCardless does—it’s our primary business function. Yet, our success packages have grown to be the second most significant product in our portfolio, underscoring the substantial value of a well-developed, monetized customer success strategy. This journey, from a single CSM to a fully integrated, revenue-generating customer success ecosystem, has shown us that customer success is more than a support function. By positioning it as a true value-add, we’ve turned it into a powerful contributor to our growth and a pillar of our customer-centric mission. ## Results and impact of monetizing customer success With our customer success packages now firmly established as a core revenue line, I’d like to share some insights on the results and impact of this journey. While I can’t share exact numbers, I’ll walk you through the high-level trends and what they’ve meant for us as an organization. These results reflect our current financial year, which runs from July to June, so we're looking at a partial-year view. ### Exceeding targets and boosting bookings Each year, we set ambitious targets around customer success bookings, aiming to drive sales of our success packages. Currently, we’re tracking at 162% of our target year-to-date, which demonstrates significant success in this area. These bookings capture the full contract value, often over a multi-year period—typically three years or more. This provides us with a long-term view of future revenue and allows us to better forecast the impact of customer success on our business growth. ### Revenue recognition and future growth In terms of revenue, we recognize it monthly based on actual usage, meaning that some of our bookings represent future revenue rather than immediate income. This year, we’re currently at 111% of our target for recognized revenue. While this percentage is lower than our bookings, it highlights a solid stream of expected revenue that will continue to strengthen as customers engage with their packages over time. ### Managing costs and driving profitability One of the most significant areas we’ve focused on is cost management. In the startup and scale-up world, profitability is a critical metric, and achieving it requires careful control of spending. I’m pleased to say we’ve managed to keep our costs well below the expected spend, transforming customer success from a traditional cost center into a net profit contributor. This achievement has also enabled us to exceed our EBITDA targets, reinforcing the profitability of our customer success function. ### Gaining influence within the business Transforming customer success into a profitable line of business has fundamentally changed its role within GoCardless. While many organizations still view customer success and support teams as cost centers, we’ve demonstrated that this function can actively contribute to profitability. This shift has earned our team a stronger “seat at the table,” influencing strategic decisions across product development, business strategy, and overall decision-making. By proving the financial value of customer success, we’ve established our function as a crucial part of the company’s growth and success. This journey showcases not only the impact of monetizing customer success but also the shift in perception and influence that comes with being a profit-driving team. ## Expanding our customer success base and increasing adoption Beyond revenue and profitability, we’re tracking additional [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) to ensure our customer success packages deliver sustained value. One key area we’re focusing on is the percentage of our managed, or sales-served, customer base that is currently paying for these packages. Right now, 83% of our managed customers are on a success package, and our target is to reach 95%. The gap we’re seeing is primarily due to long-standing customers who are gradually transitioning onto these packages or those we choose not to charge for strategic reasons. There will always be highly strategic customers for whom we offer these packages at no cost because the long-term value they bring to our business far outweighs the direct revenue. ### Balancing high expectations with customer satisfaction Coming from a customer experience background, I know that when customers pay for a service, they expect a higher standard. Our commitment to delivering value means that our success packages need to exceed these raised expectations. Meeting or exceeding these expectations has been central to maintaining strong customer satisfaction scores. I’m proud to share that our Net Promoter Score (NPS) has risen significantly. Our most recent NPS survey reflected a 15-point increase over the previous year—a testament to the quality of service we’re delivering through these packages. This increase not only reflects our team’s efforts but also underscores the value customers are experiencing. ### Retention and navigating challenges In terms of retention, our bookings retention rate for success packages currently stands at 89%. While our overall customer retention is higher, this package-specific figure provides valuable insights. There are a couple of factors impacting this rate that we’re actively addressing. First, economic challenges in the UK, our largest market, have affected some of our customers—especially those in the energy sector, where recent economic instability has led to insolvencies. Unfortunately, when these businesses go under, we lose both revenue and future bookings, contributing to churn in our success packages. Another factor involves early positioning. In the beginning, some of our sales team members were positioning these packages as implementation-only services, leading to challenges during renewals. Many customers found it difficult to justify renewing a package that they saw as primarily geared toward onboarding. While we’ve been able to retain some of these accounts at a lower rate, this early misalignment highlighted the importance of clear communication around the comprehensive value of our success packages. ### Moving forward These metrics remind us of both our progress and the areas where there’s room to grow. As we refine our approach, we’re committed to continuing to raise the bar for customer success at GoCardless—ensuring that we not only meet but exceed our customers’ expectations while maintaining strong retention and adoption rates. [Your guide to customer success metricsFiguring out how to navigate customer success may initially seem like a bit of a minefield. We’re here to map out exactly how you can use customer success metrics to improve your revenue and customer retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-30.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Hub_Page_Meta_customer-success-metrics--1-.jpg)](https://www.customersuccesscollective.com/customer-success-metrics/) ## Key learnings from monetizing customer success To wrap up, I want to share some key takeaways from our journey to monetizing customer success at GoCardless. ### 1\. Make success packages attractive to sales One of the first and most crucial steps is to ensure that success packages are as valuable to sales as our core offerings. At GoCardless, bookings for Success Packages are treated equally to bookings for payments. This alignment in targets and compensation drives the right behaviors, ensuring that sales and customer success (CS) are united in delivering and promoting value to our customers. It’s critical to avoid any sense of “second-class citizen” status for these packages to foster buy-in and engagement from sales. ### 2\. Foster alignment between sales and CS Aligning sales and CS is essential for long-term success. Our sales team needs to understand exactly what our packages deliver, so they can communicate effectively with prospects and avoid misaligned expectations. This alignment requires a continuous feedback loop where insights from prospects feed back to CS, and vice versa, ensuring that the package offerings meet market needs and customer demands. ### 3\. Build an ecosystem for consistent revenue Our approach to success packages is holistic; rather than offering standalone services, we’ve built an ecosystem that generates stable, long-term revenue. For a payments business like ours, which recognizes revenue based on usage, this consistency is invaluable. By creating an integrated service that delivers ongoing value, we’re able to ensure a predictable revenue flow throughout the year. This “constant revenue flow” is particularly valuable as our business increasingly emphasizes profitability. ### 4\. Adapt to market needs and maintain flexibility Different markets have varying needs, and as our business evolves, we continually assess the best approach for each. In some markets, we’ve introduced a hybrid model combining CS with account management, while in the UK, our close relationship with the sales team allows us to avoid dedicated account management. Staying flexible and adaptable ensures that we’re meeting each market’s unique demands and making the best use of our resources. ### 5\. Articulate and demonstrate incremental value Lastly, it’s crucial to consistently communicate the incremental value that success packages bring to the business. This includes proving that the revenue from these packages is additive, not merely replacing or substituting other revenue streams. We focus on showing that success packages drive true incremental revenue, which strengthens our overall business case. Gaining executive alignment and maintaining transparency is vital here. Our CEO, a mathematician by trade and our company’s founder, often digs into the data to understand the true impact of these packages. We continually remind stakeholders of the incremental revenue generated by success packages to reinforce their importance in our overall strategy. Through these learnings, we’ve established a model that not only drives revenue but also solidifies the value of customer success as a strategic pillar within GoCardless. --- *This article is based on a presentation given by Hamish at our Customer Success Festival, Amsterdam in 2024\.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### How to prevent "customer limbo" when CSMs leave your organization URL: https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/ Last updated: 2025-01-29T11:28:01.000Z When a [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) leaves their company, moving on to pastures new, there’s a real threat to the stability of the client accounts they’re responsible for. Just like when your regular server leaves your favorite restaurant when a trusted point of contact departs, it can shake customer confidence and loyalty. But like a lot of things in our personal and professional lives, the abrupt end of work relationships can be equally as unsettling – especially when thousands, if not millions, of dollars hinge on that relationship. Introducing **“customer limbo,”** the period where a client is left without a dedicated CSM – and one that should be avoided at all costs should things quickly sour. Not only will they lack the guidance of the CSM, but larger problems can unfurl; [churn risk](https://www.customersuccesscollective.com/customer-churn/) can be left unidentified, and [upsell](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) opportunities missed. Make no mistake, this article isn’t meant to cause panic. By following a structured, thoughtful transition plan, you can prevent any bumps that might shake customer faith in your company. Here's how you can make CSM transitions a seamless experience for customers and reinforce their trust: - [Establish a robust handoff process](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#establish-a-robust-handoff-process) - [What to do if a customer success manager leaves abruptly](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#what-to-do-if-a-customer-success-manager-leaves-abruptly) - [Power of documentation: The customer "blueprint"](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#power-of-documentation:-the-customer-%22blueprint%22) - [Communicate transparently and reassuringly](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#communicate-transparently-and-reassuringly) - [Enlist the help of internal champions](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#enlist-the-help-of-internal-champions) - [Utilize digital tools for seamless handoffs](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#leverage-digital-tools-for-seamless-handoffs) - [Prepare for the unexpected](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#prepare-for-the-unexpected) - [Start viewing transitions as opportunities, not roadblocks](https://www.customersuccesscollective.com/customer-limbo-when-csms-leave/#start-viewing-transitions-as-opportunities,-not-roadblocks) ## Establish a robust handoff process Think of transitioning a customer relationship as a relay race. In a well-executed race, both runners match speeds before smoothly handing off the baton, ensuring no momentum is lost. Similarly, a great [handoff](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) between the outgoing and incoming CSM means they work together for a period, transferring knowledge and context without a hitch. During the handoff, be sure to cover the following key elements: - **Account history and context:** Provide the incoming CSM with details on any challenges, goals, and important milestones the customer has experienced. - **Communication preferences:** Note how the customer likes to be contacted, whether it's via email, phone, or other channels. - **Current projects and issues:** Equip the new CSM with a clear understanding of what the customer is currently working on and any outstanding problems that need to be addressed. When clients move between one [segment](https://www.customersuccesscollective.com/the-ultimate-framework-for-segmenting-your-customers/) to another, let’s say from a lower, digital touch to a [higher engagement model](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/), often their CSMs *do* change too. Different teams often handle different client segments. Now, if you do this in your organization, you’re already set up to cope with “client limbo” when a CSM leaves your organization. “Customers who move between engagement models never have rushed transitions; they typically extend over two to four weeks,” according to **Santosh Kumar Sahoo, RVP Customer Success, MuleSoft**. This extended period allows the client to grow comfortable with the new CSM and the new model, ensuring they feel supported rather than abandoned. The exact same principles apply to a CSM moving on, provided you have a notice period and have at least a 1–3 month window to plan for the inevitable transition, you’re sorted. ### What to do if a customer success manager leaves abruptly If, however, a CSM leaves abruptly, without any notice, it’s crucial to have backup measures in place to keep the customer experience seamless. Here’s where proactive documentation, shared account visibility, and a cross-trained team can make all the difference. In cases of sudden departures, having detailed customer notes, playbooks, and a temporary point of contact ready can prevent any service interruptions. While these unplanned transitions aren’t ideal, a well-prepared team can step in to cover the essentials, keep projects moving, and assure customers of continuous support until a new CSM is assigned. Essentially, **a robust handoff process is your insurance against the unexpected,** helping you maintain stability and trust even when changes are unforeseen. [11 steps to a seamless sales handoffEmbarking on the journey of refining sales and customer success handoffs is a pivotal aspect of a CSM’s career. It’s not just about transferring information, it’s about creating a seamless, collaborative process that sets the stage for long-term customer relationships.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-28.png)Customer Success CollectiveRob Zambito![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_sales_cs_handover.jpg)](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) ## Power of documentation: The customer "blueprint" Comprehensive, up-to-date customer documentation is the foundation of a successful CSM transition. This "customer blueprint" serves as a detailed guide for any new CSM, ensuring they can quickly get up to speed on the client's journey, goals, and specific needs. Without thorough documentation, each changeover risks creating a frustrating ["Groundhog Day" scenario](https://www.youtube.com/watch?v=XD2ZC11pPPQ), where customers have to repeatedly explain their history. Nightmare. ### Key elements to document - **Account history:** Goals, milestones, and past achievements. - **Key contacts:** Who the decision-makers and primary users are, along with their roles. - **Current project statuses and support needs:** This prevents customers from feeling like they're starting from scratch. Maintaining meticulous notes and customer success plans demonstrates to clients that they are not "just another account" – their unique needs and experiences are valued and preserved, even as the CSM changes. ## Communicate transparently and reassuringly When a CSM departs, proactive and transparent communication is crucial. Customers appreciate honesty, so be sure to let them know about the change and the steps being taken to ensure a seamless transition. Here's how to effectively communicate a CSM transition: - **Make it personal:** A message directly from a customer success leader can reassure clients that they remain a top priority. - **Emphasize continuity:** Describe the transition as a planned, structured process designed to minimize impact on the customer. - **Provide next steps:** Include a date for the formal introduction of the new CSM and reiterate that the team is available to address any concerns. This transparent approach keeps customers informed and confident that they are valued partners, not just accounts to be shuffled between representatives. ## Enlist the help of internal champions Many customers have internal advocates who are "super users" or champions of your product. These individuals are well-versed in the solution and invested in its success – they can be invaluable allies during a CSM transition. Involving super users in the transition process offers several benefits: - **Continuity:** Super users often understand the ins and outs of your product and can vouch for its ongoing value. - **Warm introductions:** These internal advocates can help the new CSM navigate the customer's company culture, politics, and workflows. When you collaborate closely with these champions, the incoming/new CSM not only gains a smoother entry but also reinforces a valuable internal relationship that bolsters overall customer satisfaction. Winner, winner. ## Utilize digital tools for seamless handoffs Sure, we'd all love to have flawless photographic memories, but sadly [fewer than 100 people worldwide](https://www.newscientist.com/definition/photographic-memory/) have been reported to enjoy this neurocognitive marvel. Alas, the rest of us must carry on and utilize the wealth of digital tools on the market. Digital tools can help ensure no detail falls through the cracks during a CSM transition. [Customer relationship management](https://www.customersuccesscollective.com/the-unique-challenges-of-customer-success-in-the-crm-space/) (CRM) platforms, customer success playbooks, and [customer journey](https://www.customersuccesscollective.com/customer-journey-gap-analysis-template-framework/) analytics can be invaluable, especially when teams need to manage multiple accounts amid a CSM departure. ### Recommended tools - **CRM systems:** Tools like Salesforce or HubSpot can centralize all customer-related information, from account details to communication logs. - **Customer health scores**: Monitoring engagement and usage metrics can indicate how the transition is impacting the customer experience. - **Customer success playbooks**: Detailed playbooks for transitioning accounts ensure that every step is accounted for, minimizing disruptions. These digital tools act as a "recipe card" for customer success, containing each account's essential details so any new CSM can dive in without missing key ingredients. ## Prepare for the unexpected Even with the best CSMs, turnover is inevitable. To keep your team ready for the next transition, build a succession plan for each major account. This involves preparing backup CSMs or designating team members who are familiar with accounts and can provide support when needed. To build a culture of continuity: - **Encourage knowledge sharing:** Regularly prompt CSMs to document their work and share insights with their teams. - **Train multiple team members on key accounts:** Cross-training ensures customers have additional contacts familiar with their accounts. - **Conduct regular check-ins with leadership:** Having CS leaders meet with key accounts provides an additional layer of relationship management, reducing reliance on a single CSM. ## Start viewing transitions as opportunities, not roadblocks It's natural for customers to feel uncertain when a trusted CSM leaves, but with a structured, transparent approach, you can transform this challenge into an opportunity to strengthen trust. Implementing a robust handoff process, comprehensive documentation, and involving internal champions can all contribute to a smooth, reassuring transition. In short, make transitions as uneventful as possible for customers. Think of these changes not as obstacles but as moments to reaffirm your company's commitment to their success, no matter who's on the other end. With these practices in place, customer limbo will be a thing of the past, and customer loyalty will remain rock-solid. ### Build an 11 out of 10 customer success team URL: https://www.customersuccesscollective.com/build-an-11-out-of-10-cs-team-video/ Last updated: 2024-11-27T14:54:39.000Z ## Want to learn more about building CS teams? [Building successful customer success teamsBuilding strong customer success teams is so important. Every good team has to have a strong strong foundation supporting it! That’s why in this article we’re going to look at the five essential pillars of building successful teams.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-93.png)Customer Success CollectiveZuzanna Ostojska![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1587654780291-39c9404d746b--1-.jpeg)](https://www.customersuccesscollective.com/building-successful-customer-success-teams/) [How you’re demotivating your team and how to stopFew things are as costly and disruptive as managers who kill motivation. It’s said that “people don’t leave jobs; they leave managers” and the stats back this up: 70% of an employee’s motivation is influenced by their manager, according to Gallup.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-94.png)Customer Success CollectiveChloie Brandrick![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2022-03-16-at-15.15.19-1.jpg)](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) [Building out customer success and sales teams from the ground upIn two instances in my career, I’ve joined start-ups as the first hire for sales and customer success when the entire company was less than 15 employees strong.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-95.png)Customer Success CollectiveDavid Apple![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1498747324273-943f73ca00b6.jpeg)](https://www.customersuccesscollective.com/building-out-customer-success-and-sales-teams-from-the-ground-up/) ### Customer offboarding template URL: https://www.customersuccesscollective.com/customer-offboarding-template-framework/ Last updated: 2026-02-03T10:44:12.000Z ## What is a customer offboarding template? A customer offboarding template is a structured framework designed to help end client relationships professionally and positively. While offboarding is often overlooked, it’s a critical process in the SaaS industry that allows you to gather feedback, refine services, and leave the door open for future engagements. This template ensures a smooth transition by covering everything from project closure and data management to billing and client appreciation. ## What’s inside the template? The customer offboarding template includes several key sections to guide you through the offboarding process: 1. **Project summary:** Fields to document the customer name, project timeline, and a brief description of the work completed. 2. **Activities checklist:** Steps for contract review, team consultations, and reviewing communication records to ensure all details are accounted for. 3. **Communication plan:** A timeline for updating customers on deliverables, sending reminders, and scheduling the final meeting to address any outstanding issues. 4. **Final handoff meeting:** An agenda for reviewing deliverables, capturing testimonials, and ensuring all project documentation is finalized. 5. **Final check (housekeeping):** Tasks to confirm access to deliverables, transfer login information, and return client files. 6. **Appreciation and follow-up:** Instructions for sending personalized thank-you notes, requesting testimonials, and highlighting opportunities for future collaboration. 7. **Billing and account settlement:** A checklist to manage unpaid invoices, process refunds or credits, and ensure final billing is settled. 8. **Internal notes for offboarding:** Tasks for updating CRM records, ensuring data compliance, and notifying relevant departments of service termination. ## How to use the template 1. **Document project details** – Use the project summary section to outline key information about the engagement. 2. **Follow the communication plan** – Keep customers informed about deliverables, meetings, and final handoffs using the provided timeline. 3. **Conduct the final meeting** – Review deliverables, capture testimonials, and complete all final project tasks during the scheduled handoff. 4. **Complete housekeeping tasks** – Confirm access to deliverables, settle billing, and update internal systems to finalize the offboarding process. 5. **Maintain positive relations** – Send thank-you notes and share opportunities for reactivating services to leave the door open for future collaboration. ## Download your customer offboarding template ![Customer offboarding template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/11/Customer-offboarding-template.png) [Customer offboarding templateCustomer offboarding template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/11/Customer-offboarding-template.docx "Download") [Customer offboarding templateCustomer offboarding template.pdf63 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/11/Customer-offboarding-template.pdf "Download") [Customer offboarding templateCustomer offboarding template Customer offboarding is often overlooked, but it’s just as crucial as onboarding in the SaaS industry. Offboarding allows you to gather invaluable insights, refine products/services, reduce churn, and most importantly, leave the door open for the customer to return…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-36.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyJUZMzW1jeO3NYOoVWTS-NEJwGaWmIIsmoN2iRaKShc9w7huTPcolUnDkS8uIegWWQJNVJ8-dn-FzOrbsdvo_iBi4tXkXuClj_Ll1U91HnyJZ7neAl7-w1200-h630-p)](https://docs.google.com/document/d/1iSOVEI0oUMGDz-uCX57-DhwEChulpdVLnvSNsCd7-uM/edit?tab=t.0#heading=h.sacb774069pb) _This post is for subscribers only._ ### Customer Experience & Support Summit | San Francisco 2024 URL: https://www.customersuccesscollective.com/customer-experience-support-summit-san-francisco-2024-2/ Last updated: 2024-10-31T12:05:01.000Z Catch up on sessions all things CX and support from the likes of Siemens, PAR Technology, DevRev and more. _This post is for subscribers only._ ### Customer Experience & Support Summit | San Francisco 2024 URL: https://www.customersuccesscollective.com/customer-experience-support-summit-san-francisco-2024/ Last updated: 2024-10-31T12:03:38.000Z Catch up on sessions all things CX and support from the likes of Siemens, PAR Technology, DevRev and more. _This post is for paying subscribers only._ ### The customer success manager’s guide to mergers and acquisitions URL: https://www.customersuccesscollective.com/mergers-and-acquisitions/ Last updated: 2024-10-29T15:02:42.000Z Many companies grow more through [acquisitions](https://www.customersuccesscollective.com/keeping-momentum-through-mergers-and-acquisitions-with-clear-communication/) than they do organically. While this is a desired path for shareholders and senior leaders, it does tend to disrupt day-to-day life and can be a source of anxiety for both employees and clients due to the volatility and uncertainty of the situation. But this structural change is felt even more keenly by [customer success managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM). As customer-facing professionals, we’re weathering the storm from both angles; we’re employees but also the [trusted advisors](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) who our customers will turn to to understand the impact acquisition or merger will have. As CSMs, our ultimate focus is to improve the [customer’s experience](https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/). While this is our job and often the force driving us to work in a [customer-faced role](https://www.customersuccesscollective.com/how-to-transition-into-customer-success-from-any-customer-facing-role/), we are also individuals with our own lives and careers. In this article, I will address personal challenges first and only then focus on the customer experience during the time of change. ## How mergers and acquisitions affect you on a personal level ### Risks of mergers and acquisitions I’ve been through a few of these myself over the years and they always impact both sides of the coin, whether you’re the acquiring company or acquired. Sometimes people see it as “we acquired *them*, so *our* jobs are safe.” I hate to break it to you, but it doesn’t work this way. Managers responsible for integrating different departments will look at the new team and decide to try to keep the best people on the job. Naturally, everyone gets a little anxious about job security when acquisitions happen. While being nervous is normal, try to keep your ears and eyes open to the [changes in the company](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/). Your global strategy may or may not change, and the same goes for operating modules. But even if these things don’t change, your role could metamorphize, your portfolio may expand with new clients, or your team could be sown with new members. There’s no point sugarcoating it: there’s a high chance that [something will chang](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/)e, and you will be asked to adapt. [Adoption and change management in customer successWe at Microsoft deliver some of the best practices around adoption and change management, especially as it relates to customer success. In this article, I’m going to share some of the insights I have gained in my role as CSM.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveRahul Gokhale![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/01/change.jpeg)](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/) ### Opportunities in mergers and acquisitions However, one of the criminally misunderstood things about acquisitions is that these structural changes are often a time of **opportunity**. Acquisition and mergers are usually followed by reorganization, which can open doors to: - Mentoring new team members, - Joining new project groups, or even - Putting your name in the mix for a team leader or [manager opportunity](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/). Of course, these opportunities won’t always happen, and when they do, you’re likely to experience a fair bit of competition for each new position. However, if you’re looking for new opportunities inside the company, it’s worth having a discussion with your manager. #### Don’t wait for them to ask 1. Line managers aren’t mindreaders 2. Showing initiative is always appreciated Tell them that you understand there will be evaluations of processes and changes, and that you’re interested in participating. Expect a question about how you would balance potential project work with your portfolio and have at least some ideas ready. It’ll show that you’re serious and are considering the wider company view, not just pursuing your own promotion. As **customer success managers** we’re always encouraging change for our customers, to drive the adoption and expansion of our services. It’s no secret that, from time to time, we complain about the customers who don’t want to change, those who drag their feet about it. But here’s the thing – our line managers and senior leadership look at us the same way the way we look at our customers. They're asking: Who’s willing to change and adopt a new strategy and operational plan? Who’s constructively contributing? Who’s resisting the change? [Change map across the organizationA tool designed to help you track, plan, and manage changes across various departments and timeframes.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Change-map-template.png)](https://www.customersuccesscollective.com/change-map-across-the-organization-framework/) ### My personal advice during a period of change? **Keep an open mind.** If you feel strongly that the changes will create a risk for the company, ask questions, and explain your reasoning. However, once the path forward is decided, embrace it and help finetune where possible. Make sure you are on the path moving forward and not a team member moving in the wrong direction. ## The impact of mergers and acquisitions on your customers When a company is acquired, customers will have questions about what it means for them. Answer the questions in line with official communication. Try not to speculate with the customers, especially if you are a publicly traded company. ### Communication Typically, the acquiring company informs the target company of the acquisition (and its own staff) a few hours before the public announcement. Remember to read the notification carefully and read the answers to frequently asked questions, if provided. ### Be clear You can expect that some of the answers will be in line with, “We're working on it and will let you know the details as soon as possible.” These are the answers you provide your customers who will come to you with questions. Never speculate or make vague promises. Instead, focus on taking care of your customers the same way you always do – **consistency** during this time is absolutely essential. The internal communication will be, in most cases, carried out when the next steps are finalized and the necessary dotted lines have been signed. The company *must* be ready for it. ### Be agile [Communication](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) will sometimes be for everyone and sometimes on a need-to-know basis. Keep up to date with changes and make sure you understand what is public and what is internal. I already mentioned your personal interest in keeping up to date with the changes. It’s also part of your job responsibilities so you can answer customer questions about the changes impacting them. The changes resulting from mergers and acquisitions can affect various aspects of company operations, such as: 1. Company-organized events 2. Account management structure 3. Support portal 4. Standard terms and conditions While some of these changes will fall under your responsibility to guide customers through, others may not. However, if customers consider you a trusted partner, they might reach out to you for various reasons: - To better understand the changes - To verify that communications from new email addresses are indeed from your company Staying informed about these changes helps you maintain your [customers' trust ](https://www.customersuccesscollective.com/do-your-customers-trust-you/)and expand your influence within the organization [How to deal with change in your company, for your clients, and for yourselfCustomer success is continuously evolving, and our roles are changing all the time. In this article, discover the fundamentals of change management and how you can enable change in your company.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGema Tamames Monzón![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/How-to-deal-with-change-in-your-company--for-your-clients--and-for-yourself-website.png)](https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/) ## An acquisition and merger example Let’s look at an example of acquisition and merger. For this, I will use some of the experiences I had with acquisitions in the past so enjoy the journey. For anonymity’s sake, we’ll call the acquiring company “Alpha Tech” and the acquired company “Genius Solutions.” For reference, Alpha Tech is an established company that has software solutions in finance technologies. They wanted to expand the coverage of the process and acquire Genius Solutions to get the coverage of the upstream processes to their current solution. A simple example in the manufacturing industry would be assembling cars and acquiring the manufacturer of car seats. ### Initial communication and strategy The press releases announcing the decision for both companies were similar: > *“Alpha Tech acquired Genius Solutions to expand our footprint in the industry. We’re looking forward to integrating the products and improving the services to our customers.”* It’s worth noting that the internal communication also included a prompt to the salespeople in both companies to begin cross-selling the services. [Stakeholder communication planA strategic framework that outlines how to effectively communicate with key stakeholders throughout a project or customer journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Stakeholder-communication-plan2.png)](https://www.customersuccesscollective.com/stakeholder-communication-plan-framework/) ### Integration challenges of the merger A few months later the leader of the local customer success team (the *acquiring* company, Alpha Tech) started integrating the *acquired* team into the wider organization. Now, this is where the challenges started. Because Genius Solutions was a smaller organization, it didn’t have as many departments and as distinct roles as the Alpha Tech company had. #### Role disparities The customer success managers in Genius Solutions had responsibilities outside of the “traditional” customer success remit. For instance, they’d been in charge of [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/), [renewal](https://www.customersuccesscollective.com/who-owns-customer-renewals/) negotiations, [support](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) escalations, and writing product documentation. As part of the merger, Genius Solutions' CSMs had to align with Alpha Tech's more specialized definition of the role. #### Service level changes Consequently, some services previously offered by Genius Solutions CSMs were discontinued, creating gaps in customer support. As you can expect, this decision prompted some of Genius Solutions’ long-standing customers to start looking for an alternative smaller company that could offer them the personalized service level to which they’d been accustomed. Naturally, this wasn’t a universal problem; others were happy with the opportunities opened to them due to the integration of services between the two companies. During the transition period, CSMs from both companies faced a steep learning curve: - Genius Solutions’ CSMs had to familiarize themselves with Alpha Tech's product lineup. - Alpha Tech’s CSMs needed to learn about Genius Solutions' offerings. However, a major challenge emerged for Alpha Tech CSMs. Despite receiving training on Genius Solutions' products, many didn't work with these new offerings for a year or two. This gap between learning and application led to knowledge retention issues. ### Customer reactions So, when they got some customers, they were utterly lost. Let us be honest here: do you still remember what training you did two years ago if you never had to use that knowledge? I didn’t think so. [Adapting your customer success strategy through times of changeCustomer value has got to be pivotal to everything that we do. We all know that, but when things become more challenging, we can lose sight of it. It’s easy to hunker down and start thinking about the looming competition, becoming hyper-focused on simply staying afloat.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveSherrod Patching![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/photo-1600603855527-d2ed85e33e1e.jpeg)](https://www.customersuccesscollective.com/adapting-your-customer-success-strategy-through-times-of-change/) ### Product differences and service models The other challenge that appeared was that Alpha Tech software enables users to do the majority of the changes as self-service. Due to that setup, the CSM can guide them through trying new things and influence the change in [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/). Genius Solutions had a different setup where changes, even small ones had to be done by the services team. But the confusion didn't stop there. ### Internal confusion and adaptions Teams outside customer success were struggling to understand what any of this meant for their CSM colleagues' work. Eventually, it boiled down to this: [sales and marketing](https://www.customersuccesscollective.com/align-customer-success-marketing-sales-teams/) realized they could no longer offer the original level of guided optimization typically included with Genius Solutions' product. Instead, they needed to involve professional services and sell these services separately, as they were mostly billable. ### Ongoing education and adjustment Educating internal stakeholders on the differences and what CSM can offer for each of the solutions is a continued work in progress even years later. [A customer success playbook for navigating uncertaintyThe tech landscape is advancing... fast. And dealing with the aftermath of a global pandemic? That’s a lot to deal with. Navigating the complexities of employee engagement and leadership presents a unique set of challenges and opportunities.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveDylin Webster![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/09/Untitled-design--19-.jpg)](https://www.customersuccesscollective.com/a-customer-success-playbook-for-navigating-uncertainty-and-change/) ## Conclusion During the weeks, months and sometimes years after acquisition, focus on delivering the best possible service to your customers. It is important to understand that even if your whole work world is changing constantly, you are the person who needs to deliver consistent service to your customers. Do not lose the view of [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/), it waits for no one. The customer is still your customer and changes in your organization should have minimal impact on them, unless, of course, your business strategy completely changes. In that case, make sure you understand the transition plan clearly and empathetically. While focusing on delivering the level of service your customers and your company expect, remember that this is also a time of opportunity if you are looking for a lateral change of work responsibilities or a promotion. ### Customer Support and Experience Summit | San Francisco 2024 URL: https://www.customersuccesscollective.com/customer-support-experience-summit-san-francisco-2024/ Last updated: 2026-08-14T14:34:30.000Z _This post is for paying subscribers only._ ### Fix the balance between tech vs. human during onboarding URL: https://www.customersuccesscollective.com/tech-vs-human-during-onboarding-video/ Last updated: 2024-11-27T14:54:13.000Z ## Looking for more on onboarding? [Onboarding for retention & revenueI believe it’s easier to get at what customer onboarding should be by identifying frankly, what it shouldn’t be. The sophistication and comprehensiveness of each organization’s onboarding motion exists somewhere on a spectrum.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-90.png)Customer Success CollectiveDominic Constandi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1605165566807-508fb529cf3e)](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/) [How to onboard new customer success managersAs a customer success leader, I can’t emphasize enough the importance of having a solid onboarding process for new Customer Success Managers (CSMs). Just like we strive to deliver an amazing experience for our customers, setting up our employees for success from day one should be a top priority.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-91.png)Customer Success CollectiveJess Galenski![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/The-customer-success-leader-s-guide-to-effectively-onboarding-new-Customer-Success-Managers-website.png)](https://www.customersuccesscollective.com/onboarding-new-customer-success-managers/) [8 customer onboarding strategies to boost efficiencyInefficiency within your organization can cost your business as much as 20–30 percent of your yearly revenue. That’s a lot of income left on the table due to not being efficient—and in today’s economy, who can afford that?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-92.png)Customer Success CollectiveGUIDEcx![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1550527882-b71dea5f8089.jpeg)](https://www.customersuccesscollective.com/8-ways-customer-onboarding-strategies-are-the-keys-to-efficiency/) ### How PayPal drives customer retention in a highly competitive industry URL: https://www.customersuccesscollective.com/how-paypal-drives-customer-retention-highly-competitive-industry/ Last updated: 2025-04-28T09:09:36.000Z *This article is based on a presentation given by Rik when he held the position of Senior Director of Enterprise Customer Success at PayPal at our Customer Success Festival, Amsterdam in 2024\.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- The payments industry is competitive, and retaining and growing your customer base is more challenging than ever. With businesses closely monitoring performance and constantly evaluating alternatives, it’s not enough to simply offer a service—you have to fight for your business every single day. As someone who has spent years leading global customer success teams at PayPal, I’ve seen firsthand how crucial it is to go beyond just processing transactions and focus on building deep, value-driven relationships with customers. In this article, I’ll walk you through the strategies we use at PayPal to stay ahead in the dynamic world of payments, from driving growth to future-proofing our business through innovation. We’ll cover: - The scale of PayPal’s operations - The role of customer success managers at PayPal - The focus on retention and growth - The power of leveraging AI and customer feedback to future-proof our operations - How we’re positioning PayPal to revolutionize commerce, not just payments ## The scale of PayPal’s operations Most people are familiar with PayPal already, but I want to share with you what we are doing to be the best customer success organization in the payments industry. I’m going to show you what it really means to fight for your business every day, every hour, and every second, because that’s what we have to do in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) at PayPal. PayPal is 25 years old and as of 2024,operates in over 200 markets globally. We have 35 million merchants – online shops – using PayPal every single day. Additionally, we’ve reached 426 million PayPal accounts. Now that's a staggering number! Last year, we processed $1.5 trillion in payments. To give you some context, that accounts for 25% of all global e-commerce outside of China. That’s a huge portion of the world’s online transactions flowing through PayPal. This is what excites me about working for PayPal. We’re fueling the global economy, driving commerce not only for large platforms but for countless small and medium-sized businesses (SMBs). SMBs are truly the bedrock of PayPal. Our two-sided platform, which connects consumers and merchants, is what gets me and my team out of bed every morning. ## The evolving role of a CSM at PayPal Being a [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) with PayPal 20 years ago was simple. Once a merchant had the PayPal button set up on their site, the job mainly involved checking in with them occasionally, making sure the button was working as expected. “Is it helping customers make payments?” That was the essential question. However, things have become much more complex since then. Beyond the PayPal button, we now handle all forms of card processing – Visa, Amex, MasterCard –, but we also manage a wide range of alternative payment methods: Apple Pay, Google Pay, and many others. We process payments end-to-end for our merchants, both online and offline, and across mobile and apps. ### Managing critical payments infrastructure When you become responsible for processing all payments for a business, the stakes get much higher. If something breaks, if a payment fails, the merchant is out of business—literally. We play an absolutely critical role in the day-to-day, minute-to-minute operations of the businesses we serve. This isn’t just about processing transactions anymore; it’s about keeping businesses alive. Over time, we started adding more services on top of payments to help merchants drive traffic and improve their performance. These additional features have made the job of a PayPal customer success manager far more intricate over the past eight to nine years. The breadth of knowledge required to do the job has expanded enormously, and it continues to grow. ### The expansion of customer success at PayPal A great example of how the role has evolved is our acquisition of Hyperwallet a few years ago. Hyperwallet handles payouts. So every time you take an Uber and wonder how the driver gets paid – that’s Hyperwallet at work. This is one of many products our customer success managers now need to support and understand. The landscape for our CSMs has expanded dramatically, and so has their responsibility. We’re now at the very foundation of our customers’ businesses. If our service doesn’t perform, their business can’t perform, and the impact is immediate. ### Real-time customer success An important point to note is that, unlike many billing or subscription-based companies, PayPal charges for every transaction. ![If a transaction fails, we don’t get paid. And if it fails often enough, we might lose that customer entirely, as they’ll switch to a competitor. That’s why customer success at PayPal is real-time. ](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/PayPal-quote.png) > We’re always on, 24/7\. Every transaction matters, and every moment counts. ## The focus on retention and growth At PayPal, our strategy is built on two key pillars: [cusomer retention](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/) and [portfolio growth](https://www.customersuccesscollective.com/customer-led-growth/). Retention is absolutely critical for us because we are always “on.” This means we rely heavily on algorithms to monitor the performance of our systems, ensuring that we are continuously up and running for our merchants. Whether their customers are shopping online or using a service like a taxi, we need to make sure that payments are processed smoothly every single day. We operate in a highly regulated environment, with rules that differ from country to country, and we work within a complex payment ecosystem involving many players – it’s a competitive landscape. Everything in this ecosystem has to work in real time because when you make an online purchase, you expect it to happen in seconds, not hours. That means there’s an incredible amount of complexity and infrastructure at the backend. Achieving operational excellence and constantly measuring and monitoring performance is key to staying on top. ### Competing in a fast-paced payment ecosystem The competitive nature of the payments market cannot be overstated. Most of our large customers have multiple payment providers, and they are closely monitoring our performance as well as that of our competitors. Sometimes, they are doing this in real-time, meaning they can shift their transaction volume from us to another provider within minutes if they see better performance elsewhere. This is why fighting for our business in real-time is not just a saying, it’s a reality. It’s what makes customer success so essential. We have to be vigilant, responsive, and proactive at all times to ensure we’re delivering the best service possible. Otherwise, we risk losing business, and in payments, every transaction counts. ## PayPal’s three pillars of success 1. Retention 2. Growth 3. Future proofing ## Retention Let’s start by diving into the first pillar: **Retention**. At the top level, we rely on a vast array of churn indicators and performance metrics. We have algorithms running in real-time to monitor the performance of our customers. These systems alert us when something isn’t working well, whether it’s a decline in transaction volume or a potential technical issue. Some of these alerts come through in real-time, while others are weekly or monthly, but they all help our CSMs engage with merchants at the right time, on the right topic. **Proactive engagement** Proactive engagement is absolutely critical in our approach. Our goal is to free up our CSMs from administrative tasks so they can spend more time on strategic, proactive activities with merchants. Every hour less spent on servicing means an hour more spent helping our merchants grow. The real power here comes from knowing exactly when to talk to a merchant, what topic to address, and having the confidence to enter those conversations prepared and informed. It’s all about articulating value. In a fiercely competitive payments market, our competitors will actively try to sway our customers. They'll ask, "Why are you with PayPal?" and present their own alternatives. This is why we must consistently show the value PayPal brings to the table. As a premium payment brand, we know PayPal isn’t the cheapest option, but we also believe that our merchants receive tremendous value in return. However, it’s crucial that we continually remind them of this value. Repetition is key here—especially when it comes to [retention](https://www.customersuccesscollective.com/5-simple-strategies-to-drive-customer-retention/). **Red accounts** The last part of retention is handling what we call red accounts. This happens when a merchant signals that they’re unhappy with PayPal. Even the smallest sign of dissatisfaction triggers an alert, and we mark that account as “red.” This sets off alarm bells across our organization. When a merchant becomes a red account, our CSMs create a "save plan" and choose the right playbook for that merchant’s specific situation. This becomes a collective effort. Much like the example of the onset team that rallied together, we bring together cross-functional teams to work on saving that account. Our CSMs are the leaders of this process, and we work diligently to get things back on track. Our red account process is quite sophisticated. We categorize issues into tiers: yellow, amber, and red. As the severity increases, more people from across the organization get involved. We’ve done a solid job educating the wider PayPal team on the importance of red accounts. When someone flags an issue with a red account, we all need to lean in and work together to help that customer. This system has been working well for us, and we’re continuing to refine it as part of our ongoing journey to improve [retention](https://www.customersuccesscollective.com/customer-retention/). ### Growth Now, let’s talk about **growth**. There’s a lot to say about growth, but here’s how I see it: as CSMs, we must take ownership of all growth for our customers, no matter where it originates. We need to create internal transparency, know exactly where growth is coming from, and have a complete view of how our customers are growing. This holistic perspective is crucial. **Data-driven and targeted** At the foundation of our growth strategy are CSM campaigns. These are highly targeted initiatives driven by data and insights, often created in collaboration with our product, go-to-market, and marketing teams. These campaigns are focused on specific groups of merchants, with the goal of driving growth—whether through value-added services or product expansion. The key is to leverage data to identify where the opportunities lie. We spend significant time testing and piloting campaigns before scaling them. The governance around these campaigns is strict because we want to ensure that when a CSM is tasked with running a campaign, they feel confident and excited about it. They know we’ve done our homework, and we’re already halfway to success. Of course, there are still some campaigns that miss the mark. Maybe the data wasn’t analyzed deeply enough, or the merchant is working with a partner where the functionality doesn’t fit yet. But getting the data right is essential. **Small-scale success leading to larger impact** What makes these campaigns so effective is that when they work, and the CSM receives great feedback from the merchant, the real fun begins. That success sparks a thought: "Who else in my portfolio can benefit from this?" It opens up new opportunities, and the autonomy of our CSMs comes into play. This autonomy can make our product teams a bit nervous because it means that CSMs are in the driver’s seat. When they come to me wanting to launch a campaign to 2,000 customers, I always say, “Great! Start with the 200 most eligible, and let’s watch the magic happen.” And it does. Today, about 10% of our growth is campaign-driven, while 90% is driven directly by the CSMs. Their autonomy is a huge part of our success. Campaigns help to fuel new product launches, providing that first nudge. But once CSMs get positive feedback from customers, they start looking for more opportunities to apply that success across their portfolio. **Dashboards and tools** We also work hard to support our CSMs with tools and data. Our dashboards are continually improving, helping to identify where the opportunities are, what the next best product or service is to offer, and where CSMs should focus their efforts. This “white space” analysis allows CSMs to see where growth potential exists and target it effectively. At the top level, we also rely on marketing and other tools to help with self-onboarding. But the role of the CSM in this holistic approach is to make sure that for every merchant, we have an action plan in place. For example, encouraging a merchant to try our fraud products or customize a feature they haven’t used yet. While we can’t always hold our customers’ hands, we can guide them in the right direction. Ultimately, our growth strategy is about taking a holistic view of the customer, owning that growth, driving small, targeted campaigns, and watching the magic happen in the middle of the process. It's an incredibly powerful approach. By empowering our CSMs and giving them the right tools and autonomy, we can ensure that growth happens organically and at scale. ### Future-proofing The final is **future-proofing**. In customer success, closing the feedback loop is essential. We conduct thousands of quarterly business reviews (QBRs) and have hundreds of daily conversations with our customers. With all of this feedback flowing in, we need an effective way to harness it and drive actionable insights. That’s why we’ve launched the voice of the merchant program. We’ve been using Salesforce to capture feedback, starting with hashtags to categorize the insights. At first, hashtags seemed useful, and for a while, we were able to get a lot of mileage from them, even just using Excel to manage the data. **AI to the rescue** However, we’ve recently begun [integratingAI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) to take this process to the next level. AI is now mining the feedback from our QBRs and the input our customer success managers provide through the Voice of the Merchant program. Hashtags aren't as helpful as we thought. AI doesn’t understand them well and prefers natural language. So, we’re shifting away from hashtags, and it’s allowing AI to mine meeting notes and conversations more effectively. This opens up exciting new possibilities. Once we’ve mined all that feedback from our quarterly business reviews and other customer interactions, we can start asking the AI model-specific questions. For example, "What are the insights for our PayPal-branded button?" or "What feedback do we have on card processing through Braintree?" AI can pull these insights and feed them back into our product organization, enabling us to act on real customer needs. **Speed and efficiency** A great example of this in action is with our Hyperwallet product, which handles payouts. Just like with card processing or any other product, we can now easily gather and analyze customer feedback using AI. It’s extremely powerful. With a click of a button, we can generate a comprehensive report on customer feedback by product. I experienced this firsthand when preparing for a meeting with Frank Keller, our Head of Product, in Ireland. I asked my team for a product-specific feedback download, and within 15 to 30 minutes, it was sitting in my inbox. AI had done the heavy lifting, processing vast amounts of feedback in record time. This is the kind of efficiency we need when you’re running a global customer success operation with 450 customer success managers. AI is becoming a huge asset in helping us future-proof our customer success efforts. It allows us to capture and process insights at scale, ensuring that we stay connected with our customers and can quickly feed their feedback back into the organization. As we continue to teach and refine our AI models, the insights will only become more precise, allowing us to respond more effectively to our merchants’ needs and stay ahead in a competitive market. ## The future of PayPal: Revolutionizing commerce Lastly, let’s touch on PayPal’s ongoing journey. We started with something simple—the PayPal button. From there, we revolutionized global payments and processing, growing to handle 25% of all global e-commerce transactions outside of China. That’s an incredible achievement and something we’re very proud of. But, of course, that’s not the end of our story. ### What’s next for PayPal? So, what’s next? We’re not just stopping at payments. Our next goal is to revolutionize commerce itself. We want to leverage our vast amounts of data and AI not only to facilitate transactions but also to help merchants drive their overall commerce strategy. For those of you following the latest developments like the Digital Markets Act or the shift away from cookies, you know the pressure businesses are under. SMBs, in particular, are feeling the rising costs of search ads and Google advertising. The current model is becoming unsustainable for many of them. What we want to do is similar to what we did with payments—change the game. Instead of paying for clicks or impressions, merchants will only pay for actual transactions. We aim to drive the e-commerce funnel without requiring merchants to invest heavily in ads. With our new model, merchants will only pay us when a transaction is completed. This shift is going to be huge—allowing businesses to personalize ads using AI, but only paying when those ads convert into sales. It’s a much more effective and cost-efficient approach, especially for smaller businesses. ### A new challenge for customer success This new approach to commerce presents a significant opportunity for PayPal, but it also stretches us as a customer success organization. It raises new questions: How far can we take this? We’re dealing with the same merchants, the same webshops –but now, our customer success managers won’t just be speaking with payment managers. They’ll be engaging with marketing managers, treasury teams, fraud and risk managers, and more. This new frontier in commerce will require us to expand our knowledge and expertise. It’s a great challenge for us as leaders in customer success, but also an incredible opportunity. It allows us to build deeper, more meaningful relationships with our customers by helping them across multiple facets of their business, not just payments. ### The path forward As we continue to grow and evolve, our goal is to revolutionize commerce just as we did with payments. By leveraging AI and shifting the cost burden from clicks to actual transactions, we’re creating a future where businesses, especially SMBs, can thrive in a more sustainable and efficient way. And as CSMs, we’ll be there every step of the way, ensuring our merchants not only stay with us but grow with us as we enter this exciting new chapter. ### How a CSM can transition from an IC to management URL: https://www.customersuccesscollective.com/how-csms-transition-from-ic-to-management-video/ Last updated: 2024-11-27T14:54:46.000Z ## Looking for more on CS careers? [Climbing the customer success career ladder | Shawna PartinThere’s a lot of noise out there (we’re looking at you, LinkedIn… 👀) about “leveling up” and “climbing that career ladder.” But how do you actually do that? How can you genuinely start making a difference and put into practice some game-changing skills to advance your career?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-87.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_School_Podcast_Speaker_--2---1--1.png)](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/) [2022 in review: The truth about a career in customer successLike most things worth a dime of your time, customer success isn’t bridled with a black-and-white, two-dimensional definition. There’s a whole lot more to the genetic makeup of CS than meets the eye. But what is it like to actually work in customer success?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-88.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1575832033745-e115e8b308fb.jpeg)](https://www.customersuccesscollective.com/a-2022-review-the-truth-about-a-career-in-customer-success/) [Leadership tactics to move you up the career ladderClimbing the career ladder from CSM to CCO is more competitive than ever. In this article, discover tactics to rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-89.png)Customer Success CollectiveBJ Shannon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Leadership-tactics-to-move-you-up-the-career-ladder.png)](https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/) ### Why Chief Customer Officers need to stop focusing on churn and expansion URL: https://www.customersuccesscollective.com/chief-customer-officers-customer-centric/ Last updated: 2024-10-18T12:52:14.000Z *This article was based on Kevin's keynote presentation at Chief Customer Officer Summit London 2023.* --- We’re currently witnessing a seismic shift in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/). Traditional metrics like [churn reduction](https://www.customersuccesscollective.com/guide-to-churn-reduction-framework/) and [expansion](https://www.customersuccesscollective.com/foolproof-guide-to-secure-retention-renewals-expansion-video/) are no longer sufficient when [customer expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) are skyrocketing and market dynamics are more volatile than ever. [Chief Customer Officers](https://www.customersuccesscollective.com/chief-customer-officer/) (CCOs) must pivot from an inside-out, company-centric approach to an outside-in, customer-centric strategy. But this is no minor adjustment – it's a fundamental reimagining of how we define and drive customer success. Let’s get this out straight off the bat – I've been doing this for a really long time. I've worked in customer success long before the pandemic, and even before the term “[SaaS](https://www.customersuccesscollective.com/what-is-saas/)” existed. As a result, I know firsthand the urgent need for this transformation. In this article, we'll explore why CCOs need to radically [rethink their approach to customer success](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/), and how they can lead their organizations to thrive in this new paradigm. [Why customer success isn’t just a post-sale functionCustomer success can be incorporated before the point of purchase to maximize customer lifetime value, customer experience, and establish foundations for revenue growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/CSC_Sharing_Article_Images_Author-Text--9-.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ## The shifting mindset in customer success I've been responsible for go-to-market at three different companies, not just in customer success, but also [marketing and sales](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/). This experience has given me a somewhat unique perspective as to how customer success is viewed by the broader team, by the board, and by investors. When I decided to join Brightflag, they were originally looking for a VP of Sales. While I'm responsible for sales, I'm not a *VP* of Sales. I’ll be totally honest, that's not a job that I would enjoy doing! VP has kind of morphed into what's typically called Chief Revenue Officer. The last thing that I said to the co-founders before I agreed to join was “I want the title to be Chief Customer Officer”, because [revenue follows customer success](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), right? If you optimize for [revenue](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/), then you're not actually going to get customer success, and you're going to hit a ceiling. ### Customer goals vs. expansion So, what's the goal of customer success? The number one answer that I hear when I ask this question is that the goal of customer success is to [reduce churn](https://www.customersuccesscollective.com/guide-to-churn-reduction-framework/) and increase [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). But I think that's the wrong mindset. In my view, the primary goal of customer success is to help customers achieve their goals. If you do that, then they're going to renew, they're going to expand their use of the product, right? Churn and expansion are **symptoms** of the behaviors of customer success organizations. If we have the right behaviors, if we have the right mindset, then we will ultimately address the churn and expansion symptoms. This might seem like a subtle distinction, but it's a [crucial mindset shift](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/). When we focus solely on churn and expansion, we're prioritizing our needs over our customers'. Instead, we need to adopt an outside-in perspective, asking ourselves: - What is the customer trying to achieve? - How can we guide them to that outcome? [Outcomes-based thinking and customer successAre you tired of the same old customer success approach? It’s time to shift your thinking to outcomes-based strategies. In this article, we’ll explore the power of outcomes-based thinking and how it can revolutionize the way you approach customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveShane Ketterman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/photo-1520038410233-7141be7e6f97.jpeg)](https://www.customersuccesscollective.com/think-outside-of-the-box-utilizing-outcomes-based-thinking-for-customer-success/) ## Embracing outside-in thinking What I'm talking about here is a shift from an “inside-out” perspective where you're thinking about: - What will [reduce churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/)? - What will [increase expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/)? - What will decrease risk and move customers from red to amber to green? Instead, we should be thinking from the outside *in*: - What is the customer trying to achieve? Let's forget for a moment about how much they pay us, how much risk they might be at, and where they are in the renewal cycle, and focus on delivering those outcomes. ### The importance of behavior management Everyone should want to be judged on results, not on intentions. You don't want to be the person who said, "Hey, you know, I worked really hard to keep this customer, and it just didn't happen. But I think that I still deserve a pat on the back." Can you see the challenge with this? You can't manage results or go to someone as a leader or as a people manager and say, "Just renew the customer" like it can magically happen. Even saying something along the lines of “Well, just make sure that the customer gets what they want." It doesn’t work like that in the real world. You have to **manage the behaviors that will lead to the results**. This conundrum, this tension, is a really important thing to keep in mind and then actively manage. We need to focus on the behaviors that lead to those **desired results**. This means understanding the customer's journey, identifying the key milestones they need to hit, and then aligning our actions to guide them along that path. [Map out your customer journey and become a customer-centric brandThe customer journey is typically a visual representation of a user’s journey with an organization, and how they interact with it at various points over time and across channels.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAmie Stephens![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/06/photo-1476973422084-e0fa66ff9456.jpeg)](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) ## Mapping and operationalizing the customer journey Okay, let’s strip things right back to basics: How do you help customers to achieve their goals? The way that I think about it, and the way that we think about it at Brightflag, is by guiding them through the customer journey. That, to me, is the ultimate role of customer success. ### Defining the customer journey from the customer's perspective Let's look at the outside-in [customer journey](https://www.customersuccesscollective.com/customer-journey-gap-analysis-template-framework/). Instead of thinking through the customer journey functionally in terms of internal growth, revenue, and [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/) goals, we can instead think about the customer journey from the customer's perspective. Brightflag is software to help corporate legal departments manage their engagements with law firms. One of the things that we know customers are looking to achieve by becoming Brightflag customers is to effectively control spending by adopting the right approach to budgeting. We think about the customer journey through the lens of what the customer is trying to achieve and the outcome that they're trying to deliver in these stages: 1. **Stage 1:** This happens right after they go live, is that we want to set budgets for the largest project. We want to have that happen by the end of the first month, by day 30. 2. **Stage 2:** Continue that work to cover the next largest project. 3. **Stage 3:** By the end of the first quarter of there being a customer, you have budgets for all of the projects. 4. **Stage 4:** Now you've got all the budgets in place, let's work to start refining that. This approach gives us a clear, [customer-centric](https://www.customersuccesscollective.com/customer-led-growth/) view of success: how effectively can we help them achieve their goals? [Re-examining the customer journey to enhance customer’s experienceWe spoke to Ralph Meyer, Enterprise Customer Success Manager at Procore Technologies, ahead of his presentation at the Customer Success Festival in London. Ralph asks the question: ‘How do we shift from a product-focused discussion to solving business challenges?’![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/11/photo-1489641024260-20e5cb3ee4aa.jpeg)](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/) ### Creating a measurable, stage-based journey How can we operationalize this way of thinking? We create a matrix that shows where customers should be at each stage of their journey and where they actually are. This allows us to quickly identify which customers are on track and which ones might need additional support. If a customer is supposed to be at stage one and they're at stage one, good. If they're supposed to be at Stage Three and they're actually at Stage Four, even better. But if they're supposed to be at Stage Three and they're at Stage Two, that customer is in question about health. And if they're supposed to be at Stage Four and they're at Stage One, that customer is in really bad health. By operationalizing the customer journey in this way, we gain several advantages: - **Clear expectations:** Both our team and the customer know what success looks like at each stage. - **Early warning system:** We can quickly identify when a customer is falling behind and take proactive measures. - **Tailored interventions:** Understanding where a customer is struggling allows us to provide targeted support. - **Measurable progress:** We can quantify how well we're helping customers achieve their goals, rather than relying on vague sentiment scores. [Your complete guide to customer-led growth and customer-centricityWhat if instead of expensive sales blitzes to find new customers, you focused more energy on current successful customers? The path to sustainable growth has been right under your nose – through a strategy focused on retaining your current customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/3.png)](https://www.customersuccesscollective.com/customer-led-growth/) ## The three pillars of customer success In my view, there are three ingredients to success: ### 1\. Customers need to have ambition to improve How many times have you had a customer that has signed up with all the enthusiasm in the world and sales tells you this customer is really excited to get going, and then you're in the kickoff call, or shortly after, and the customer says: > "Yeah, we're not changing that. We're not changing that. Actually, we're really happy with everything that we're doing right now." ### 2\. You also need great software It needs to be easy to use. It needs to be easy to administer. There's often a tension between ease of use and configurability – figure out where your product sits on this spectrum and orient your CS initiatives accordingly. ### 3\. Be the customer’s guide Even if they've got the ambition to improve, and even if the software is really easy to use, they’re still not experts in your software, even after five years of tenure. So customers need a guide. No matter how easy your software is to use, no matter how experienced they are, they need a guide. They need a team of people who are single-mindedly focused on making them successful, using your software to achieve their goals. [How successful customers drive successful companiesIn this article, I’ll be taking you through the importance of customer success: how successful customers drive successful companies. This is ultimately about how and why your customer success strategy is crucial in driving organizational success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveRebecca Fenlon![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/11/drive--1-.jpeg)](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) At Brightflag, we've structured our CS team to provide this guidance effectively. We have four key functions: - **Customer Success Managers:** They act as trusted guides, helping customers look around corners and execute their plans. - **Support team:** They respond to help center inquiries, providing day-to-day assistance. - **Professional Services team:** They handle customer onboarding, ensuring a smooth start to the customer journey. - **Customer Insights team:** This team distills best practices from across our customer base, feeding valuable information back to all other teams, including sales, marketing, and product. ## Essential advice for Chief Customer Officers These are my top three pieces of advice for CCOs, or if you're aspiring to become one: ### 1\. Become fluent in finance Finance is the language of business. This has always been true, but it's especially true post-2022 market correction, where growth at all costs is no longer the story. Money is much harder to come by. Unit economics are driving valuation almost as much as growth. When you are going into next year's planning you really need to *understand* the profit and loss (P&L) inside and out. What does this mean for us? It means we need to understand our P&L inside and out. When you're planning for the next year, don't just ask for more people. Understand how sales forecasts for different types of customers will impact your capacity needs. Look for investments that can change the unit economics of customer success, allowing your team to handle more logos or revenue more efficiently. ### 2\. Own outcomes and eliminate excuses We need to eliminate phrases like "We did everything we could" or "It was out of our control" from our vocabulary entirely. There are a few reasons for that. The first one, the most important one, is they're almost never true. Every single time in my career that I had said something like, "Oh, you know, we did everything that we could. I did everything that I could, or the team did everything that they could to keep this customer" almost every single time, a short time later, sometimes an hour later, a week later, a month later, I thought to myself, that wasn't true. I always thought of a few things that we could have done differently. Owning outcomes means taking responsibility for both successes and failures. It means constantly asking yourself and your team, "What could we have done differently?" Even when external factors play a role, there's always something we can learn and improve upon. ### 3\. Learn from escalations Escalations are a gift. I'm not gonna say something crazy, like “I love escalations” because let’s be real *no one* loves escalations, and if they say they do they’re lying! But every single time a customer escalates something to me, and it doesn't happen very often, we do a deep retrospective, and every single time, we learn important things about what we're doing well, what we're missing, and how we need to change. When an escalation occurs, don't shy away from it or delegate it. Be involved personally. It shows leadership by example, and as the CCO, you have a broader context than anyone else on your team. You'll be able to make connections that others might miss. ## To wrap up, here are a few takeaways: 1. **Adopt an outside-in mindset.** That is the most important change, in my view. 2. **Define the customer journey.** Trust that you are an expert in your domain, that your team is a group of experts in the domain, and that you can figure out what that golden path looks like and then operationalize it and drive customers through it. 3. **Be that trusted guide.** Don't assume that they're just going to figure it out, or that messaging is sufficient. You need a human to do this. And for Chief Customer Officers: 1. Become **fluent in finance**. It's the Language of Business. 2. **Own the outcome** every time. 3. Learn from **escalations**. Let’s look at the state of the world and the market we’re in today. Economics are as crucial as growth, and customer expectations are higher than ever, our role as customer success leaders has never been more important. When you embrace these mindset shifts and strategies, you can elevate your teams, customers, and entire organizations to new heights of success. ### Virtual Customer Support Summit | October 2024 URL: https://www.customersuccesscollective.com/virtual-customer-support-summit-october-2024/ Last updated: 2026-08-05T12:22:20.000Z Catch up on sessions all things support from the likes of Docusign, Semrush, Akeneo, Devrev and more. _This post is for paying subscribers only._ ### Why sales and customer success thrive better together URL: https://www.customersuccesscollective.com/sales-and-customer-success-together-video/ Last updated: 2024-11-27T14:55:09.000Z ## Looking for more on sales and CS? [Aligning sales with post-sales to drive customer lifetime valueIt’s an all-too-common complaint among customer success leaders that while they’re trying desperately to drive retention, their sales counterparts have a single-minded focus on short-term wins. If that sounds familiar, fear not!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-84.png)Customer Success CollectiveNieves Canada![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Screen-Shot-2023-02-10-at-15.25.48-1.png)](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/) [Sales to customer success handover templateAn email protocol template between sales and customer success to ensure a smooth handover process.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-85.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Sales-to-customer-success-handover-template-meta.png)](https://www.customersuccesscollective.com/sales-to-customer-success-handover-template-framework/) [Customer success: Building cross-functional relationshipsConnection is important – it stems from a desire to understand one another. Learning your colleagues’ goals, how they’re measured, and what’s most important to them is going to be key to getting what you want. And the same applies to you.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-86.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--30-.jpg)](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) ### Customer Success Festival Boston | October 2024 URL: https://www.customersuccesscollective.com/customer-success-festival-boston-october-2024-2/ Last updated: 2026-08-28T15:45:59.000Z Catch up on sessions from the likes of LinkedIn, Box, Boston Dynamics, Microsoft, Google and more. _This post is for paying subscribers only._ ### Here's why emotional intelligence will make you a better CSM URL: https://www.customersuccesscollective.com/emotional-intelligence/ Last updated: 2025-07-04T10:09:55.000Z Let's talk about something that's been a game-changer for me: emotional intelligence, commonly called “[EQ](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video).” We've all heard about empathy in [customer success](https://www.customersuccesscollective.com/what-is-customer-success), right? But EQ? That's something that needs to be discussed more, and I believe it's absolutely crucial in our field. As businesses shift toward hybrid models and relationship-driven strategies, leaders can no longer rely solely on traditional sales tactics. With 13 years of CS experience under my belt, I've witnessed firsthand the transformative power of EQ. My journey from executive-level support, managing multi-million dollar contracts, to now being a **VP of Customer Success** wasn't just about technical skills – it was about harnessing the power of emotional intelligence to [build and maintain exceptional business relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/). In this article, I’ll dive into the strategies I’ve developed to cultivate emotional intelligence within teams, build authentic relationships, and create a customer-centric culture that thrives in today’s market. ## The importance of emotional intelligence Before we begin, you’re probably wondering why I’m so passionate about this. The reason is simple: I've seen firsthand how transformative EQ can be. It changed my life, both professionally and personally. When I discovered emotional intelligence, it was like a light bulb went off. I realized that many of the challenges I'd faced in my career stemmed from a lack of self-awareness and emotional management. By investing in my own EQ development, I've been able to [build stronger relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/), navigate difficult conversations more effectively, and ultimately drive better results for my customers and my organization. ### What does being emotionally intelligent mean? Emotional intelligence is built on four pillars: 1. Self-awareness 2. Self-management 3. Social awareness 4. Relationship management The first two points are about *you*, while the latter two focus on *others*. It's a comprehensive approach to understanding and managing emotions – both your own and those of the people around you. [Busting the myths of empathy and accessibility | Niina MajaniemiLet’s face it: the wonderful world of B2B is filled with a lot of technical terms, and the customer success field isn’t immune. Even though words like “empathy” and “accessibility” appear simple, everything isn’t quite what it seems. It’s time for a second look.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-11.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CS_School_Niina_Majaniemi.001--1--1.jpeg)](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) ## How does emotional intelligence impact customer success? Our job is all about [relationships](https://www.customersuccesscollective.com/5-ways-to-build-a-strong-relationship-with-your-customers/). We're not just managing accounts; we're managing people, their expectations, their frustrations, and their successes. In a world that's increasingly [digital](https://www.customersuccesscollective.com/demystifying-digital-customer-success-with-alex-turkovic-snow-software/), the [human touch](https://www.customersuccesscollective.com/using-ai-human-first-video/) becomes even more critical. As I often say, "You can't replace the human spirit in business." ### Mastering the foundation of EQ: Self-awareness So, why is self-awareness so crucial? **It's the foundation of emotional intelligence** – the front door, if you will. Without self-awareness, you can't effectively manage yourself, let alone be socially aware or manage relationships with others. But what does self-awareness really mean in the context of customer success? It's not just about knowing when to smile more or adjusting your tone. It's about understanding who you are at your core. Why do you do what you do? Why do you think the way you think? What are your emotional triggers, and where do they come from? This level of introspection can be challenging, but it's incredibly rewarding. When you truly understand yourself, you develop a sense of self-confidence and conviction that shines through in your interactions with customers and colleagues alike. ### Empathy vs. emotional intelligence in relationships People often confuse empathy with emotional intelligence, thinking they can check off a box by simply saying, "I understand you." But true emotional intelligence involves much more. Empathy is part of it, yes, but it needs to come from a place of genuine self-confidence and self-awareness. When someone lacks that confidence, it can seep into relationships and work interactions, causing friction because they’re not equipped to deal with difficult situations. [Why customer empathy is the key to building trustEmpathy is a critical skill. By putting ourselves in the shoes of our customers, customer success managers can better understand frustrations or roadblocks customers may be facing.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-8.png)Customer Success CollectiveGuru Bhat![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--15-.jpg)](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) ## Why we must teach relationship skills In the professional world, we train people to sell products, develop technology, or create marketing campaigns. Yet, in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), we're essentially relationship managers, and we don't actively teach people how to build and maintain great relationships. It’s assumed that those with "people skills" will naturally know how to do this, but that’s not always true. Building trusting relationships is a learned skill, and we need to equip people with the tools to manage difficult conversations, remain calm under pressure, and connect with others on a deeper level. One challenge today is the heavy reliance on technology. Many young professionals are coming out of college without the interpersonal skills needed to succeed in the workplace because so much of their communication has been digital. Relationship-building skills aren’t inherent—they must be developed. Yet, society constantly tells us we aren’t enough—not pretty enough, successful enough, or rich enough—and that erodes our sense of self. The truth is, everyone has unique strengths and passions, and those are the very things that can ignite amazing relationships. When we embrace who we are and project confidence in our abilities, we can connect more authentically with others. ## Becoming more self-aware in the workplace Self-awareness isn’t something you can magically develop overnight. It’s an ongoing practice of asking yourself tough questions. In a [role like customer success](https://www.customersuccesscollective.com/how-to-get-hired-in-customer-success/), where you're juggling clients, different teams, and personalities, it’s even more crucial. CSMs work across an organization, interfacing with marketing, sales, tech, and more. Each group communicates in its own way, and as a CSM, you have to adapt while managing these dynamics. Self-awareness is recognizing those emotional triggers. It’s about pausing and asking, "Why do I feel this way?" or "Where does this emotion come from?" It’s not about dismissing the feeling, but understanding its origin. This applies equally in the workplace when dealing with challenging personalities or stressful situations. You have to pause and reflect on why you’re feeling a certain way and how it’s impacting your work and relationships. [How to improve your emotional intelligence (EQ) with Jenelle FridayIn this episode, we’re joined by Jenelle Friday, VP of Customer Success at Forecastable, about emotional intelligence (EQ) and its importance in customer success. We discuss the four pillars of emotional intelligence: self-awareness, self-management, social awareness, and relationship management.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-15.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_CS_School_Podcast_Youtube_Thumbnail_--2---1-.jpg)](https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/) ## Conquering imposter syndrome and negative self-talk Imposter syndrome and insecurity are pervasive issues, especially in professional settings. That little voice in your head telling you, "You’re not good enough" or "You can’t do this," is something most of us carry. It becomes the default voice, but self-awareness gives us the ability to question that voice. It allows us to say, "That’s not true. I am capable." One exercise I encourage people to try is writing an **"I am" statement**. This is a one-page document that lists who you are, independent of your job or your relationships. For example: - "I am resilient, brave, kind, loyal, and passionate." - "I am comfortable being uncomfortable." - "I need 30 minutes of quiet each day." These statements are core to who you are, and they don’t change based on your circumstances. When people struggle with self-awareness, it often stems from not being able to answer the simple question: "Who are you?" Self-awareness is the ability to confidently answer that question and know what’s true about yourself, regardless of external influences. ## Real-world application of EQ in customer success Let me share a real-world example of how EQ can transform customer relationships. I once inherited a customer who, I was warned, "hates everyone." I thought, “Challenge accepted!” When I met him, he was skeptical, saying no one had used his time well before. Instead of getting defensive or trying to prove myself immediately, I took a different approach. I involved him in conversations, kept him in the loop, and when we had a workshop at his site, I sensed tension. So, I asked him directly, "Can you help me understand where you're coming from? I feel tension, and I'm trying to work out where that's coming from." His response? He revealed that his job was on the line if we didn't have a successful product launch. He was amazed that I'd asked the question, saying no one had ever done that before. By applying emotional intelligence – specifically **social awareness and relationship management** – I was able to uncover the root cause of his behavior and address his real concerns. This customer not only became more open with me but ended up becoming a referral and even wrote a letter of recommendation for my graduate degree application. *That's* the power of EQ in action. ## Caring about your customers beyond the sale Genuinely caring about people, whether they’re customers or colleagues, transforms relationships. Some might say I care too much, but I believe that when you show genuine concern for someone, it changes the dynamic. People recognize when you're invested in their success, and that recognition fosters trust and opens doors to deeper, more meaningful relationships. For instance, I once inherited a customer who had been struggling for years with our product. Despite our efforts, we realized we couldn’t deliver what they needed because of how their systems were set up. Instead of forcing the relationship to continue and risking further failure, I helped them transition to a competitor’s product. While it was technically a loss for us, it was the right thing to do for the customer. They needed a solution that worked for them, and I ensured they had a smooth transition. That decision preserved our reputation, and the customer left with positive feelings about our company rather than frustration or resentment. [A leadership framework to create a culture of high-performanceFiguring out what it takes to turn a good team into a jaw-droppingly great one isn’t as easy as you’d think. I’ve spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-14.png)Customer Success CollectiveDan Farley![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Dan-Farle.jpg)](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) ## Training and development for emotional intelligence Now, you might be thinking, "This sounds great, Janelle, but how do we develop these skills?" That's where training and development come in. Unfortunately, while we train salespeople to sell and engineers to build, we often assume that relationship skills come naturally. They don't. We need to invest in EQ training for our [customer success teams](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/). This means teaching skills like active listening, identifying emotional triggers, diffusing tense situations, and building genuine connections. It's about creating a toolkit for our teams to navigate the complex emotional landscape of customer relationships. For leaders, this might mean bringing in external trainers, investing in courses, or even just creating space for open discussions about emotional intelligence within your team. ## The shift from sales-led to customer-centric models Here's something I've noticed in my 13 years working in customer success: we're in the [midst of a seismic shift](https://www.customersuccesscollective.com/pioneering-digital-first-customer-success/). The old sales-led tactics are becoming less effective, and we're moving towards a more [customer-centric](https://www.customersuccesscollective.com/customer-led-growth/) model. And guess what? EQ is at the heart of this transition. In many organizations, **60-70%** of revenue comes from [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/), [upgrades](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), and [referrals](https://www.customersuccesscollective.com/customer-referrals/). Yet, we're still throwing most of our weight behind net new logos and sales teams. Don't get me wrong – new business is important. But if we're not viewing our customer success teams as [revenue generators](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), we're missing a huge opportunity. My approach has always been more customer-centered. I’m not driven by money but by the experience I can provide to customers. When you prioritize relationships and genuinely care about the customer’s success, it leads to better outcomes for everyone. Not every leader thinks this way, but I believe that as businesses evolve, there needs to be a shift in how we view success. Instead of focusing solely on sales numbers, we should be looking at the long-term value and relationships we’re building through customer success. This is where emotional intelligence comes in. By developing our own emotional intelligence, we can create more meaningful relationships with our customers. We can anticipate their needs, navigate challenges more effectively, and ultimately drive more value for both the customer and our organization. When I talk about having a customer-centric mindset, it must come from the top. If leadership doesn’t prioritize training in EQ, if they don’t value developing their team’s soft skills, then they’ll continue to struggle. It’s not enough to push for more customers if your team isn’t equipped to handle them. A company can grow quickly, but if the team behind that growth isn’t solid, it will crumble under the pressure. [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-10.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/pexels-photo-7948055-1.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) ## Challenges in implementing EQ in leadership Now, I'll be honest – implementing EQ at a [leadership](https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/) level isn't always easy. I've seen many leaders struggle with this concept, especially those who are used to the old "it's not personal, it's business" mentality. But here's the truth: it *is* personal because emotions are personal. There's never an instance where you can work emotion-free. Our emotions drive most of what we do. As leaders, we need to be comfortable with allowing our teams to have emotions, to become emotional, and to have personal things happen. ### Emotional intelligence leads to better business outcomes CEOs care about retention—they don’t want high employee turnover. Employees who feel supported and understood are more likely to stay, perform better, and contribute to a positive company culture. So, fostering emotional intelligence within teams is in a company’s best interest, not just from a human perspective, but from a business standpoint as well. I've mentored many people who have shared stories of [toxic work environments ](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/)where leadership allows or even participates in gossip, where emotions are seen as weakness. This kind of behavior at a leadership level creates a toxic working environment that stifles growth and innovation. The challenge is to shift this mindset. It requires vulnerability, [accountability](https://www.customersuccesscollective.com/why-customer-accountability-is-key-to-your-customer-success-strategy/), and a willingness to change. It means being open to [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), even when it's uncomfortable. But trust me, the results are worth it. [![State of Customer Success Leadership](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/State-of-Customer-Success-Leadership-banner.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Practical strategies for improving EQ So, how can we actually improve our emotional intelligence? Here are a few practical strategies I've found helpful: - **Practice self-reflection:** Regularly ask yourself, "Why do I feel this way?" or "What's driving my behavior right now?" - **Create an "I am" statement:** This is a one-page document listing who you are at your core. For example, "I'm resilient, I'm brave, I'm kind..." - **Practice active listening:** In conversations, focus on truly understanding the other person rather than just waiting for your turn to speak. - **Develop empathy:** Try to put yourself in others' shoes, especially when dealing with difficult customers or colleagues. - **Manage your emotions:** Learn to recognize your emotional triggers and develop strategies to respond rather than react. - **Seek feedback:** Ask trusted colleagues or mentors for honest feedback about your interactions and emotional responses. Remember, improving your EQ is a journey, not a destination. It's about continuous growth and learning. ## Encouraging a long-term approach to EQ As we wrap up, I want to emphasize that developing emotional intelligence is not a quick fix or a one-time training session. It's a lifelong journey of growth and self-discovery. There will be ups and downs, moments of clarity and moments of confusion. And that's okay. The key is to approach it with patience and persistence. Start small - maybe by practicing one new EQ skill each week. Celebrate your successes, learn from your missteps, and keep pushing forward. But on your EQ journey remember this: emotional intelligence isn't about perfection. We all have days where our emotions get the better of us. The goal is progress, not perfection. As you develop your EQ, you'll find that you're better equipped to handle challenges, build stronger relationships, and drive success in your customer success role. ### EQ in your personal life and work Since embracing emotional intelligence, I’ve seen relationships in my life completely transformed. By stepping back and critically assessing why I react a certain way to people or situations, I realized that often, I was the problem. That realization came with a lot of humility and embarrassment, but it was necessary for growth. EQ requires us to dig deep, to ask ourselves uncomfortable questions, and to face the root causes of our behaviors. It’s not easy, but it’s transformative. If you feel embarrassed or ashamed of how you've behaved, that’s a good sign – it means you’re ready for change. Emotional intelligence is truly life-changing, and I’m passionate about helping others unlock their own potential through it. It’s a superpower that can transform your life and relationships, allowing you to live your best life. My journey with emotional intelligence has been a game-changer, and I’m living my best life because of it. I’m dedicated to sharing this with others, helping them find their own path to emotional intelligence and personal growth. It’s not a secret I want to keep to myself—it’s something I believe everyone can benefit from, both personally and professionally. ## Conclusion Being emotionally intelligent is no longer a nice-to-have – it's a *must-have*. As we navigate the shift towards more customer-centric models, EQ will be the differentiator that sets exceptional customer success professionals apart. So, I challenge you: invest in your emotional intelligence. Seek out training opportunities, practice self-reflection, and encourage your organizations to prioritize EQ development. The rewards - both personal and professional – are immeasurable. At its core, customer success is about people. And understanding people - their emotions, their motivations, their fears and aspirations – is what emotional intelligence is all about. By developing our EQ, we're not just becoming better customer success professionals; we're becoming better colleagues, better leaders, and better human beings. --- ### Learn more about EQ in customer success I'm incredibly passionate about spreading the message of emotional intelligence in customer success. That's why I was thrilled to deliver a keynote on this topic at the [Customer Success Summit in San Francisco](https://www.customersuccesscollective.com/customer-success-festival-san-francisco-2024/). In this keynote, l dived even deeper into the practical applications of EQ in customer success, shared more real-world examples, and provided strategies for implementing EQ at both an individual and organizational level. [See the agenda](https://events.customersuccesscollective.com/) *This article is based on the insights shared by Jenelle during her appearance on the* [*CS School podcast*](https://media.thealliance.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=284p675y6r)*.* ### CSM to CCO: Leadership tactics to move you up the career ladder URL: https://www.customersuccesscollective.com/leadership-tactics-to-move-up-career-ladder/ Last updated: 2026-01-13T13:52:35.000Z Climbing the career ladder from [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) to [Chief Customer Officer ](https://www.customersuccesscollective.com/chief-customer-officer/)(CCO) is more competitive than ever. Simply being good at your job isn’t enough; you need a proactive strategy, a broad skill set, and the mindset of a leader long before you earn the title. Having spent years moving from an individual contributor (IC) role to an executive seat in early-stage [startups](https://www.customersuccesscollective.com/how-to-build-a-killer-customer-success-function-in-a-startup/) and high-growth tech companies, I’ve learned what it takes to not only move up but thrive in senior leadership. In this article, I’ll share the tactics that helped me rise through the ranks, from mastering revenue management to building relationships that open doors for future opportunities. ## The evolution of a customer success career For those of you still determining your career path, it's crucial to recognize that executive roles in customer success are quite different from CSM roles. They require a distinct skill set, and while it may seem obvious, the two roles barely resemble one another in practice. There are many rich and varied career paths within customer success. [Becoming a CCO](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/) is just one of many possibilities. You might continue along the [individual contributor](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/) path, become more specialized in a particular area, or take a team lead role. Each of these paths can lead to fulfilling and financially rewarding careers. [A CSM’s transition from an individual contributor to managerThe transition from individual contributor to management isn’t exactly the simplest one; there are some fundamental shifts that you need to make when you go from dreaming about this career move to making it a reality.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-12.png)Customer Success CollectiveJosh Zamora![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1575573569545-351853b40d7a--1---1---1-.jpeg)](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/) ### Leadership responsibilities When you step into leadership, your responsibilities will likely include some or all of the following: [managing teams](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/), owning a budget, and driving strategy for the entire organization. These responsibilities are quite different from the day-to-day work of a CSM or a Customer Success Team Lead. If you're currently a CSM, you may look at leadership and think, “Do I really want this?” It’s a valid question to posit. Leadership can make you miss the simplicity of CSM work. I certainly have moments when I look back and think about how much simpler life was when I was directly working with clients. ### Deciding if leadership in customer success is for you If you're thinking about pursuing [leadership in customer success,](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) it’s essential to ask yourself how you'd like to spend your days. The responsibilities of a CCO are more strategic and organizational, with less direct customer interaction. For some, that's exciting; for others, it may not be the right fit. If you still feel that [leadership in customer success](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/) is the path you want to pursue, that's fantastic. But remember, it’s not for everyone. There are numerous paths within customer success, and each has its own set of rewards. Let’s get into how you can [climb that CS career ladder](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/). [Climbing the customer success career ladder | Shawna PartinThere’s a lot of noise out there (we’re looking at you, LinkedIn… 👀) about “leveling up” and “climbing that career ladder.” But how do you actually do that? How can you genuinely start making a difference and put into practice some game-changing skills to advance your career?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-13.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_School_Podcast_Speaker_--2---1-.png)](https://www.customersuccesscollective.com/progressing-up-the-customer-success-career-ladder-shawna-partin/) ## Be exceptional in your current role The first piece of advice I’d give is simple but powerful: **be great at your current job**. I know this might sound a bit obvious, but being an outstanding [CSM](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) and a great employee is the foundation for everything that follows. Stand out within your team. Be the one to raise your hand when new projects or initiatives come up. These opportunities will give you valuable experience and broaden your skill set. Develop [strong relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) with your champion clients. These clients can be instrumental in boosting your career because they often become the face of your company – appearing on the website, in [case studies](https://www.customersuccesscollective.com/what-is-a-case-study/), and so on. If you’re the one who helped build that relationship, it’s a huge asset that can make you stand out. Another way to differentiate yourself is by getting reviews and testimonials. For instance, in the tech world, platforms like G2 are crucial. If you can get glowing reviews from your clients, you’ll not only be seen as someone who brings tremendous value to the company but also as someone who understands how to leverage relationships for mutual success. ### Be proactive, not reactive We’ve probably all heard this advice throughout our customer success careers: focus on being proactive rather than reactive. It’s easy to fall into a reactive mode, where you're just responding to issues as they come up. But if you consistently demonstrate the value of a proactive CSM relationship, you’re showing that you understand how your role aligns with and impacts overall company objectives. ### Make your manager's job easier Here’s a tip that might seem small but can have a significant impact: make your manager’s job easier. Identify the tasks or responsibilities that your manager may not enjoy, and if you're good at them, take them on. By doing so, you’ll make a positive impression and be seen as a leader within your team. ### Be clear about your career ambitions One thing I’ve noticed as a leader is that people who make their career ambitions clear tend to get ahead. When you’re open and vocal about your goals, you stay top of mind for leadership when new opportunities arise. If I know someone on my team wants to take on more responsibility—whether it’s becoming a team lead, managing a project, or stepping into a new role—I’ll think of them first when those opportunities come up. In short, being great at your current job, building strong relationships, staying proactive, making your manager’s life easier, and being vocal about your career goals are all ways to stand out and move up the ladder in customer success. ## Understand your organization's career pathing An important part of moving up the career ladder is understanding your organization’s career pathing. Not every company will have a formal career progression structure, but many do. If your company does, make sure you’re fully aware of the milestones you need to hit in order to move up in title, compensation, or level of responsibility. It’s crucial to be hyper-aware of what’s required to progress within your organization. However, if your company doesn’t have an established career pathing system—and many don’t—don’t be afraid to talk to your manager about creating an informal one. This allows both you and your manager to have a clear understanding of what it will take to advance your career. It also signals to your manager that keeping you happy and fulfilled in your role requires opportunities for growth and progress. ### Have regular career conversations with your manager It’s important to regularly talk to your manager about your career goals, but be mindful of how often you bring it up. You don’t want every one-on-one meeting to be solely about your career ambitions, as it can become a topic your manager may start to dread. Instead, find a balance where career discussions are a regular but thoughtful part of your conversations. Make it clear that you’re serious about your career path—not just inspired after a weekend of reflection, only to return to the day-to-day grind without follow-up. Consistency is key. By having these conversations periodically, you show your manager that your career ambitions are a priority for you. Also, if you have the opportunity to meet with your skip-level manager, make sure to discuss your aspirations with them as well. The more people in leadership who are aware of your goals, the better. ## Develop a comprehensive skill set and expert experience As you progress towards roles like CCO, VP of Customer Success, or similar positions, it’s important to recognize that the required skill set for these roles is broad and deep. If you examine the job descriptions for these executive positions, you’ll notice a wide variety of responsibilities. One key element that stands out across the board is owning revenue. If your goal is to become a CCO, having experience in managing and driving revenue is crucial. I’ve worked in organizations where customer success teams owned the renewal process, and others where they didn’t. In some cases, if there was an expansion opportunity, it was passed along to the sales team. But if you want to be on the CCO path, you absolutely need to own revenue at some point in your career. This experience will help you build a strong foundation in understanding the financial impact of customer success and positioning yourself as a business leader. ### Master the tools and vendor relationships In addition to revenue experience, a deep understanding of customer success tools and vendor relations is critical. Tools like Gainsight, Totango, and Salesforce are central to managing customer relationships and performance metrics. These are the languages spoken in board meetings when executives review how the company performed over the last quarter. So, becoming fluent in these tools and understanding how to implement them successfully is incredibly important. **Vendor relationships** Beyond mastery of tools, strong vendor relationship skills are also key. This includes the ability to procure, negotiate, and implement tools effectively. When you can confidently manage these relationships, you demonstrate an essential aspect of leadership—knowing how to balance operational efficiency with strategic investments. ### Develop people management and leadership skills Of course, one of the most critical aspects of being a CS executive is leading and managing a large organization. If you’re currently an individual contributor, seek out opportunities to step into leadership roles. This could mean becoming a team lead, running initiatives, or managing programs within your organization. These experiences will help you build the foundational leadership skills you need. When you move into leadership, remember that the role is not about you—it’s about developing others. Your success as a leader is measured by the success of the people you lead and your team's overall performance. Leadership development is something you gain through experience, but you can also accelerate your growth by taking classes or workshops on people management. Learning specific approaches to leadership, team development, and management will not only help you grow, but also position you to create an environment where others can thrive. ## Be proactive in your career growth One of the most important things you can do is to be proactive in your career development. This means actively engaging with the broader Customer Success community. I recommend joining [customer success groups](https://www.customersuccesscollective.com/customer-success-community/) – whether local, national, or even global. These groups are a great way to stay informed about industry trends, share best practices, and uncover new opportunities. By joining these networks, you not only stay up to date but also create chances to build your personal brand. You can even host local events or meetups, positioning yourself as a thought leader in the space. Building a personal brand is invaluable as you progress in your career, especially as you look to step into leadership roles. ### Keep an eye on opportunities There are many paths to an executive role in customer success. For some, it’s the traditional route of starting in a lower-level role and gradually working your way up over time. Others might find themselves as early employees at a startup and naturally grow alongside the organization as it scales. Both paths have their merits, but for most of us, it comes down to actively identifying and seizing opportunities as they arise. As you climb the ladder, the number of executive roles available becomes more limited. There are plenty of CSM roles out there, but VP of CS or CCO roles are fewer and far between. So, when opportunities come up, be prepared to go after them aggressively. ### Aim high and plan for the future In addition to pursuing immediate opportunities, take time to look at aspirational roles—those that might seem out of reach today. Examine the responsibilities and experience required for these roles and ask yourself: what skills or experiences do I still need to develop? This exercise helps you identify the gaps in your current skill set and build a roadmap for achieving your long-term career goals. Being proactive in both developing your skills and pursuing opportunities is essential for moving into a leadership role in Customer Success. The more intentional you are in charting your path, the more likely you are to make it to the top. ## Think and act like a leader For those just starting their careers, it’s important to begin thinking and acting like a leader. You’ll often find that some of your managers, directors, or even higher-level executives aren’t that far removed from where you are now in terms of their career journey. Shifting your mindset to think like a leader, even if you're not in a leadership role yet, is key to positioning yourself for future opportunities. One of the first steps in this leadership mindset is understanding your organization holistically. Leaders don’t just think about their own roles or departments—they consider the bigger picture and how different pieces of the organization fit together. This broader perspective will help you make decisions that align with the company’s overall goals, which is crucial as you move up. ### Avoid the "us vs. them" mentality A critical lesson I’ve learned in my career is to avoid the “us versus them” mentality when it comes to leadership. It’s easy—especially at the CSM or individual contributor level—to fall into the trap of thinking that the executives behind closed doors are making decisions without understanding the impact on the team, or worse, acting in their own self-interest. But having been on both sides of the door, I can tell you that it’s rarely like that. Leaders are just regular people trying to make the best decisions they can for the organization. If you can avoid viewing leadership as "the enemy," you’ll stand out as someone who understands the company from a holistic perspective and who’s able to empathize with both sides. That kind of insight is incredibly valuable as you grow in your career. ### Develop your leadership philosophy Finally, start thinking about your own leadership philosophy and approach. As your manager or director makes decisions, take a moment to consider how you would have handled the situation. Why did they make the choices they did? What would you have done differently? This process will help you better understand the reasoning behind leadership decisions, and if you have a strong relationship with your manager, don’t hesitate to ask them why they made certain calls. By engaging in this kind of critical thinking, you’re preparing yourself for future leadership roles. You’ll develop a deeper understanding of the challenges and complexities that leaders face, and you’ll be better equipped to handle those situations when it’s your turn to lead. ## Leadership in mid to senior management roles If you're already in a mid to senior management role, many of the previous insights might sound familiar—they're probably things you've already put into practice. However, as you continue to progress in your career, there are some key strategies that can help set you apart as a leader. ### Leaders eat last One of my favorite principles in leadership is the idea that "leaders eat last." As a leader, it’s essential to focus on your team, not on yourself. Your success comes from the success of the people you lead. By building a culture of bi-directional trust, you create an environment where your team not only respects you but trusts your decisions. When your team believes in you, they’re more willing to give their best effort. If you say, “We’re all pushing down on the gas now,” they’ll know you mean it and will push just as hard. ### Find your "magnet people" Another critical aspect of leadership is finding and building strong relationships with your "magnet people." These are individuals, either in senior roles or peer leadership positions, who naturally draw others to them and foster collaboration. For example, the CEO who hired me at my current company was someone I worked closely with as a product and CS lead at a previous organization. These relationships are invaluable as you progress in your career because when leaders move to new companies, they often look to build a trusted team around them. Being top of mind for those opportunities can significantly boost your career. On the flip side, as you move into leadership roles, you'll want to build your own network. When you get that next big role, having a trusted group of people you can bring with you can quickly strengthen your team. It’s all about trust—finding people who you know can deliver and building relationships that will support you in future roles. ### Build cross-department relationships In leadership, strong relationships across different functions are vital—especially with product and sales teams. There's often tension between customer success and sales in many organizations, which can hinder overall success. Overcome this by over-communicating and establishing a foundation of trust. When CS and sales are aligned, it’s remarkable what can be achieved. And while we often joke that “it’s always sales' fault,” the reality is that mutual respect and collaboration between departments can break down those barriers and lead to better outcomes for the entire organization. ### Scope matters as you move up As you move into senior roles, think carefully about the type of organization you want to lead. Scope matters. For example, if you aspire to work in large enterprises, it’s essential to gain experience managing large teams with multiple layers. Enterprise companies with thousands of employees will be looking for leaders who have dealt with complex, multi-tiered organizations. On the other hand, if you prefer working in startups—as I do—focus on gaining experience with emerging technologies and dynamic, smaller teams. I’ve always been drawn to startup tech companies, so I’ve made sure to align my career experiences with this focus. The size and scope of your team, the company, and the industry should all match where you want to be now and in the future. ### Industry experience counts Finally, the type of industry you work in matters more as you rise through the ranks. CEOs and boards are often looking for leaders with specific industry experience to ensure a smooth fit. While some may prefer a diverse background, in many cases, companies want leaders who have a deep understanding of the sector they're working in. So, as you plan your career, consider how your industry experience will align with your future goals. Ultimately, leadership is about building trust, understanding the scope of your experience, and aligning your career with the type of organization and industry where you want to succeed. Keep these factors in mind as you move forward, and you'll set yourself up for long-term growth and success. ## Stay proactive in your career Building toward a leadership role in Customer Success requires consistent proactivity in your career. If you're part of a large CS team, the likelihood of being singled out for leadership opportunities without making your aspirations known is slim. Leadership won’t automatically assume you’re interested in moving up unless you communicate that clearly. Be top of mind for your manager and even your skip-level managers when opportunities for growth arise. It’s also helpful to remember that many of the leaders around you are just a few steps ahead in their career journey. This is something I’ve reflected on throughout my own career. The gap between you and those leaders is often not as large as it seems. Once you step into leadership rooms, it’s important to manage feelings of imposter syndrome. It’s natural to have moments of doubt, but finding a mantra or strategy to overcome those feelings is key. As you take on new responsibilities, the challenges will get bigger and the stakes higher—those are the defining moments that will set you apart and help you grow. ## Final thoughts I want to finish with a quote that has resonated with me throughout my career, from the great Michelle Obama. Reflecting on her experience of becoming the First Lady and entering rooms with the most powerful people in the world, she said: > *I have been at probably every powerful table that you can think of...I have worked in corporations, served on corporate boards...I have sat in at the U.N.: They're not that smart.* It’s a reminder that no matter where you find yourself, you deserve to be there. Embrace those moments, trust in your abilities, and continue to push forward. --- *This article is based on a presentation given by BJ at our Customer Success Festival, Las Vegas in 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* ### How your company can monetize customer success [Video] URL: https://www.customersuccesscollective.com/how-to-monetize-customer-success-video/ Last updated: 2024-11-25T16:00:55.000Z ## Looking for more on monteization? [Show me the money - making the shift from success to valueTransition from customer success to delivering tangible value. Discover strategies to demonstrate and maximize customer value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-80.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/35.png)](https://www.customersuccesscollective.com/making-the-shift-from-success-value-video/) [Your guide to making money with freemium modelsPlatforms like Spotify, LinkedIn, or DropBox all offer a free version of their service with the option to upgrade to the premium model to unlock better features designed to make your user experience as valuable and smooth as possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-81.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/fixelgraphy-3NgcTH0CFJg-unsplash--1---1-.jpeg)](https://www.customersuccesscollective.com/your-guide-to-making-money-with-freemium-models/) [A strategic guide to monetizing customer successA company’s success hinges on the satisfaction and success of its customers. But what does it mean to monetize customer success operations? How can businesses focus on delivering genuine value to their clients, while also improving their bottom line?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-83.png)Customer Success CollectiveSwati Chopra![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/euro-coins-currency-money-106152--1-.jpeg)](https://www.customersuccesscollective.com/a-strategic-guide-to-monetizing-customer-success/) ### How systems and data play a pivotal role in CS Operations URL: https://www.customersuccesscollective.com/systems-and-data-in-cs-operations-video/ Last updated: 2024-11-15T16:58:55.000Z ## Looking for more on CS Operations? [CS Ops: Turning data into smarter customer success decisionsThe phrase “data is the new oil” becomes truer every day. Data is the lubricant that greases the wheels of the fourth industrial revolution we’re living through. In short, your company will be creating a hell of a lot of data points - if they’re not already.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-66.png)Customer Success CollectiveDavid Collard![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--18---1-.jpg)](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/) [The ultimate guide to customer success operations (CS Ops)Customer success operations, otherwise known as CS Ops, is a new type of role we’re beginning to see crop up within customer success. Like any ordinary operations role, CS Ops functions within customer success to help it run smoothly.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-68.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Sharing_Article_Images_Doodles-Text_--4-.jpg)](https://www.customersuccesscollective.com/customer-success-operations/) [Connecting the dots: How CS Ops drives company-wide alignmentAligning business-wide initiatives and driving frictionless renewals are key goals for any customer success leader in a business that follows a recurring revenue model. In this article, we’ll explore how to leverage customer success operations (CS Ops) to achieve organization-wide alignment.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-67.png)Customer Success CollectiveRoger Mendez![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Untitled-design--25---1-.jpg)](https://www.customersuccesscollective.com/connecting-the-dots-how-cs-ops-drives-company-wide-alignment/) ### How to make customer success your growth engine URL: https://www.customersuccesscollective.com/how-to-make-customer-success-your-growth-engine-video/ Last updated: 2024-11-26T13:01:14.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/pexels-photo-7948055.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) [Customer success: From support function to revenue-driverCustomer success is being redefined within organizations globally. This transformation requires a shift in mindset, from reactive support to proactive success management. In this article, unlock the full potential of customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveFranca-Sofia Fehrenbach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/04/Customer-success-From-support-function-to-revenue-driver.jpg)](https://www.customersuccesscollective.com/from-support-function-to-revenue-driver/) [Why we need to shine a light on customer successThere’s a tremendous need for customer success, but unfortunately, not everyone allocates the resources toward implementing a customer success function. According to recent studies, 37% of companies don’t have a clearly defined customer strategy in place. What can we do to remedy this failure?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/08/photo-1471877325906-aee7c2240b5f.jpeg)](https://www.customersuccesscollective.com/why-we-need-to-shine-a-light-on-customer-success/) ### Reclaiming lost customers: Win-back strategies for customer success managers URL: https://www.customersuccesscollective.com/reclaiming-lost-customers-win-back-strategies-for-customer-success-managers/ Last updated: 2024-09-26T15:48:01.000Z When a customer has cancelled their subscription, there’s a window of opportunity to win them back. If effectively capitalized upon, you can save your monthly churn rate and keep the customer aboard ship. For CSMs, a win-back campaign is a vital strategy used to re-engage customers who may have previously churned or ended their relationship with our company. By targeting these former customers, CSMs aim to persuade them to return and continue their previous relationship with the company. --- *The data and strategies in this article is from our ultimate churn-busting resource: *The State of Customer Churn.** [*Nab yourself a copy here*](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/?%5Fgl=1%2Aek0afs%2A%5Fup%2AMQ..%2A%5Fga%2AMTYwMzE1MDg4OC4xNzI3MzQ2OTMy%2A%5Fga%5F22G4GQN2VY%2AMTcyNzM0NjkzMS4xLjEuMTcyNzM0Njk0NC4wLjAuMA..)*.* --- ## What is the importance of win-back campaigns? The importance of win-back campaigns cannot be overstated. They offer a cost-effective way to recover customers who have already shown interest in your products or services and have already been acquired. Instead of focusing solely on acquiring new customers, win-back campaigns leverage your recently churned customer base to reignite interest in your product. In light of this, we wanted to know the full extent of win-back campaigns, including whether organizations carry them out, at what point they run their win-back campaigns and the most effective win-back strategies. ## The current landscape of win-back campaigns We were surprised to discover that **72.9%** of participants in our survey don’t have a win-back campaign in place for customers. | If the company has a win-back campaign | Percentage | | Yes | 72.9% | | -------------------------------------- | ---------- | | --- | ----- | | No | 21.7% | | | | Upon further inspection, we learned that **36%** of these win-back campaigns take place at the point of cancellation, and a further **28%** of win-back campaigns are carried out one-month post [churn](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/). Less than one-third (**24%**) of win-back campaigns take place three months after the customer has churned, with **8%** happening six months post-churn, and a measly **4%** of win-back campaigns happening a full year after the customer churns. | Time | Percentage | | Point of cancellation | 36% | | ----------------------- | ---------- | | --------------------- | --- | | One month post-churn | 28% | | | | | Three months post-churn | 24% | | | | | Six months post-churn | 8% | | | | | One year post-churn | 4% | | | | Our expectations continued to be shattered as we found out that those with win-back campaigns had a higher monthly churn rate (**6.9%**) on average than those *without* win-back campaigns (**6.4%**). Now, there are several reasons why win-back campaigns are unsuccessful,​ and timing is a huge factor in their efficiency. For example, if a customer has already moved on and found a replacement product or service, then a win-back campaign is unlikely to be successful. Other reasons win-back campaigns can be unfruitful are due to a lack of personalization, ignoring the root of churn, or overselling. [Churn calculator: how to calculate customer churnIn today’s highly competitive business landscape, understanding and managing customer churn is crucial to a company’s long-term success. But calculating churn isn’t a case of highlighting what’s wrong with a company. It’s not all doom and gloom – far from it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-6.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1635070041078-e363dbe005cb.jpeg)](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) ## Effective win-back strategies For the CSMs who *did* conduct win-back campaigns, we asked them to identify which strategies they found to be the most effective. We’ll go through a few of them in detail now. 💡 ****Note:** We provided several options for our participants to choose from, though interestingly, no CSMs provide additional, free seminars and webinars that promote product features, or offer to re-onboard customers and provide additional training on product use as strategies to win customers back. ## Acknowledging issues and offering solutions When exploring win-back solutions with our survey participants, we found that the most popular win-back strategy amongst CS professionals was to acknowledge any issues and offer solutions, pulling in **37.5%** of the vote. This strategy combines emotional appeal (acknowledgment and empathy) with practical solutions, addressing both the rational and emotional aspects of a customer's decision-making process. ### Strategy approach So how do you go about approaching this strategy? Let’s go through the steps: **Identify lost customers** As with any win-back strategy it begins by identifying those you need to target. Begin by analyzing customer data to find out who has stopped engaging. **Research reasons for departure** Now you’ve got your nifty list of customers you’d like to try and reengage, you’ve got to find out why they dropped off in the first place. You can go about this is two ways: [Data analysis](https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/) and outreach. For data analysis, look at the places in the customer journey where customers began to disengage. Look at the type of products the customers were previously engaged in, but have stopped using. These kinds of data points will give you an idea of any larger issues with your [customer journey](https://www.customersuccesscollective.com/customer-journey-mapping-making-sales-buyer-centric/). To look at any more specific issues, or moments of disengagement that don’t have a clear reason, reach out to customers through surveys ex-customers or review feedback to get more qualitative feedback on why these customers left. **Personalize your approach** Now it’s time to get specific to each individual customer. Think about whether you can segment the reasons for disengagement into different pathways to tailor messaging more specifically. **Acknowledge the issues** For more unique situations, you must make sure to directly identify **and** address the problems that caused them to leave. While some losses will be out of your control, the majority won’t, and the simple act of taking responsibility for any mistakes on your part goes a long way to getting customers back on board. **Present solutions** Now, one of the worst things you can do is get to stage four of the strategy and stop there. An apology without action behind it is meaningless. So when taking responsibility for the issues that caused the initial disengagement, your next step is to explain how you’re fixing (or have fixed) the issues brought up. **Offer an incentive** The next step is to sweeten the deal for these customers. Offering discounts or exclusive offers is really a strategy in and of itself, but providing a special discount or exclusive offer to your reengagement pathways is a quick win. 💡 ****Remember:** Offering a discount might get a customer to stay with you for another months or season, but a pricing perk on its own is not going to guarantee a customer will stay long-term. **Follow up** If they don't respond, a reminder might be necessary. The aim of this is to not sound pushy - this reminder isn’t an time-bound “get the offer while it lasts” type of message. It’s a message to let them know that you are still thinking about them, and want to keep the offer moment for them as long as possible. **Gather feedback** And finally, remember to close the cycle by gathering customer qualitative and quantitative feedback once you’ve actioned any changes based on the reasons for departure previously identified. Ask returning customers about their experience to prevent future churn. [How to leverage customer feedback to build great productsMy name’s Daniel Shimoni, and this article is a step-by-step guide for leveraging customer feedback in order to create great products. Obviously, this is a pretty loaded subject, but don’t worry! I’m going to break it down into a few easy-to-digest talking points.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-7.png)Customer Success CollectiveDaniel Shimoni![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1633613286991-611fe299c4be.jpeg)](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) ## Offering upgrade/reduced tier options The second most common strategy our participants used was offering upgrades or reduced tier options, at **20%**. This strategy recognizes that one-size-fits-all solutions often don't work in customer retention. By offering options, you're more likely to find a sweet spot that encourages customers to return while also potentially improving their long-term value to your business. Lets take a look at the strategy as a whole: ### Strategy approach **Segment churned customers and analyze customer data** As with the previous strategy, begin by grouping and analyzing customers based on their previous patterns and reasons for churn. **Design tailored options** As with creating pathways when acknowledging issues, you should create upgrade packages that specifically address and support the customer needs not currently being met. There’s also an opportunity to develop reduced tier plans with essential services at lower costs. **Craft personalized messages** Don’t just throw an offer out there without explaining why the offer is there in the first place. Use messaging to highlight benefits of new options relevant to each customer. **Reach out** And, with messaging comes actually choosing the right communication channels. If you have a customer who doesn’t open any of your emails, why would you reach out to them on email? Unless you have god-like copy, someone who doesn’t use email won’t see your offer at all. **Present options clearly** If you’ve got a customer who has several reasons for leaving, make sure to explain both upgraded and reduced tier choices. Emphasize value proposition of each option specifically based on the individual [customer needs](https://www.customersuccesscollective.com/what-are-customer-needs-5-steps-to-meet-them/). **Offer a limited-time incentive** Unlike when handling more difficult customer issues, upgrade and tier options are mostly suitable for customers who had smaller issues or are not engaging due to external factors like budget restrictions. Due to this, it’ll work well to also add a sense of urgency with a special discount or bonus for quick action. **Provide easy reactivation** Make sure you keep it simple! The biggest thing to put a customer off is to make the act of reingagement long or annoying. As you already have their customer details, take the opportunity to simplify the process to resume service or switch plans with one click of a button. **Follow up** Again, sending a reminder if no response is received is a good idea as long as you’re not nagging. Adding some more urgent copy works for this strategy (unlike the previous one) because it’s targeting a different kind of customer need. **Collect feedback** And finally make sure to collect feedback on this strategy. Ask returning customers about their reengagement to help refine future strategies. ## Do win-back strategies actually work? Now after all this, it may feel like taking a step back to ask if win-back strategies actually work, but it’s an important question to ask. Surprisingly our report found that **72.9%** seemingly staunch opposition to win-back campaigns was illuminated by our CS experts. We asked them whether **72.9%** of respondents *not* having a win-back campaign was surprising, and, in their experience, whether win-back campaigns are usually successful. Win-back strategies can be effective, but their success varies depending on various factors such as industry, product type, and the reasons for customer churn. The effectiveness of these strategies is a topic of ongoing debate among customer success professionals. As **Melanie Lawn, Chief Customer Officer at Forecast, points out**: > *"Having a win-back campaign is one part of what CS can do. I haven't seen huge results from win-back campaigns, but I think it depends on the sector, offering, pricing and CS approach. I believe it is one of many 'CS plays' to include in your CS strategy."* This perspective highlights that while win-back strategies can be valuable, they should be considered as just one component of a broader customer success strategy. Their effectiveness can vary significantly based on the specific context of the business and its customers. Some customer success professionals have found more success in other areas. For instance, **Michelle Wideman, Chief Customer Officer at Silverfort**, shares: > *"I've had more success in going after closed/lost opportunities with prospects."* In some cases, focusing efforts on prospects who didn't initially convert might be more fruitful than trying to win back customers who have already churned. While win-back strategies may not always yield dramatic results, they can still be worthwhile for several reasons: 1. They provide valuable feedback about why customers leave 2. They demonstrate to customers that their business is valued 3. Even a small percentage of successful win-backs can be profitable, given the lower cost of retaining a customer compared to acquiring a new one 4. They can provide insights to improve retention strategies for current customers While win-back strategies can be effective, their success is not guaranteed. They should be viewed as one tool among many in a comprehensive customer success strategy, and their implementation should be carefully considered based on the specific context of the business and its customers. --- Looking to talk more about win-back strategies? Need some peer stories and tips to help get yours off the ground? Join the [**Customer Success Collective Slack channel**](https://www.customersuccesscollective.com/customer-success-community/?%5Fgl=1%2Aistm09%2A%5Fup%2AMQ..%2A%5Fga%2AMjA2MTQxMjMxMy4xNzI3MzY0NzQ0%2A%5Fga%5F22G4GQN2VY%2AMTcyNzM2NDc0NC4xLjAuMTcyNzM2NDc0NC4wLjAuMA..%2A%5Fga%5FKVYRMDNSEY%2AMTcyNzM2NDc0NC4xLjAuMTcyNzM2NDc0NC4wLjAuMA..) with **5,800+ members and counting**! --- ### A leadership framework to create a culture of high-performance URL: https://www.customersuccesscollective.com/leadership-framework-culture-of-high-performance/ Last updated: 2026-01-13T10:18:04.000Z Figuring out what it takes to turn a good team into a jaw-droppingly *great* one isn’t as easy as you’d think. I've spent the last 12 months diving deep into the world of high-performance cultures. What I discovered was both enlightening and frustrating. While there's no shortage of literature on the subject, I found myself constantly asking, "What's next?" The existing frameworks didn't quite hit the mark for me, leaving me with more questions than answers. ## What does a high-performing team really look like? This question became my obsession, no word of a lie. I reached out to about 25 different leaders across [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), revenue, and product roles, seeking their insights. The answers I received were often along the lines of, "A team of individuals who consistently see their goals." Now, that's not wrong per se, but it felt incomplete to me. It's more of an outcome than a characteristic. I wanted to know the key ingredients, the secret sauce that makes a team truly high-performing. That's when I had what you might call an epiphany. Reflecting on the teams I've built and inherited over the years, I noticed some common threads. The standout performers were incredibly driven, had a real entrepreneurial spirit, and actively [embraced difficult moments](https://www.customersuccesscollective.com/give-your-team-constructive-feedback/). This realization led me to develop what I now call the “HIPE leadership framework”. [Building high-performing customer success teamsIn this episode of the CS School podcast, we’re joined by Amy Oilman, RVP of Customer Success at RingCentral. Amy has extensive experience building and scaling customer success teams from the ground up and lets us into the secrets of involved in creating them.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-3.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/9.png)](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) ## The HIPE leadership framework HIPE isn't just a catchy acronym; it's a comprehensive approach to fostering a high-performance culture. It stands for: - **H**ire - **I**nspire - **P**ush - **E**nergize Each element is crucial in [creating and maintaining a team](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) that doesn't just meet goals, but consistently exceeds them. Let's dive into each component. [How to spot a high-performing Customer Success ManagerOne of the challenges I had in the earlier days of building out a customer success function was developing predictable renewals and expansion measures. For context, this was when we were still collecting performance data and our historical data could not yet provide sufficient predictive power.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-2.png)Customer Success CollectiveSylvia Yin![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1600456548090-7d1b3f0bbea5.jpeg)](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/) ## Hire: The foundation of high-performance The bedrock of any high-performance culture is the people who make it up. Sounds obvious, right? But here's the kicker: [identifying and attracting true A-players](https://www.customersuccesscollective.com/how-to-spot-a-high-performing-customer-success-manager/) is incredibly challenging. Many of us are guilty of asking interview questions that, frankly, nobody cares about. "Where do you see yourself in five years?" Come on, we can do better than that. A-players see right through these canned questions, and it immediately signals that you don't have much to offer them. Instead, try asking questions that really matter: 1. "Tell me how I can help you get to the next level." 2. "What's your number one killer attribute that you're proud of?" These questions serve a dual purpose. They help you assess whether the candidate is truly an A-player (because if they can't answer these, they're probably not), and they demonstrate that you're the [kind of leader who understands](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) what drives top performers. But it's not just about the questions. Create one of the most relaxed [interview environments](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/) possible. Be overly transparent about everything from business results to your own areas for development as a leader. Connect on a real human level. Remember, A-players have options, and you need to prove that your team is where they belong. ## Inspire: Leading by example Once you've got your A-players on board, you need to inspire them. And I'm not talking about plastering motivational quotes all over the office. I'm talking about actions that truly inspire people to, as I like to say, "leave it all out there" every single day. This starts with you, not them. You need to create an environment that enables your team to give 200% every day. Here's how: 1. **Expose yourself to the tough stuff**: When a difficult situation arises, be the first to step up. Your team will notice and follow suit. 2. **Show them nothing is beneath you**: I once took on managing customer accounts for three months when a team lead went on maternity leave. My CEO thought I was crazy, but it showed my team that I'd never ask them to do something I wouldn't do myself. 3. **Be decisive and back yourself**: Even when you're not 100% sure, make the call. Your team needs to see you taking those leaps of faith. 4. **Be vulnerable**: Open up when you're struggling. It builds a human connection and inspires trust. 5. **Show maximum empathy**: If someone on your team needs to miss a meeting, don't make them feel guilty. That kind of support won't be forgotten. [Busting the myths of empathy and accessibility | Niina MajaniemiLet’s face it: the wonderful world of B2B is filled with a lot of technical terms, and the customer success field isn’t immune. Even though words like “empathy” and “accessibility” appear simple, everything isn’t quite what it seems. It’s time for a second look.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-4.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CS_School_Niina_Majaniemi.001--1-.jpeg)](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) ## Push: Finding the flashpoint Now, this is where things get interesting – and a bit controversial. Once you've hired and inspired your A-players, you need to push them. Hard. I call this concept "finding the flashpoint." Imagine a plastic ruler. You can bend it to varying degrees before it snaps. Each person on your team has a flashpoint – that point just before breaking where they're maximally stretched but still resilient. Your job is to identify that point for each team member. Why is this important? Let me tell you about someone I once worked with. ### Case study This person, let’s call them *Jo*, was someone I hired at a previous business. Out of everyone I've ever worked with, they had the highest ceiling. Their drive, their attention to detail – it was all off the charts. Within 12-15 months, they turned a function that was losing 80K a year into one making a quarter-million in profit. (I’m not joking.) Naturally, I promoted them. I thought, "They’re going to flourish!" Instead, I watched them [completely unravel](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) over the next six months. They eventually left the business, and it remains my biggest career regret. For years, I told myself they just weren’t ready. But that wasn't the real reason. The truth was, I hadn't exposed them to enough difficult moments early on to build their resilience. When they stepped into that higher position and faced those inevitable challenges, [they didn't have the tools to cope](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/). That's why pushing your team to find their “flashpoint” is so crucial. It builds the resilience they'll need when they step up to bigger challenges. But remember, this isn't about breaking people – *not at all*. It's about having an open dialogue, understanding their limits, and gradually expanding them. [What is burnout and how you can prevent itExplore a comprehensive guide tailored for senior leaders, offering insights into recognizing and combating burnout. This article delves into the nature of burnout, its symptoms and causes, risk factors, and strategies for prevention and mitigation.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-5.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/What-is-burnout-and-how-you-can-prevent-it.jpg)](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) ## Energize: Sustaining high performance The final piece of the HIPE framework is all about energy. As a leader, you need to create what I call an "extraordinary energy" that permeates your team. This energy is built around purpose – not just making customers happy, but a deeper, more aligned purpose that fires everyone up every single day. Here's the deal: you need to be the engine behind the scenes, always. Turn up every single day, no matter what. Never let them see that you've given up on something. I'll be real with you - some days, it's hard. At my current high-growth [SaaS](https://www.customersuccesscollective.com/what-is-saas/) business, we're under the microscope daily. But when I walk through that door, I have to be present and energized. Find out what fires up each member of your team. Is it money? Recognition? For me, it's the feeling that I'm making a real difference every day. I also know that being overlooked lights a fire under me – I want to prove people wrong. Understand these triggers for yourself and your team, and use them to maintain that high energy. Lastly, don't forget about mental health. Encourage your team (and yourself) to find ways to heal mentally every week. For me, it's cooking. Find what works for you and your team to stay refreshed and ready to attack each week with the same level of energy. ## The challenges of HIPE leadership Now, I'll be the first to admit that this framework isn't perfect. No leadership framework is. There are some real challenges to be aware of: 1. **It's exhausting**: The highs are incredibly high, and the lows are pretty damn low. You're on this constant roller coaster with your team, feeling every up and down. 2. **It's harder to move people on**: When you invest so heavily in your team members, it can be emotionally challenging to make necessary changes. 3. **It may not scale for every company**: As companies grow and shift into more systemized structures, some elements of HIPE might need to be adapted. ## The future of HIPE leadership HIPE leadership is still in its infancy. It's a framework designed to provoke thought and drive high performance in the right environment. It won't be right for every business or every leader, and that's okay. What I hope is that you can take elements of this framework and apply them to your own leadership style. Maybe you focus on revolutionizing your hiring process, or perhaps you dive deep into finding the "flashpoint" for each of your team members. Leadership, like building a high-performance culture, isn't a one-size-fits-all proposition. It's about finding what works for you, your team, and your organization. **HIPE is my contribution to that ongoing conversation.** I'd love to hear your thoughts, experiences, and feedback. After all, that's how we all grow and improve as leaders. So, let's keep the dialogue going. Together, we can push the boundaries of what it means to build and lead truly high-performing teams. --- *This article is based on the insights shared by Dan during his keynote talk at* [*Chief Customer Officer Summit London 2023*](https://www.customersuccesscollective.com/chief-customer-summit-london-november-2023/)*.* ### The impact of AI on customer success URL: https://www.customersuccesscollective.com/impact-of-ai-on-customer-success-video/ Last updated: 2024-11-15T16:59:06.000Z ## Learn more about AI? [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-63.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AI-.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) [Use AI to predict and personalize customer success \[Video\]Vish Walia at Microsoft, is joined by Mary Poppen, CCO at Glint (LinkedIn). Vish and Mary discuss how to CS professionals can use AI to predict and personalize customer strategies in customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-64.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Mary-Poppen--1-.jpg)](https://www.customersuccesscollective.com/use-ai-to-predict-and-personalize-cs-video/) [CS + AI = ? Artificial intelligence in customer successYou don’t have to look far in science fiction, be it in books, TV, or film, to find dystopian depictions of artificial intelligence, commonly abbreviated as AI.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-65.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1510511459019-5dda7724fd87.jpeg)](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) ### Using a value cycle to drive renewals URL: https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/ Last updated: 2025-10-13T09:00:44.000Z Companies are under more pressure than ever before, with boards demanding profitability and efficiency. Gone are the days of casual spending—if your product or service doesn’t deliver clear, measurable value, it’s at risk. As someone who has spent over two decades in customer success, navigating everything from high-growth startups to large enterprises, I’ve seen firsthand the importance of not just delivering value, but **proving** it. In this article, I’ll break down the strategies I’ve used to build a powerful value cycle that drives [renewals and expansions](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/), even in challenging economic climates. ## Why value matters Right now, your customers are under immense pressure, especially from their boards. The question they're being asked is: When are you going to become profitable, and how are you going to become more efficient? This is particularly true for those that rely heavily on external funding. Gone are the days of frivolous spending. Now, every dollar counts. If you’re not driving value for your customers, your organization is at risk. And it’s not just about your customers achieving value; they need to know they’re achieving value. Not only do your customers need to see the value, but the right people within their organization need to be aware of it, too. I’ve had countless conversations with customer success leaders who are shocked when a customer churns, despite being happy with the value. My first question is always, “Did the decision maker know how much value you were providing?” Often the answer is no. It’s no longer enough to have one strong use case or one solid relationship at an organization. ### Becoming multi-threaded Now more than ever, you need to be multi-threaded within your customers' organizations. You should ask yourself: - Do I have the ability to land on multiple budgets? - Are there multiple people who will go to bat for my product or service? - How many use cases can I spin up for this customer? It doesn’t matter whether you’re a small company or serving major clients, value and ROI are king, and being multi-threaded is a necessity. I’ve developed a value cycle that I’ve used successfully at four different organizations with vastly different business models. Not only has it helped me drive strong [ROI](https://www.customersuccesscollective.com/roi-framework-to-prove-value/), but it’s also been instrumental in expanding business relationships. I believe in it so much that I continue to implement it in every organization I work with, and I share it when mentoring startup leaders. This approach works, and I’m excited to share it with you. ## The four-pronged approach to driving value Let’s dive into the four key steps that drive value and [renewals](https://www.customersuccesscollective.com/renewals-toolkit/) in customer success. The approach I’ve used successfully across multiple organizations is a simple yet powerful framework: 1. Understand the goals and pain points 2. Build a plan 3. Deliver that value 4. Report on that value Let’s break each step down, starting with the first and arguably most foundational: understanding your customer’s goals and pain points. ### Step 1: Understand the goals and pain points The first and most critical step in driving value for your customers is understanding their goals and pain points. This might sound basic, but it’s the foundation of everything that follows. If you’re not aligned on what your customer is trying to achieve and the challenges they face, you’ll never be able to deliver the value they need. Many of you may be familiar with the sales framework MEDDIC, which focuses on metrics, economic buyers, decision criteria, and pain points. In [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), we take a similar approach, but our job is to ensure that the pain points identified during the sales process are carried through and acted upon. This is where partnering with your sales team is crucial. If you’re not receiving this information during the handoff, you need to fix that immediately. It’s one of the most important things you can do to start off the customer relationship on the right foot. Whether you’re in the onboarding phase or well into the customer lifecycle, keeping the customer’s goals and pain points front and center is non-negotiable. Every conversation, every check-in, should be rooted in those goals and pain points. #### Establishing a rhythm for continuous discovery One mistake I see often is treating the discovery of goals and pain points as a one-time event. In reality, this should be an ongoing process. Every time you interact with your customer, you should be revisiting their goals, problem statements, and the reasons they purchased your product in the first place. Come prepared with probing questions during each check-in to continue surfacing these pain points. I highly recommend creating a shared document—whether in Notion, Google Docs, or another tool—where your team can build a repository of these probing questions. Customize them to the specific industries or types of customers you serve so your [Customer Success Managers (CSMs)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) are equipped to dig deeper in every conversation. [![Example of probing questions](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/Dreyfus-Model-of-Skill-Acquisition--2-.png)](https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/) #### Discovering untapped value One of the most valuable things you can do is to uncover untapped value for your customer—ways to solve their pain points without them having to spend more money. This could be features they’re already paying for but not using, or opportunities that exist within their current contract. For example, if your company offers an unlimited seat model, there’s often untapped value in getting more employees at the customer’s company to adopt your product. Asking the right probing questions can reveal these hidden opportunities, increasing your product’s stickiness and deepening your relationship with the customer. #### Documenting the process In every customer engagement, it’s critical to document the goals, pain points, and any untapped value you identify. I’m a big fan of using tools like Notion for this. It’s a collaborative platform where teams can update and share what they’re learning from each customer interaction. This allows the team to stay aligned and continuously improve their understanding of the customer’s business. The key takeaway here is simple: keep the focus on your customer. Everything you do should be about learning more about their business, their challenges, and their goals. The more you know, the more you can position yourself as a valued partner—not just another vendor. ### Step 2: Building a plan Now that you’ve understood the customer’s goals and pain points, the next critical step is building a plan. But here’s the key: plans have to be two-sided. It’s not enough to simply document a strategy—you need your customer’s full buy-in. Without it, all you’ve got is a bunch of words on paper. Once you’ve identified the problem statements that both you and the customer agree to work on, you need to ask: - How are we going to achieve these goals together? - For example, what kind of change management do they need to implement? - Does their team need specific training to adopt your solution? - If so, can you schedule quarterly on-site visits for use case-specific training? Everything needs to be clearly documented and scheduled—get those dates on the calendar and make sure there’s a shared commitment to the plan. #### Getting customer buy-in Buy-in doesn’t stop with the person you’re working with directly. You need to get their team on board as well. Ask them how you can support them in gaining [internal buy-in](https://www.customersuccesscollective.com/c-suite-buy-in/). Can you help them create marketing materials for their team? Could you make quick, two-minute Loom videos explaining why the solution is important and how it will make their lives easier? In some industries, especially those that are more traditional or resistant to change, this can be a big challenge. People who have been doing the same job for 30-35 years may be hesitant to adopt a new system after relying on paper processes for decades. But it’s achievable—you just need to meet them where they are. One strategy I’ve used is to identify the person who’s been at the company the longest. If you can get them on board, the rest of the team is likely to follow. This approach has been incredibly effective in overcoming resistance to change. #### Document everything Another essential piece of the plan is documenting baseline measurements. Knowing where you’re starting from is critical for measuring success later. However, in some industries, customers can be reluctant to share precise numbers. They might not want to admit how much value you’re bringing because they fear you’ll raise your prices. For example, if you saved them $20 million, they might worry you’ll charge them $19 million next year. To work around this, I’ve developed ways to get baseline measurements without always tying them to exact dollar amounts. Sometimes you need to be creative in how you measure success, but having that baseline is essential. One more important tip: **Never leave a customer call without scheduling the next one**. People’s calendars fill up fast, and trying to chase down your next meeting can be a huge time sink. Get the next call on the calendar while you’re still on the phone with them—this will make life easier for you and your team and keep the momentum going. #### A concrete example To illustrate this, let me share an example from a plan we built using Gainsight with one of my teams. We were working with a transit agency in the Nordics, and our goal was to increase on-time performance and decrease early departures. [![Gainsight plan](https://lh7-rt.googleusercontent.com/docsz/AD_4nXcBDCMFk-NB617ggqe2re_wlP_2oFwef11tWWuUOIvMY21JcY7xSoff0kxTK-ki9iUmkaRt7cqammu4eOUt5OX7Qfm3hBh4KqVOmKT_IfJ-jo52TQkGrhbbHJTTDB4njoBJjyG7c0kUQSPiCzwL5XzbG1AG?key=JimUnQIYWlqLubl4u3a7yg)](https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/) On the right side of the plan, we listed the key challenges, key benefits, and milestones. For example, by December, we had planned to test a total of 60 lines out of 225\. This was a joint plan with the customer, written in plain language so they knew exactly what was going to happen and when. It was clear, actionable, and kept both parties accountable. Charts and visuals like these are invaluable for keeping everything on track, and they ensure that everyone is aligned on the next steps. So, when building your plans, remember to not only think through the problem statements but also to document and visualize everything to create clarity and accountability for both sides. ### Step 3: Delivering value Now that you have a plan in place, the next step is delivering value—but not all value is created equal. One of the key things to understand is that different customers will prioritize different types of value, so it's essential to identify what’s most important to them and stack rank that value from the very beginning. At many companies, especially in the early stages of the customer relationship, the focus is often on adoption. Getting users onboarded and navigating change management successfully is a big win, and it’s a crucial first step. However, adoption alone won’t always secure an upsell or a renewal, especially in today’s economic environment. I’ve seen tools that had widespread adoption but were ultimately ripped out because they didn’t deliver the necessary [ROI](https://www.customersuccesscollective.com/the-ultimate-roi-toolkit-ebook/). I’ve personally experienced this as a CS leader—it’s painful to see a product with 97 people logging in every day get removed because the ROI just wasn’t there. It’s a tough lesson, but it highlights a critical point: adoption is not enough. #### Types of value beyond adoption To secure renewals and expansion opportunities, you have to go beyond basic adoption and uncover other types of value that resonate with your customer. This could be cost savings, efficiency gains, risk reduction, or any number of other factors. The key is to make sure you’re not only delivering that value but also reporting it out clearly to the customer. Here’s the thing: your customer might not always recognize the full extent of the value your solution is providing. That’s why it’s crucial to consistently communicate and document these wins. Whether it’s through executive business reviews, quarterly updates, or even more informal check-ins, make sure you’re showing your customers how your product is driving value in a way that directly aligns with their goals. In this economic climate, where budgets are tighter than ever, showing ROI is essential. Adoption is a great starting point, but delivering measurable business outcomes is what will ultimately drive renewals and expansions. [![Delivering vaue](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/Dreyfus-Model-of-Skill-Acquisition--1---1--1.png)](https://www.customersuccesscollective.com/using-a-value-cycle-to-drive-renewals/) ### Step 4: Reporting on value Now let’s dive into the final, and arguably most critical, step: reporting on value. It’s crucial to continuously report the value you're delivering so that the right people within your customer’s organization, especially budget holders, are aware of the impact you're making. I’m a huge fan of executive business reviews (EBRs) because they offer a structured opportunity to showcase the wins, celebrate successes, and—most importantly—position yourself as a strategic partner. For example, when I started doing EBRs with the city of San Antonio, only a few people attended. By the time I left, we were filling up a boardroom because of all the great things we were doing together. This is where you get in front of key decision-makers and budget holders to not only make them look like rock stars but also remind them, Hey, we're printing dollars for you. #### Hard and soft ROI When reporting on value, hard ROI—the kind that is measurable in dollars—is always the ideal. If you can tell a customer that for every $100 they invested, they got $200 in return, that’s powerful. But sometimes, getting those hard ROI numbers can be tough. If you struggle to quantify exact dollar values, double down on soft ROI. This could be in the form of time savings, efficiency gains, or improvements in processes that, while not directly tied to revenue, still offer significant value. For example, if your product has saved a team countless hours, even if you can’t attach a dollar figure to it, that’s still a meaningful outcome. In industries like public transit, where we had to work carefully with unions, we couldn’t always point directly to job savings or time studies without risking backlash. Instead, we got creative by focusing on significant time savings for staff without tying it directly to personnel cuts. The best part is when customers start questioning your metrics—How did you measure that? How do you know? It’s a sign they’re engaged, so be ready with your answers. #### Tailoring the message to the audience Here’s another example from my current company, where we were focusing on training, rollout, and adoption. During the EBR, we highlighted successes and discussed potential next steps. Importantly, we left space to fill in those next steps with the customer—it makes the process collaborative and shows that we’re evolving together. It’s essential to customize your reporting depending on the type of value you're showcasing. Whether it's operational improvements, financial ROI, or the impact on a team’s workflow, tailor your messaging to match the priorities of your audience. #### The value cycle is a flywheel As you continue reporting value, remember that the value cycle doesn’t stop—it’s a flywheel. Once you get it moving, it keeps going. Each time you meet with the customer, you should be collecting new goals, building on the successes, and reapplying the cycle. Here’s a quick rundown of what that looks like in practice: 1. Collect new goals in live sessions. 2. Map out the product areas or modules they’re using. 3. Define the next steps collaboratively. This cycle fuels ongoing growth and ensures that you’re always aligned with what matters most to your customers. #### Segment for success One final piece of advice—segment your customers thoughtfully. Don’t just segment based on revenue alone. Understanding where your customers sit and how they measure ROI will change how you position your value. For instance, high-touch customers may require a more detailed, personalized approach, while lower-touch customers might benefit from an abbreviated version of this model. By segmenting smartly, you can drive better results and have more targeted conversations with your customers. #### Tying value to growth At one company I was at, by tying everything to value throughout the customer journey, we helped grow an account from $68,000 to $310,000\. Why? Because everything was tied to measurable outcomes, and the customer could clearly see the value we were delivering at each stage. Here’s how to really master this process: - **Catalog your use cases** and break them down by persona. - Create a **map of your customers** to see how many of these use cases are being addressed and where there’s room for growth. - Start **collecting goals** from your top customers. This can feel overwhelming if you have a large customer base, so start small and use the goals to fuel your ROI stories. - Finally, don’t forget to **segment**—there are multiple ways to do this, and each approach will affect how you position value. This process is critical to driving renewals, expansions, and long-term success. Use it, repeat it, and refine it—and you’ll see the impact in your customer relationships and your bottom line. ### Chief Customer Officer Summit San Francisco | September 2024 URL: https://www.customersuccesscollective.com/chief-customer-officer-summit-san-francisco-september-2024-2/ Last updated: 2026-08-28T15:46:21.000Z Catch up on sessions from senior CS leaders from the likes of Monday.com, Zededa, Carta, Deltek and more. _This post is for paying subscribers only._ ### State of Customer Success Leadership URL: https://www.customersuccesscollective.com/state-of-customer-success-leadership-2024/ Last updated: 2026-08-20T15:31:14.000Z ## What customer success leadership *really* looks like. Over the last few months, we spoke to customer success leaders from across the globe to understand the customer success leadership landscape. Now, we’re here to share our findings with you in our first-ever edition of the **State of Customer Success Leadership** report. ## Leadership can often seem mysterious and out of reach. ### We’re here to make the inaccessible *accessible.* We’ve crammed our inaugural study into CS leadership with insights from top customer success leaders and backed up with data-driven analysis. We cover the essential elements of successful customer success leadership, equipping aspiring and current CS leaders with the knowledge and strategies to elevate their impact. The **State of Customer Success Leadership 2024** report is a must-read for anyone looking to drive growth and innovation in their organization. Grab your free copy ![State of Customer Success Leadership 2024](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/CSC_Report_Carousel_Template_--1-.png) Source: State of Customer Success Leadership **Want answers to these questions?** - Is CS leadership representative of all genders? - How do leaders structure their teams? - Which hard skills do leaders need? - What are the most common challenges faced by leaders? - Is CS leadership ethnically diverse? Lif the leadership lid ## Featured expert insights **Meet the experts whose commentary is featured in this report. 👇** ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/jenelle%20friday.jpeg) **[Jenelle Friday](https://www.linkedin.com/in/jenellefriday/)** VP of Customer Success at Forecastable --- ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Jess%20G.jpg) **[Jess Galenski](https://www.linkedin.com/in/jess-galenski/)** VP of Customer Success at Apryse --- ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Mark%20H.jpg) **[Mark Higginson](https://www.linkedin.com/in/higginson/)** Chief Customer Officer at ScreenSteps --- ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Raymond%20Otereo.jpeg) **[Raymond Otero](https://www.linkedin.com/in/rayotero/)** Director, Global Customer Experience (Strategic) at Microsoft [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Newsletter_Upsell_Footer_CSC.png)](https://www.customersuccesscollective.com/partner-with-us/) ### Why data is the key to scaling customer success URL: https://www.customersuccesscollective.com/data-is-the-key-to-scaling-customer-success/ Last updated: 2024-11-11T10:19:03.000Z At LinkSquares, we've undergone rapid scaling over the past few years, and if there’s one takeaway from this exceptional growth, it’s that **you cannot underestimate the power of data in driving customer success**. As we've grown, we've learned that every decision we make, from capacity planning to driving net revenue retention (NRR) and presenting to our board, needs to be [rooted in data](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/). It's been a game-changer in how we approach customer success. ## Structuring customer success for maximum impact One of the unique aspects of our customer success structure at LinkSquares is that CS owns the entire post-sale customer journey. This includes implementation, onboarding, [driving value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) and [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), as well as owning a revenue line through [expansion](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/), [upsells](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), and [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/). This structure has been crucial to our success. By centralizing [revenue accountability](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) under the CS team, we've been able to [reduce friction between sales and customer success](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-chris-dishman-totango/). It's allowed our account executives to focus solely on new business, while our CS team handles retention and expansion. This approach has enabled us to optimize both new business [acquisition and customer retention](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/). It's not just about having the right structure, though. It's about using data to drive decisions within that structure. ## The metrics that matter in customer success When it comes to [metrics](https://www.customersuccesscollective.com/customer-success-metrics/), there are so many that we track at LinkSquares that it's hard to narrow down. But if we had to choose, we'd say **gross retention, net revenue retention (NRR), onboarding progress, and upsell transactions** are at the top of our list. Those are crucial. We also look closely at how many customers are undergoing [onboarding](https://www.customersuccesscollective.com/customer-onboarding/), how many have completed onboarding, and how long they've been with us. These metrics are leading indicators of [customer health](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) and success. And let's not forget about seasonality in new customer account delivery. This data helps us project and model exactly when we need to hire [customer success managers](https://www.customersuccesscollective.com/building-high-performing-customer-success-teams-amy-oilman-podcast/) (CSMs), ensuring they have plenty of [time to ramp up](https://www.customersuccesscollective.com/onboarding-new-customer-success-managers/) before inheriting a book of business. It's fascinating how these metrics tie together. For instance, if you have high gross [retention](https://www.customersuccesscollective.com/customer-retention/) but your NRR is just north of 100%, it tells a different story than if both metrics are high. That's why we need to look at the complete picture that the data paints. ## Using data to drive customer outcomes One area where we've seen significant impact is in using data to predict adoption patterns and develop playbooks. We're making a big investment in [product usage data](https://www.customersuccesscollective.com/product-usage-metrics/) and how it correlates to outcomes. Product data has been a huge gap for us until recently. We've always had surface-level data like logins and number of contracts uploaded, but now we're going much deeper. This deeper dive into product data is enabling us to understand whether a customer is having a [good onboarding experience](https://www.customersuccesscollective.com/elevating-your-onboarding-experience/), how they're progressing towards [adoption](https://www.customersuccesscollective.com/how-to-adopt-high-touch-customer-success-at-scale/), and what kind of playbooks we can deploy based on these data-driven scenarios. And it's not just about the product data. We've also had to revamp our Salesforce instance multiple times to capture better data on closed-loss reasons, upsell drivers, and product roadmap influences. It's an ongoing process of refinement. [Data scorecardA self-assessment tool that helps you evaluate the quality of your data across key dimensions, such as accuracy, completeness, and consistency.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-41.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Data-scorecard2.png)](https://www.customersuccesscollective.com/data-scorecard-framework/) --- ***Fancy learning more about outcomes-based thinking? We've got a podcast episode that digs deep into this non-negotiable part of customer success.* 👇** ## Fostering organizational transparency One thing we’re particularly proud of at LinkSquares is our commitment to transparency. We share pretty much everything throughout the organization when it comes to customer success data. If we're trusting our team to take care of our customers, we should be trusting them with the good, the bad, and the ugly when it comes to our data and insights. This transparency has been crucial in aligning everyone towards our common goals. It helps every team member understand why their work matters, and how it contributes to our overall customer success strategy. Plus, it creates an environment where people feel they can come to us with insights or concerns. That's how we surface the information we need to improve our product, processes, and ultimately, our customer success. [Does customer success get a commission for expansion revenue?Are customer success teams – who are bringing in revenue growth via account expansion for upselling, cross-selling and renewals – being compensated with a commission on these sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/Do-Customer-Success-Managers-get-a-commission-for-expansion-revenue-.png)](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) ## Incentivizing and structuring customer success teams Okay, so let's talk about how we structure and [incentivize](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) our customer success team. Our CSMs are on quotas and have a variable component to their compensation tied to renewal rates and performance against their quota. And it's worth noting, this is **an uncapped plan**. We love over-performance and want to reward it appropriately. However, as we've grown, we've recognized the need to further segment our CS org. We're in the process of creating a separate [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) function within CS to handle [upsell](https://www.customersuccesscollective.com/upsell-templates/), expansion, and [renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/). This [segmentation](https://www.customersuccesscollective.com/speaking-segmentation-kimberly-ayala/) allows us to hone in on the right skill sets and helps CSMs feel most successful in the areas they're naturally drawn to. Some love driving adoption and value, while others excel at selling. Even with this new structure, CSMs still have the same variable compensation plan. Everything they do to drive value contributes to the ultimate upsell or renewal. I think it's important to mention here that we're not afraid to double-comp people. If we want new business reps to structure deals that don't cannibalize upsell potential, we let them get credit for a year. It incentivizes the right behavior and reduces friction. ## Investing in people and tools At LinkSquares, we firmly believe that our most important asset is our people. While we do invest in [software and tools](https://www.customersuccesscollective.com/customer-success-tools-of-choice-2023-blog/), they're ultimately there to help our people succeed. We make significant investments in our team, not just in terms of compensation, but also in coaching and development. We partner with companies like Valor for mindset coaching, stress reduction, and performance improvement. It's crucial to equip our team for job they have. In terms of tools, we have a pretty mature tech stack. We use Catalyst as our CS hub, which integrates with Salesforce, our source of truth. We also use Zendesk, Gong, Pendo, and Snowflake, among others. And we're always looking at what's next. We’re particularly excited about the potential of customer community platforms and better [learning management systems](https://www.customersuccesscollective.com/how-to-deliver-an-impactful-customer-education-strategy/)into (LMS) for our customers. We're also keeping an eye on advances in sentiment analysis tools. ## Meeting board expectations on customer success Our board is highly focused on customer success, particularly on net retention. They want every company to be like Snowflake, with 155-160% net retention! It's true, the board scrutiny is intense. They're interested in what our customers are saying, and they do a deep dive into every single customer who leaves us. They're also very focused on our pipeline and what might be blocking upsells or renewals. They want to know our forecast for gross retention for the next quarter or six months, which customers are at risk, and why. The board is essentially always testing us on how many insights we're proactively surfacing about our customer base. Do we have more insights than they have questions? That's the goal. ## Challenges and opportunities in data collection While we've made great strides in our data collection and analysis, we still face challenges. One of the biggest has been the lack of deep product usage data. We're working hard to address this gap. The data we're now able to collect is going to enable us to know whether a customer is having a good onboarding experience, how they're progressing towards adoption, and what kind of playbooks we can deploy based on these data-driven scenarios. Another challenge is integrating all of our systems effectively. We're constantly working on improving how our various tools talk to each other, whether it's through our analytics teams or through Catalyst. And let's not forget the challenge of balancing quantitative data with qualitative insights. That's where initiatives like our [voice of customer program](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) come in. Our Voice of Customer Director provides invaluable insights that help us understand the underlying, systemic issues that might be preventing us from moving forward. It's a great complement to our quantitative data. [How to create an effective voice of the customer programThe topic of this article is all about creating an effective voice of the customer program. I’m going to show you some effective strategies for implementing an effective VOC program in a few succinct steps, focusing specifically on![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAndrea Greco![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/02/voice.jpeg)](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) ## Embracing a data-driven future in customer success Ultimately, there's no one-size-fits-all approach to [customer success](https://www.customersuccesscollective.com/offering-customer-success-at-scale/). Every business is different, every team is different. The key is to let the data guide your decisions and be willing to adapt as you grow. A note to the people managers out there: Never forget what it was like [when you *weren't* a people manager](https://www.customersuccesscollective.com/a-customer-success-managers-transition-from-an-individual-contributor-to-a-management-role/). That perspective, combined with data, can be a powerful source of innovation and operational leverage. It all comes back to understanding and valuing your people – whether they're your team members or your customers. And data is the tool that helps us do that more effectively than ever before. The future of customer success is data-driven, but it's still fundamentally about people. By embracing both, we can drive better outcomes for our customers and our businesses. We hope you've found some insights you can apply in your own organizations. Remember, the journey to truly [data-driven customer success](https://www.customersuccesscollective.com/unlocking-growth-potential-with-a-data-driven-customer-health-score/) is ongoing. Stay curious, keep learning, and never stop seeking new ways to leverage data to serve your customers better. ## Experience this article IRL This whipper snapper of an article is based on Jessica and Steve's 2022 keynote session at our annual Customer Success Festival in Boston. If you missed out and want to watch the real McCoy with your own eyes, you can do so with one of our [membership plans](https://www.customersuccesscollective.com/pro-plus-membership/). But if you want to have white-hot insights like this without any intervention, get on down to an in-person [Customer Success Festival](https://events.customersuccesscollective.com/) and experience the magic for yourself. Whether it's [Amsterdam](https://events.customersuccesscollective.com/location/amsterdam) or [San Francisco](https://events.customersuccesscollective.com/location/sanfrancisco), [Austin](https://events.customersuccesscollective.com/location/austin) or [Sydney](https://events.customersuccesscollective.com/location/sydney), there's a conference just for you. [Download our event brochure](https://events.customersuccesscollective.com/downloadbrochure) --- *This article is based on a keynote presentation given by Jessica Bicknell and Steve Travaglini at our conference, Customer Success Festival Boston* [*in 2022*](https://www.customersuccesscollective.com/customer-success-festival-boston-2022)*.* *At the time of presenting, Jessica held the position of VP of Customer Success at LinkSquares, while Steve served as the company's Chief Revenue Officer. You can watch the full session OnDemand with a* [*CSC membership plan*](https://www.customersuccesscollective.com/signup/)*.* ### Customer Success Festival | San Francisco 2024 URL: https://www.customersuccesscollective.com/customer-success-festival-san-francisco-2024-2/ Last updated: 2026-08-28T15:46:32.000Z Catch up with all sessions from the Customer Success Festival 2024, including insights from Datasembly, Craftable, Jumpcloud, Salesforce and more! _This post is for paying subscribers only._ ### How to bridge relationship gaps with customer success URL: https://www.customersuccesscollective.com/bridge-relationship-gaps-with-customer-success-video/ Last updated: 2024-11-15T16:59:17.000Z ## Looking for more on customer relationships? [Bridging relationship gaps with customer successI’m Daniel Goldfeld. I’m based out of Tel Aviv, where Perimeter 81 is headquartered. I’ve been the Global Vice President of Customer Success at Perimeter 81 for the last two years or so.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-60.png)Customer Success CollectiveDaniel Goldfeld![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1429041966141-44d228a42775.jpeg)](https://www.customersuccesscollective.com/bridging-relationship-gaps-with-customers-by-leveraging-customer-success-principles/) [How to build lasting customer relationships | 6 strategiesLet the record state that being in a customer success role is not easy. You’re working with clients every day who vary in personalities, are from different organizational backgrounds, and are constantly coming to you for advice and best practices.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-61.png)Customer Success CollectiveErica Kennedy![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1606778303039-9fc1488b1d8a.jpeg)](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) [Building customer relationships | Future of SaaSBuilding strong relationships with customers is difficult in SaaS. We explain the approach you need to lower churn rates and get higher customer retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-62.png)Customer Success CollectiveAlex Morris![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/photo-1559526324-4b87b5e36e44)](https://www.customersuccesscollective.com/building-customer-relationships-saas/) ### What is customer success enablement? URL: https://www.customersuccesscollective.com/customer-success-enablement/ Last updated: 2026-08-04T13:32:52.000Z Good teams have processes in place to make them better at their jobs. *Great* teams have enablement strategies to support and empower them. You may have heard of “[sales enablement](https://www.salesenablementcollective.com/what-is-sales-enablement/)” on your SaaS travels, but [*customer success*](https://www.customersuccesscollective.com/what-is-customer-success) *enablement* is the newest kid on the block. Much like its sales counterpart, CS enablement focuses on providing customer success teams with the tools, resources, and knowledge they need to excel in their jobs. However, while both aim to educate and empower, CS enablement has a unique twist: it's all about equipping your customer success managers to become the ultimate champions for your clients' growth and satisfaction. Customer success enablement **accelerates learning**, **improves CSM effectiveness**, and **ensures faster customer value realization**. In this article, we’ll go into: - [What customer success enablement is](https://www.customersuccesscollective.com/customer-success-enablement/#the-definition-of-customer-success-enablement) - [Responsibilities of customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/#responsibilities-of-customer-success-enablement) - [How it’s different from sales enablement](https://www.customersuccesscollective.com/customer-success-enablement/#how-customer-success-enablement-is-different-from-sales-enablement) - [Tips for getting started with customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/#tips-for-getting-started-with-customer-success-enablement) - [Metrics to measure customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/#metrics-to-measure-customer-success-enablement) - [Challenges with customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/#challenges-with-customer-success-enablement) - [Tools for customer success enablement](https://www.customersuccesscollective.com/customer-success-enablement/#tools-for-customer-success-enablement) ## The definition of customer success enablement It’s important to distinguish what customer success is, and what customer success enablement is before we start. A customer success team’s role is to help clients realize the value of the product or service they’ve subscribed to. It’s to make this product useful and a part of the client’s daily life. After the customer realizes value, a [customer success manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) should strive to [build on the customer relationship](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) and turn them into an [advocate](https://www.customersuccesscollective.com/the-csm-transforming-clients-into-passionate-brand-advocates/). This process not only solidifies a positive brand image but has a huge influence on [revenue generation](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). Customer success, in essence, is about empowering clients to get ongoing value from your product. When customers effectively use, benefit from, and consistently engage with your solution, renewal becomes a natural outcome rather than a hurdle. This virtuous cycle of [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) and [continued usage](https://www.customersuccesscollective.com/product-usage-metrics/) is the cornerstone of customer success. Customer success *enablement,* however, is a sub-sect of a customer success function, one that focuses on equipping your team with the resources and technology to drive customer satisfaction. CS enablement is all about supporting your customer success managers, your CS Ops managers, your head of department – it gives them a fighting chance to execute their work successfully. 💡 ****TL;DR:** While customer success managers help clients derive value from a product, customer success enablement helps CSMs to perform this role effectively. ## Responsibilities of customer success enablement Any customer success enabler worth their salt will know that the core principles of a good enablement strategy will hit these points: - **Content:** Providing CS teams with the knowledge they need about products, customer personas, success plays, and customer information. - **Tools:** Equipping CS teams with the right platforms and software to manage their work effectively. - **Onboarding and training:** Implementing structured programs for new hires and [ongoing training](https://www.customersuccesscollective.com/onboarding-a-new-hire-customer-success-manager-podcast/) for existing team members. - **Operational framework:** Establishing systems for communication, reporting, and measuring the impact of enablement activities. - **Cross-functional collaboration:** Fostering partnerships with other teams, especially product marketing and customer marketing. ❗ If you think we’ve missed some key responsibilities, [let us know](mailto:grace@customersuccesscollective.com) and we’ll feature them! ## How customer success enablement is different from sales enablement While customer success enablement and sales enablement are both geared toward setting up their respective team members with the right education and resources, they’re both after different end goals. ### Retention vs. acquisition Where customer success’ main focus is retention and long-term loyalty and success, sales is focused on acquiring new customers and driving sales. As a result, the focuses of these two distinct enablement functions will differ. For CS enablement professionals, this means that their programs need to prioritize skills, tools, and strategies that help teams manage ongoing relationships, ensure customers see the continuous product value, and reduce churn. Sales enablement professionals, on the other hand, focus on training teams to generate leads, close deals, and bring in new revenue. [Customer retention vs. acquisition: What’s the best method?The age-old debate of customer retention versus acquisition remains a pivotal discussion point for marketers, entrepreneurs, and executives. Both strategies are crucial for growth, but determining which should be prioritized can significantly impact a company’s success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192.png)Customer Success CollectiveRenee Rooney![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Website_Article_Images_Author_Highlight.jpg)](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/) ### Whole-company responsibility CS enablement requires close [collaboration across teams](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) (sales, product, marketing) to meet customer needs throughout the customer lifecycle. Sales enablement tends to focus more narrowly on the sales team's needs to close deals. Where sales is more cross-functional, it typically only requires communication with marketing (and [sometimes customer success](https://www.customersuccesscollective.com/sales-enablement-frameworks/)) to win a sale. CS enablement is typically required to strengthen [cross-departmental relationships](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) and create training that involves input from product, support, and other areas. On the other hand, sales enablement tends to be more internally focused on sales-specific skills like negotiation, deal management, and customer outreach. ### Consultative expertise A CSM’s job is two-fold: they need to have a blended knowledge of the customer’s needs and the product’s capabilities. Not only do they need to be a whizz at customer relationship management and relationship building, but they must know the product inside out, back-to-front to answer any client queries. As a result, CS enablement must ensure their CSM colleagues have proper product training and are kept up to date with changes in the product roadmap. On the flip side, you’ll find that your sales enablers will focus more on equipping their sales team with negotiation techniques, objection handling, and closing strategies. ### Ongoing support vs. initial engagement CSMs need to provide continuous support to their clients, focusing on ensuring they continuously derive value from the product over time. As a result, CS enablement practitioners will need to offer continuous training and development around evolving customer needs, [product updates](https://www.customersuccesscollective.com/product-update-templates/), and long-term success strategies. As sales teams are preoccupied with the initial stages of [customer engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/)and winning the deal, sales enablement professionals will focus more on initial onboarding and ramping sales teams quickly to generate immediate results. ## Tips for getting started with customer success enablement Before you get started with your enablement journey, it’s important to recognize that enablement isn’t a one-time training initiative – far from it. Instead, enablement is an ongoing strategic capability that equips CSMs to lead valuable customer conversations at every stage of the customer journey. Every company’s path to building enablement is unique, and diagnosing where your organization is on this maturity curve is critical. ### 1\. Start small When implementing a customer success enablement program, you’ll likely discover that the sheer volume of potential resources, training materials, and processes can feel overwhelming. You’ll feel this even more keenly if you’re starting from scratch or without a dedicated team. So what does “starting small” look like in practice? - **Identify priority areas**: Focus on the most critical aspects of CS that your team needs to know to perform effectively. This might be understanding customer lifecycle stages or handling customer escalations. - **Quick wins**: Aim to implement “quick wins” – small improvements or modules that deliver immediate value to CSMs and demonstrate the program’s potential. This could be a simple knowledge repository or a workshop on a particular skill that’s been identified as a gap. - **Iterative growth**: As you continue to roll out training modules and resources, gather feedback from your CSMs and continuously refine and expand the program. For example, you could start with a simple onboarding process and gradually evolve it into a comprehensive multi-week program. 💡 ****Key takeaway:** You don’t need to build everything at once. By starting with smaller initiatives and evolving them based on feedback and business needs, your enablement efforts can scale naturally over time. ### 2\. Build an enablement framework A **structured enablement framework** is essential to help CSMs navigate the many demands of their role. Customer success managers are often bombarded with information – from product updates to customer strategies – so it’s important to have a framework that helps them focus on what matters most. What should a framework include? - **Consistency and predictability**: Establish regular and predictable training schedules or resources that the CSMs can depend on. For instance, monthly skill sessions or ongoing access to curated materials. - **Content organization**: Use a central platform to organize best practices, workflows, and enablement materials. This central repository ensures that CSMs can find resources quickly and easily, reducing the friction caused by scattered information. - **Continuous learning**: Ensure the framework is designed for ongoing education. Enablement is not a one-off process; the framework should provide avenues for CSMs to keep learning and sharpening their skills throughout their careers. It could involve periodic training modules, peer mentoring, or even refresher sessions. 💡 ****Key takeaway:** The framework ensures CSMs have clarity on what’s expected of them and the tools they need to achieve success. It also provides management with visibility into how well the team is absorbing the enablement content. ### 3\. Lean on your subject matter experts CS enablement doesn’t exist in a silo. In fact, it’s an effort that involves cross-functional collaboration across different teams. What can do wonders to elevate your mission is to **leverage subject matter experts** (SMEs) and leadership throughout the organization. How do you bring in others effectively? - **Internal SMEs**: CSMs need to be knowledgeable in areas ranging from product updates to customer service best practices. Rather than expecting the enablement team to create all content from scratch, you can rely on SMEs from product, marketing, and sales to contribute their expertise. - **Cross-functional collaboration**: Work with departments such as product management and marketing to align on consistent messaging and insights that CSMs can use. For example, product managers can deliver detailed training on new features, while marketing can provide customer success stories and use cases. - **CS leadership involvement**: Bringing in senior CSMs and leadership to facilitate sessions not only gives the training more credibility but also provides new CSMs with a mentor-like figure they can learn from. Leadership involvement also ensures that the enablement efforts align with broader business goals. 💡 ****Key takeaway:** By collaborating across functions, you ensure that CSMs receive well-rounded training and that everyone in the organization is aligned on customer success objectives. ### 4\. Measure progress Data is crucial in determining whether your enablement efforts are successful. But how can you measure enablement success? - **Compliance tracking**: Use dashboards to track whether key customer lifecycle activities are being completed by CSMs. For example, you could track how frequently executive business reviews (EBRs) are conducted or whether adoption plans are created for customers. This helps leadership ensure that CSMs are meeting their benchmarks. - **Sentiment surveys**: Regularly survey CSMs to assess how confident they feel in their abilities and how useful they find the enablement content. This provides qualitative feedback that can guide adjustments to your training programs. - **Customer outcomes**: Ultimately, the success of enablement should be reflected in customer outcomes. Track metrics like gross renewal rate (GRR) and net revenue retention (NRR) to see if enablement efforts correlate with improved customer health and satisfaction. 💡 ****Key takeaway:** Being data-driven not only allows you to showcase the value of your enablement efforts but also helps you focus on the areas that require more attention. ### 5\. Be prepared to iterate The final point is the need for **flexibility** and continuous improvement. Enablement isn’t a static process – it must evolve based on changing business needs, customer demands, and CSM feedback. But how do you build a culture of iteration? - **Feedback loops**: Try to regularly gather [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) from your CSMs and leadership team to ensure that your CS enablement program stays relevant. For instance, if your CSMs are struggling with a new [customer segment](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/), why not introduce targeted enablement content to address those specific challenges? - **Pilot programs**: Before you start rolling out any big initiatives, why not trial the program on a smaller scale – on a pilot basis with a select group of CSMs? This will allow you to refine your program based on CSMs’ feedback before scaling it across your wider organization. - **Stay agile**: You’ll be well aware of how frequently business priorities change, whether it’s a new product launch, getting rid of one, or a shift in customer needs. Whatever it may be, make sure you’re prepared to adjust your enablement roadmap to reflect these changes. This could mean introducing new training modules on the fly or adjusting onboarding processes to account for new tools or customer strategies. 💡 ****Key takeaway:** Iterating on your enablement efforts ensures they stay effective, scalable, and aligned with the company’s evolving needs. ## Metrics to measure customer success enablement Measuring the impact of customer success enablement programs can be challenging. Where do you start, for one? Here are some approaches you can use to gauge the impact of your enablement efforts: ### CSM time to value Employee time to value, or “ramp time” refers to how long it takes for a new employee to reach full levels of productivity. It starts from their onboarding period all the way through to the point they perform their roles with ease and start generating value for the business. Now this might seem like a tricky one to measure, but there are a few ways to measure how effective CSMs are. You can look at **how long it takes for a CSM to have a full book of business**, i.e. a portfolio of accounts. This means they’re managing an expected number of customer accounts independently, without needing additional support. Alternatively, you could measure **how often your CSMs complete key strategic touchpoints with customers**. For example, you might decide your CSMs must complete a certain number of [onboarding meetings](https://www.customersuccesscollective.com/customer-onboarding/), business reviews, or strategy sessions. You can then measure how long it takes for your new hire to complete these touchpoints independently, reflecting their readiness to handle customer-facing responsibilities. ### Time savings This sounds like a really simple measure but it’s a good’un that works. Deducing how much time you’ve saved from process improvement is a trusty metric for CS enablement. For instance, let’s say you’ve reduced the time it takes to complete renewal motions; you can then calculate the impact on overall efficiency. ### Feedback and engagement It’s important to track whether your enablement training content is digestible and whether participants can successfully recap key points after a session. Similarly, you should try to evaluate the effectiveness of your training through CSMs’ reactions, learning, behavior change, and the impact on your business’s bottom line. [Understanding the customer feedback loop – and why we need to close itThis guide covers the core stages of an effective feedback loop and why it’s critical to close it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSC_Framework_Tiles_feedback_loops.jpg)](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) ## Challenges with customer success enablement Ensuring CSMs are set up in the best possible way isn’t always straightforward, despite how effortless CS enablers make it look! There can be several potholes on the road to enablement success, here are just a few of them: ### Feedback One challenge often faced by CS teams is gathering and relaying product feedback to the product development team. CSMs are on the frontline of hearing about customer pain points, and it can often feel like a lot to report on. One way customer success enablement can alleviate this sticky point is by automating the [feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) to ensure that valuable insights reach the product team, without being seen as just a means to avoid dealing with customer issues. When CS enablement uses tools that tag and track product-related feedback, organizations can ensure that the product team receives comprehensive, real-time insights from customer success. This then fosters a [collaborative environment](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/) where feedback is acted on more efficiently, ultimately improving the product and customer experience. ### Introducing enablement too late But didn’t we say earlier that you should start small with enablement? Yes, you shouldn’t run before you can walk. That said, a lot of times companies grow at such a rapid pace, there isn’t the right infrastructure to support the necessary teams. By the time enablement is brought in, your CS team may have already developed its own processes and content, making it harder to unpick entrenched behaviors. Introducing enablement early on helps establish best practices and a structured customer success process from the beginning. This way, enablement professionals can observe and document what works best in real-world situations, helping the organization develop a customer success function tailored to their needs. ### Consistency They say it takes 66 days to break a habit in your personal life, and the same can be said for business processes. When you’ve had CSMs marching to the beat of one drum for a substantial length of time, it can be incredibly hard to get them to abandon the legacy system and encourage them to follow your new model. Old habits die hard, and all that! To smooth this transition try to: - **Highlight tangible benefits** and demonstrate how new tools and processes improve daily workflows. - **Incentivize adoption** by offering rewards for embracing the new system. - **Enlist internal champions** to encourage and support their colleagues. ❗ If you think we’ve missed some challenges that are quintessential to enablement, [let us know](mailto:grace@customersuccesscollective.com) and we’ll feature them! ## Tools for customer success enablement Having a solid tech stack in place can transform your work-life efficiency. Here are some of our community’s favorite tools that help them manage learning and drive team success: - **Professional services automation** (PSA) platforms like Mavenlink or Outreach. - **Customer success platforms** like Gainsight or Catalyst. - **Support tools** like Zendesk, Jira, or Confluence. - **Content management system** (CMS) like Highspot, Seismic, or Showpad. - **Learning management system** (LMS) like Learncore, WorkRamp - **Conversation intelligence** tools like Gong or Chorus. --- ## Re-familiarize yourself with the essentials of customer success Looking for a well-rounded course that teaches the fundamental properties of customer success? Then look no further than our flagship course, [Customer Success Core: Certified](https://learn.customersuccesscollective.com/course/customer-success-certified-core). Accelerate your customer success career with the most cutting-edge and comprehensive curriculum around, and walk away with new knowledge, tried and tested strategies, and a competitive edge. ### By the end of the course, you'll: 🧠 Understand the full breadth of the CS function. 💪 Be armed with all and only the most up-to-date and successful CS tactics and trends. 📈 Up-skill yourself in every core competency required for your role, and prove your strategic value. 🏆 Tap into the proven strategies used at some of the world’s most innovative and established brands. 🔖 Earn an official certification to boost your resumé and accelerate your career. [Get certified](https://learn.customersuccesscollective.com/course/customer-success-certified-core) ### How to create a culture of being a partner, not just a vendor URL: https://www.customersuccesscollective.com/customer-success-partners-not-vendors/ Last updated: 2026-03-06T08:23:00.000Z For [subscription](https://www.customersuccesscollective.com/what-is-saas/) businesses today, it’s not enough to deliver a great product or service – that’s table stakes. If you really want to stand out, you’ve got to build partnerships that create shared success. It’s not just about showing value to your customers; *you and your customers should both win*. Shifting from "vendor" to your client's "[trusted partner](https://www.customersuccesscollective.com/customer-success-led-mutual-engagement-plans/)" takes strategy, commitment, and a mindset shift. But once you make that change, those [relationships can go the distance](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). Here’s what I’ve learned about creating a culture of partnership inside [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) teams. ## 1\. Understand and align with the customer’s goals Every strong partnership starts with understanding what your customer’s really trying to achieve. Ask what success looks like for them – not just in your product, but across their business. Your CS team should know their customers’ world inside out: goals, challenges, market dynamics, and growth plans. This goes way beyond product usage – it’s about understanding the *why* behind it. ### 💡 Actionable tip Develop a [customer success plan](https://www.customersuccesscollective.com/developing-a-customer-success-plan-melanie-moshi/) that aligns your service with the customer's [key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs). Regularly review this plan with the customer to ensure it evolves with their changing needs. Work with [sales and pre-sales](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) to develop a set of questions that can be asked during the discovery and closing stages to understand the needs of the customer better. Going into the interaction fully equipped with as much information as possible will make for a more seamless handover for the customer from sales to customer success. ## 2\. Prioritize proactive engagement Being a partner means anticipating customer needs before they become problems. CS teams should be equipped with tools and processes that allow them to monitor customer health, identify risks, and engage proactively. Taking a very analytical approach to customer data will help better understand areas for focus. This could be taking a look at how engaged the customer is in the product or service. How often are they reaching out to their CSM? When they do reach out, what is the engagement like? Do they need a lot of assistance (this could be an opportunity to educate), or are they after validation and recommendations? Remember, the customers rely on the CSM to be their advocate *and* advisor. ### 💡 Actionable tip I’d suggest you implement a system of regular check-ins and health checks, where the focus is on the customer’s success and long-term strategy, not just immediate issues. Depending on the product or service, this may be deployment data, overlayed with the number of support tickets submitted. It could also include the number of knowledge base articles a customer has accessed. ## 3\. Foster transparency and trust Transparency builds trust, which is the foundation of any partnership. CS leaders should encourage openness about what’s working, what’s not, and what both parties can do to improve the relationship. This requires [honest communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/), even when the news isn’t positive. Taking on [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) from customers and hearing what they’re saying, then actioning will build trust. Likewise, being upfront with a customer about deliverables, while it may be uncomfortable, will garner more respect from a customer in the long run. At the end of the day being honest and approaching each situation on a human level as well as being empathetic to their situation (put yourself in their shoes) will always win out in the end. ### 💡 Actionable tip Create a culture where feedback is encouraged and acted upon. This includes sharing both wins and challenges with the customer and working collaboratively on solutions. Tackle the "hard" conversations with customers. Avoidance will get you nowhere. ## 4\. Empower your team to act as advisors, not just support CS teams should be empowered to act as advisors who provide insights and recommendations that help customers achieve their goals. This advisory role goes beyond the product, encompassing [industry trends](https://www.customersuccesscollective.com/state-of-customer-success-report/), best practices, and strategic advice. ### 💡 Actionable tip Invest in ongoing training for your customer success team to ensure they're knowledgeable about industry trends and can provide value-added insights to customers. This also includes ensuring the tools to empower them to do their job. Do they have access to all the analytics for customers that will help them act as advisors? Give them time and space to research and learn. ## 5\. Collaborate on strategic initiatives Partnerships thrive when both parties work together on strategic initiatives. CS leaders should look for opportunities to [collaborate with customers](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) on projects that drive mutual success, whether it’s co-developing a new feature or exploring new use cases. Encouraging customers to share their stories with your organization via case studies or collaborative participation in events is also helpful. ### 💡 Actionable tip Establish joint success metrics and regularly collaborate with customers on strategic initiatives that benefit both parties. You may want to consider organizing a customer event where key customers collaborate or partner with your organization in delivering the event. ## 6\. Celebrate mutual success Acknowledging and celebrating success is an essential part of building a partnership culture. When customers achieve their goals, it’s a win for both parties. CS leaders should create opportunities to recognize and celebrate these successes together. Many initiatives can be developed to build this out. Some of the initiatives will overlap with other areas, such as collaborating on strategic initiatives. ### 💡 Actionable tip Develop case studies or success stories that highlight the customer’s achievements and the role your team played in supporting them. Share these stories both internally and externally. Aside from developing case studies and video testimonials, you could co-host webinars, develop co-branded content, and run joint innovation days where teams from both sides collaborate to brainstorm new ideas for projects or roadmap items. Create a digital success wall on your website showcasing successful collaborations. ## 7\. Continuously evolve the relationship The needs of customers evolve over time, and so should the relationship. CS leaders should focus on continuously improving the partnership by regularly assessing the relationship’s health and making adjustments as needed. ### 💡 Actionable tip Conduct periodic reviews with customers to discuss what’s working, areas for improvement, and new opportunities for collaboration. This could be in the form of a QBR as an example. However, it’s good to think about whether this approach is valuable for all customers. Some customers may find collaborating in different ways works for them. Consider customers' needs individually before you apply a blanket approach. One size does not fit all. In short, talk to each of your customers to understand their needs and how they would like to continue working with you and your organization. ## Conclusion Transitioning from a vendor to a partner requires a cultural shift within your CS org. By understanding the customer’s goals, fostering trust, empowering teams, and continuously evolving the relationship, CS leaders can set a culture that positions their team as trusted advisors and partners in their customers’ success. This approach not only enhances customer satisfaction but also drives long-term growth and loyalty. [![State of Customer Success Leadership Report](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Report--2-.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-leadership/) ## Have we opened up a curiosity door? If Renee's article has stirred a hunger for more leadership knowledge, we have just the thing. You can enroll in our [Customer Success Leadership Accelerator](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) program and become one of tomorrow's champions of customer success. ### What to expect in this game-changer of a course: 🧠 Non-stop, actionable insights 🔧 Practical applications every week 🤫 Total privacy with your closed CS leadership group 👥 Tons of networking opportunities 📚 Hands-on coursework activities 💡 Endless ideas from your peers and presenters 🔥 Fuel to shape your gold-standard CS strategy [Get certified](https://www.customersuccesscollective.com/learning/on-demand/customer-success-certified-leadership/) ### Will AI kill customer support as we know it? URL: https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/ Last updated: 2025-12-16T17:19:24.000Z Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by [artificial intelligence](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) (AI)? The long and short of it is no, AI won’t wipe out [customer support managers](https://www.customersuccesscollective.com/customer-support-manager/) and customer service agents. No matter how you slice it, AI is changing the course of many career paths, including customer support. And here’s the truth of it – AI is here to stay. For some business functions, it makes sense to adopt these technologies early to remain competitive and improve efficiency. The real question is how will AI change customer-facing roles like customer support, or better yet, how *has* AI altered the customer support landscape? ## What is AI and how is it used in customer support? Unless you’ve been living under a rock, customer support has changed significantly over the last decade due to various factors, but one of the more seismic shifts is the dramatic developments in AI. We live in the age of ChatGPT, radically altering how we seek out and receive information. However, much like the skepticism over adopting the World Wide Web in the late 1990s, any hardy change in the tech landscape requires a mindset change. ### What is generative AI? Generative AI, like GPT models, responds to questions or "prompts" in a human-like manner. Depending on the input, they respond to the user by creating text, images, or audio in a way that replicates human creativity. Generative AI responses are a very new avenue in the tech world, and it's plagued with questions about the ethics and accuracy of its generated content. Many companies have begun to harness the capabilities of generative AI to create human-like content to support their customer queries. But how do companies maintain a human touch while using AI to retain those coveted strong customer relationships? [How generative AI can revolutionize value realizationDiscovering the incredible capabilities of generative AI in customer success can be an exciting, if not, challenging journey. And when it comes to its application in SaaS businesses, AI thoroughly redefines how we engage, understand, and deliver value to our customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAyman Husain![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/12/Untitled-design--26--2--1---1---1---1-.jpg)](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) ## Will AI replace customer support managers? We’re firm believers in a balance between tech and human touch with it comes to [customer success](https://www.customersuccesscollective.com/what-is-customer-success/), and the same applies to support too. AI can be a godsend in some cases, handling repetitive tasks to free up their time and resources so they can work on more complex cases where their empathy and know-how are needed. The goal is for customer support managers and virtual chatbots should work together in harmony to create the best possible customer experience. ## The evolution of AI in customer support To understand where we're going, it's crucial to look at where we've been. The journey of AI in customer support is fascinating if somewhat slightly unnerving. ### The days of rule-based systems Remember the days when automated phone systems were the height of customer support technology? Those were the early iterations of AI in support. These rule-based systems where you press “one" for billing and “two” for technical support were efficient, but let’s be real… they were about as personalized as a canned response. But they still have their place. We still use these systems for accessing our voicemail messages and phoning up customer support for services like insurance when you want to speak to a human agent. [Customer support managers: Everything you need to knowFrom resolving technical glitches and managing emotional customer interactions, customer support is the invisible force that can make or break a company’s reputation. For such a pervasive role, it begs the question: what actually is a customer support manager?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-132.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-support-manager.jpg)](https://www.customersuccesscollective.com/customer-support-manager/) ### The rise of chatbots As we moved into the digital age, chatbots became the new frontier, a brave new world. These early chatbots were enthusiastic but often missed the mark. Sure, they could handle basic queries but struggled with anything complex. It was like trying to have a conversation with a parrot – lots of repetition, not too much in the way of understanding. ### Natural language processing: The game changer Yet the real revolution came with the advancement of natural language processing (NLP). All of a sudden, AI could understand context, nuance, and even sarcasm (well, sometimes). It was like it was almost beginning to read between the lines and pick up on social cues – [slightly unsettling](https://www.nytimes.com/2023/02/16/technology/bing-chatbot-microsoft-chatgpt.html). [The complete guide to customer support, customer success and product developmentHow do customer success, customer support and product development work together? Where do they overlap?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveLJ Barnum![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_customer_support.jpg)](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) ## The current state of AI in customer support Today, AI in customer support is versatile, efficient, and surprisingly handy. Here's how it's reshaping the landscape: ### 24/7 availability AI doesn't need sleep, coffee breaks, or vacation time. It's always on, always ready. This round-the-clock availability is like having a night owl and an early bird on your team simultaneously. We’re not all that patient anymore. Everything is accessible at the click of a button and this has done nothing for our expectations. AI delivers instant gratification and results within seconds. Who can honestly say they would rather be on hold listening to Muzak? ### Data analysis and personalization A big part of the conversation around “AI taking over” is that people want AI to replace mundane and monotonous jobs rather than creative ones. People *want* to be artists, they *want* to write scripts. But masses of data analysis? AI can have that one. The beauty of AI is that it can analyze vast amounts of customer data to provide personalized support that caters to the customer’s unique pain points. The human brain can only offer so much bespoke support to customers without [How to balance data with personal knowledge for customer successHi there! My name is Dominic Constandi, and I’m Vice President of Customer Experience at Zoominfo. I’m excited to share a look at how to balance stats with personal knowledge across various levels of scale.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveDominic Constandi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/pexels-photo-312839.jpeg)](https://www.customersuccesscollective.com/how-to-balance-data-with-personal-knowledge-for-customer-success/) ### Multilingual support Language barriers? What language barriers? Whether you’re in Baltimore or Bangkok, AI chatbots can communicate in multiple languages, making it the polyglot of customer support. **The human touch: Can AI replicate it?** Now, here's the million-dollar question: Can AI truly replicate the human touch in customer support? It's like asking if a robot can give you a warm hug – technically possible, but something about it feels ever-so-off. - **Empathy:** This is truly the final frontier. While AI has made leaps and bounds in understanding human language, empathy remains its Achilles' heel. - **Complex problem solving:** When it comes to thinking outside the box, humans still have the upper hand. AI excels at pattern recognition, but true creativity and lateral thinking? That's still very much our domain. [CS in a global marketplace: Navigating cultural diversityAs organizations expand globally, there’s a tendency to implement a uniform strategy across diverse markets. But this “copy and paste” approach encounters significant obstacles. In this article, discover strategies for shaping effective global customer success frameworks.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAsh Bhardwaj![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/Customer-success-in-a-global-marketplace---Navigating-cultural-diversity.jpg)](https://www.customersuccesscollective.com/global-marketplace-navigating-cultural-diversity/) ## The future of AI in customer support So, what does the crystal ball say about the future of AI in customer support? Let's gaze into it, shall we? ### Predictive support Imagine AI that can anticipate customer issues before they even occur. That’s what predictive support is. Unlike reactive support, which relies on customers reaching out with issues, predictive support uses AI, data analytics, and design thinking to forecast and address potential problems proactively. This approach aims to eliminate [support tickets](https://www.customersuccesscollective.com/customer-success-support-tickets/) altogether by optimizing product design and user experience from the ground up. “But can it be done?” you whisper. The answer is *yes*, yes it can. To achieve this, businesses must integrate AI and design principles into their core strategy. AI-powered analytics enhance user engagement and automate interactions, while design thinking ensures products are intuitive and user-friendly. This combination allows companies to identify and resolve potential issues in user flows before they become problems. [Why customer success depends on support ticketsTo create a seamless experience, it is crucial to integrate customer success with tech support through a unified ticketing system. This integration ensures that support issues feed into long-term customer profiles, improving ongoing service and customer satisfaction.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveHolly Stewart![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_support_tickets.jpg)](https://www.customersuccesscollective.com/customer-success-support-tickets/) ### Augmented reality integration We’re seeing this creep into the customer support picture, but given time we predict this will really take off. [Augmented reality](https://www.ibm.com/topics/augmented-reality) (AR) is an interactive experience whereby a computer-generated artificial image is superimposed on the user’s reality. AR allows businesses to offer tailored, immersive experiences, such as virtual product try-ons or interactive guides. The benefits of AR in customer service include increased engagement, faster problem resolution, reduced costs, and enhanced brand reputation. As AR technology continues to evolve, its applications in retail and customer support are expected to grow, offering more interactive and efficient ways to serve customers and drive business growth. ### Emotional intelligence The holy grail of AI in customer support and customer success is developing true emotional intelligence. Can it be achieved by a computer? Possibly. Can it match a human’s emotional intelligence quota? No. Even in the world of [deep fakes](https://www.theguardian.com/technology/2020/jan/13/what-are-deepfakes-and-how-can-you-spot-them), there will be no replacement for human contact and understanding. We’re a long way off an AI that can not only understand emotions but respond to them appropriately. ## How companies can use AI to complement their support functions The key word here is "complement," not "replace." It's about finding the sweet spot where AI and human support can coexist, like peanut butter and jelly – great on their own, but even better together. - **Triage and routing**: Use AI as the first point of contact to direct customers to the right human agent. - **Knowledge base management**: AI can continuously update and optimize your knowledge base, ensuring it's always current and relevant. Think of it as a librarian who never sleeps and knows every book by heart. - **Performance analysis**: AI can analyze support interactions to provide insights on improving service quality. ## Examples of companies using AI for their customer support ### Salesforce Salesforce is drinking its own Kool-Aid with its platform **Einstein AI,** an AI-powered assistant produced by Salesforce to handle customer inquiries and respond to them more naturally and effectively. **Here's how it works:** Einstein analyzes a wealth of data – every customer interaction, purchase, support request, you name it. Instead of relying solely on predefined scripts that typically pigeonhole the variety of customer responses, Einstein can generate dynamic responses based on the context of a conversation, using data from customer interactions like phone calls or website visits. This allows for more efficient resolution of customer issues by generating relevant and personalized content in real-time. Armed with these insights, this AI support bot can work alongside your customer *success* team who can reach out with personalized solutions, address pain points, and shower at-risk customers with a little extra TLC. **The result?** Happier customers who stick around for the long haul, maximizing their lifetime value. In fact, according to [a study by IDC](https://www.salesforce.com/content/dam/web/en%5Fus/www/documents/reports/idc-salesforce-economy-report.pdf), Salesforce customers using Einstein saw an average **38%** increase in employee productivity and a **25%** increase in revenue. ### Sephora Sephora's chatbot assists customers with product recommendations, order tracking, and returns. It's designed to provide personalized experiences and enhance the overall shopping journey. Sephora’s commitment to digital innovation, exemplified by the Sephora Innovation Lab established in 2015, has led to the development of AI-powered tools such as Sephora Virtual Artist, Color Match, and Reservation Assistant. These innovations, combined with an omnichannel retail strategy, have significantly [boosted Sephora's e-commerce sales](https://www.statista.com/forecasts/1383797/sephora-revenue-development-ecommercedb) from $580 million in 2016 to over $3 billion in 2023\. Key factors in Sephora's success include [partnering with tech companies like ModiFace](https://www.techrepublic.com/article/how-sephora-is-leveraging-ar-and-ai-to-transform-retail-and-help-customers-buy-cosmetics/), leveraging inter-departmental collaboration for rapid innovation, and maintaining consistency across all customer touchpoints. Sephora's AI transformation offers valuable lessons for brands seeking to enhance their digital strategies and customer experiences. ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/sephora_virtual_artist_tutorials_5_HR.webp) Source: Sephora ## How to stay ahead of the AI curve So, how can you ensure your customer support team doesn't go the way of the dinosaurs? Here are some strategies: - **Embrace continuous learning:** The only constant in the world of AI is change. Encourage your team to stay updated with the latest developments. Our virtual conference, [Customer Support Summit](https://virtual.customersuccesscollective.com/location/customersupport), and webinar, [AI-driven customer support](https://www.customersuccesscollective.com/ai-driven-customer-support-webinar/), are just the ticket you need to keep abreast of the latest developments in AI. - **Focus on soft skills:** While AI handles routine tasks, human agents should focus on developing skills that AI can't replicate easily – empathy, critical thinking, and creative problem-solving. It's about being more human than the humans. - **Collaborate with AI:** Teach your team to work alongside AI, not against it. Customer support is changing, but in a way that frees up the routine tasks that take away from your more complex jobs. [CS + AI = ? Artificial intelligence in customer successYou don’t have to look far in science fiction, be it in books, TV, or film, to find dystopian depictions of artificial intelligence, commonly abbreviated as AI.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/07/photo-1510511459019-5dda7724fd87.jpeg)](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) ## The ethical considerations As we rush headlong into this brave new world of AI-powered customer support, we need to pause and consider the ethical implications. Here are some of the most common criticisms of the widespread adoption of AI: ### Privacy concerns AI systems process vast amounts of personal data. With data collection already being a fragile thing, how do we ensure this information is protected? ### Transparency Customers have the right to know when they're interacting with AI. It's about honesty – you wouldn't want your blind date to turn out to be a robot, would you? ### Job displacement As AI becomes more sophisticated, what happens to human support agents? It's the elephant in the room that we need to address head-on. ## But will AI kill customer support? After *quite* a deep dive, we circle back to our original question: Will AI kill customer support? The short answer? No. The long answer? It's complicated. AI is not the grim reaper of customer support jobs, but rather a powerful tool that's reshaping the landscape. Much like the invention of the calculator – it didn't eliminate mathematicians, it just changed how they work. The future of customer support lies in the synergy between human agents and AI. It's about leveraging the strengths of both – the efficiency and data-processing capabilities of AI, combined with the empathy, creativity, and complex problem-solving skills of humans. As we stand on the brink of this new era, the key is not to resist the change but to adapt to it. Embrace the technology, but don't lose sight of the human touch that makes customer support truly effective. In the end, the question isn't "Will AI kill customer support?" but rather "How can we use AI to make customer support better than ever?" And that is a question worth exploring. --- ## Support your customers by supporting your career Take a step back from the daily grind and invest in your professional development. [**Customer Support Summit San Francisco**](https://events.customersuccesscollective.com/location/supportsf) is the perfect opportunity to recharge your batteries with some well-deserved learning and networking. Come back to your desk ready to provide excellent customer experiences. [ Don't miss out ](https://events.customersuccesscollective.com/location/supportsf) ### How to use social media to elevate the customer experience URL: https://www.customersuccesscollective.com/how-to-use-social-media-to-elevate-the-customer-experience/ Last updated: 2025-08-28T16:19:30.000Z *This article is based on a presentation given by Laureline at our virtual Customer Experience Summit in 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- Some say we’re living in the age of artificial intelligence (AI), some say it’s the age of big data. But if anything, we’re living in the age of social media. While it’s easy to relegate social media to the domain of marketing, customer experience (CX) and success professionals are seriously missing a trick by ignoring the opportunity social media affords CX. From understanding the evolution of social media over the last fifteen years to exploring the unique value propositions it offers, I've seen firsthand how leveraging these platforms can enhance customer satisfaction and brand credibility. In this article, I'll share key strategies and advanced best practices that are essential for building a strong social media support team, effectively utilizing AI, and ultimately creating a more responsive and engaging customer experience. Keep reading to learn about: - The evolution of social media - The unique value proposition of social media for customer support - How to build and improve your social media support team - What the advanced best practices for social media support are ## The evolution of social media Let’s begin by examining how the social media landscape has evolved over the years, particularly in shaping customer expectations for interacting with brands online. ### Pre-2010: Early days of social media Back in 2010, social media was still in its infancy. Brands were just beginning to establish a presence on major social media platforms. From a customer pain standpoint, social media was primarily used to bring disputes into the public eye, often in a "name and shame" manner. Customers would publicly call out brands for poor experiences, especially in the realm of [customer support](https://www.customersuccesscollective.com/transitioning-from-customer-support-to-customer-success/). While this might sound detrimental for brands, it actually presented an opportunity. Brands could step in to resolve issues, demonstrate care for their user base, and own their mistakes in a public forum. At that time, having a [social media](https://www.customersuccesscollective.com/how-to-boost-your-customer-retention-with-social-media/) presence was more of a “nice to have,” serving as a competitive advantage and a differentiator. ### The mid-2010s: The rise of social media as a support channel Fast forward a few years to the mid-2010s, and we saw a shift. By then, most brands had established a presence on social media, with Twitter (X) emerging as the go-to platform for customers to reach out to companies. During this period, many companies had also implemented self-serve strategies for their support contact centers. Previously, customers could easily find a phone number or email address on a company’s website or via search engines. However, companies began to introduce support hubs, which guided customers through a series of self-serve options before presenting them with a form, chat, or phone number. This made it slightly more complicated for customers to directly contact support. As a result, customers who simply wanted to speak with a human started turning to social media to initiate support conversations. It was much easier to find a brand on Twitter, and customers could often expect a faster response than through traditional support channels. This shift heightened the expectation for social media as a support entry point, and failing to provide quality social media support began to be viewed negatively and as unacceptable by customers. ### Today: Social media everywhere Today, we observe two major trends in the social media landscape. First, there has been a proliferation of social media platforms. What was once limited to Twitter and Facebook has expanded to include numerous other platforms. However, the more significant change is in the customer mindset: now, every online space where customers can express themselves functions like a social media platform. Social media is no longer confined to traditional platforms; in essence, everything is social media. As a result, customers expect brands to meet them wherever they are. This means they not only expect [customer support](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/) on platforms like Twitter, but also on Reddit, Facebook, LinkedIn, and even in the comments section of press articles on sites like TechCrunch or the New York Times. They might also expect support in-app reviews on Google Play or the App Store, as well as on peer review sites like Trustpilot or the Better Business Bureau. The list goes on, but the message is clear: brands must be present and monitoring their channels. [Transitioning from customer support to customer successYou’ve probably heard a few statements about how customer success is not customer support, and that’s correct. I spent the early years of my career in customer support, and I can confirm they are distinct.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveChinelo Diejomaoh![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/12/Untitled-design--25---2-.jpg)](https://www.customersuccesscollective.com/transitioning-from-customer-support-to-customer-success/) ## The unique value proposition of social media for customer support Now that we’ve established the context of customer expectations, let’s dive into the unique value proposition of social media for customer support. What makes social media stand out from traditional support channels? Why should we, as customer support experts, prioritize it? ### Real-time, everyday feedback One of the most significant advantages of social media is its ability to provide real-time customer feedback, particularly concerning the everyday use of your app. This feedback is often centered around user experience (UX), user interface (UI) design, and overall usability. Essentially, social media becomes the outlet where customers express the small, daily annoyances that make your app challenging to use. These might be minor friction points, but they can significantly impact user adoption and retention. You might wonder why this type of feedback surfaces on social media rather than through traditional support channels. ### The answer lies in the ease of access Users aren’t likely to go through the hassle of navigating your support process for minor issues that don’t prevent them from using your product. For example, consider the effort required: a user would need to Google your company’s name, locate the support page, navigate through several steps in a Salesforce flow, and finally fill out a support form—just to mention that a button’s location is annoying, that a pop-up keeps appearing, or that they dislike the color of a banner. In contrast, social media offers a much lower barrier to entry. A user can quickly find your brand on Twitter, type out a brief message (often accompanied by a screenshot), and post it in seconds. This ease of access is the primary reason why design feedback, particularly about minor issues, often appears on social media rather than through traditional support channels. This type of feedback is incredibly valuable. Addressing these daily friction points and annoyances is crucial for creating an app with a sleek, customer-friendly design. By consistently monitoring and responding to the wide range of feedback provided on social media, you can continually adjust and refine your product’s design, leading to a more polished and user-centered experience. ### Detecting bugs and outages at lightning speed The second unique value proposition of social media for customer support is its unparalleled ability to detect bugs and outages at lightning speed. Often, customers are the first to notice when something is wrong with your product. They turn to social media to check if others are experiencing the same issue or if it’s just them. This makes social media an incredibly fast and responsive channel for identifying problems. To provide some context, within the [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) (CX) industry, service level agreements (SLAs) for social media typically expect responses within one hour. In contrast, the SLA for email support usually ranges from twelve to twenty-four hours. This means your moderation team can catch issues in real-time, as they happen. If your website experiences an outage, your customers won’t be able to find your phone number, and, in all likelihood, your chat service is down too. In these situations, social media becomes the best avenue for detecting bugs and outages early on. The diversity of users on social media also plays a crucial role in detecting partial outages, especially those tied to specific locations, operating systems, or versions of your app. The sheer volume of users on social media platforms—potentially thousands, if not millions—makes it possible to spot patterns quickly and efficiently. For example, at Dropbox, we have implemented a sophisticated alerting system that notifies our on-call engineers when there is a surge in specific keywords related to outages on our social media platforms. If we detect words like "down" or "outage" more than ten times within thirty minutes—or even within two minutes—our system triggers an alert, prompting our engineers to investigate the issue. Interestingly, social media is often as fast, if not faster, at detecting bugs than traditional data monitoring systems. This speed is critical because, during outages, every minute counts when it comes to restoring your systems. Social media’s real-time nature provides a valuable tool for being agile in bug detection and response. ### Uncovering product hacks The final unique value proposition of social media is the concept of product hacks. So, what exactly do I mean by a product hack? A hack occurs when a customer uses one of your products in a way that wasn’t originally intended. While customers often find alternative uses for products, in recent years, we’ve seen a growing trend of life hacks and product hacks being shared on platforms like TikTok and Instagram. Unlike feature requests or negative feedback, product hacks are actually a positive sign. When users discover creative ways to use your products beyond their intended purpose, it indicates that they genuinely love your product. These hacks can serve as an excellent starting point for exploring new product development opportunities. If customers are going out of their way to create workarounds to use your product in a specific manner that meets their needs, it’s a clear indicator of strong demand for a feature you’re not currently offering. Moreover, the ways in which they are using your product are often closely aligned with its intended functionality. This means that extending or diversifying your product to officially support these hacks could require minimal research and development effort, making it a smart and efficient way to enhance your product offering. By closely monitoring social media, you can identify these hacks and use them as a guide for future product enhancements. Social media provides a direct line to understanding how customers are creatively engaging with your products, offering insights that might not surface through traditional feedback channels. Embracing these insights can help you stay ahead of the curve in product innovation and better meet the evolving needs of your customers. [Customer experience vs. user experience: The differencesCustomer experience (CX) and user experience (UX) are two facets of the overall interaction and engagement customers and users have with a brand or product. Sure, both of these terms sound like they’re cut from the same cloth, but they’re interestingly pretty distinct.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/Customer-experience-vs-user-experience.png)](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) ## Building and improving your social media support team If you’re looking to build a strong social media customer support presence and develop a robust team of moderators, it’s important to start with the basics. Here are some key principles to guide you: ### Transparency and managing expectations Transparency is crucial. Make sure to clearly communicate your opening hours and provide an estimated response time (ETA). This helps manage customer expectations right from the start, ensuring they know when and how quickly they can expect a response. ### Matching the customer’s tone Social media is often more playful and casual than other channels, allowing for jokes, memes, and puns. However, not every interaction will be light-hearted. Some customers will approach you with serious issues and may be in distress. It’s essential to assess the gravity of the situation and match your tone accordingly, balancing the casual nature of social media with the need for empathy and professionalism. ### Ease of access Make it easy for customers to reach out to you by having a dedicated support handle. This ensures that customers know exactly where to go when they need help, reducing frustration and improving the overall support experience. --- ### Treating social media as a serious support channel One of the most important points to remember is: **Don’t wing it**. While social media may seem casual and less formal, it is a legitimate and serious support channel. To be effective, it requires the same level of attention and resources as any other support channel. This includes: - **Tooling and processes**: Implement the right tools and processes to manage social media support effectively. - **Service level agreements (SLAs)**: Set clear SLAs to ensure timely and consistent responses. - **Handle management software**: Use specialized software to manage interactions across various social media handles. - **Escalation paths**: Establish clear paths for escalating issues when needed. - **Quality analysis and analytics**: Regularly analyze the quality of your support and use analytics to track performance. - **Customer satisfaction (CSAT) and workforce management**: Monitor customer satisfaction and ensure your team is well-managed and adequately resourced. Treating social media support with the seriousness it deserves will help you provide a reliable and professional service. Finally, aim to be as transparent as possible. Honesty is highly valued when it comes to brand image, and it significantly contributes to your online reputation. If you don’t know the answer to a customer’s question, it’s okay to admit it. Be honest and commit to finding the right answer and getting back to them. Also, avoid using cookie-cutter responses as much as possible; personalized, thoughtful answers go a long way in building trust and credibility with your customers. ## Advanced best practices for social media support Let’s take a look at some best practices for social media support. ### Train your team The first one I want to emphasize is the importance of training your team. Social media support is often seen as a hybrid between marketing and customer service, but it’s crucial that your social media moderation team is equipped with the same level of technical knowledge and proficiency as your direct support team. This ensures they can resolve issues efficiently and maintain strong credibility online. Your team needs to have a deep understanding of your product. ### Polish your knowledge base Building and publishing a comprehensive knowledge base is key to providing consistent information at scale. A well-maintained knowledge base empowers your moderation team with the most up-to-date information, allowing them to operate quickly in the fast-paced world of social media. ### Build a robust feedback channel loop It’s essential to close the loop by systematically sending every piece of feedback from social media directly to your product team. This practice allows you to leverage social media as a serious and valuable source of product feedback, ensuring that customer insights directly influence product development. ### Track your trends and themes Tracking trends and themes over time is critical, especially if you aim to elevate your social media team to the next level. There’s no better way to gather clean, actionable data than by manually tagging interactions for customer sentiment, issue type, or themes. While it might be labor-intensive, including this practice in your moderation team’s processes is highly recommended. This meticulous tracking allows you to correlate social media data with product changes, launches, retirements, and outages. Essentially, the entire lifecycle of your product can be mirrored in the trends you observe on social media. ### Dedicate engineering and product releases Lastly, it’s vital to work closely with your engineering team. Encourage them to dedicate a portion of their time not just to building new products, but also to fixing the issues that are causing significant pain for your customers. This is especially important in the social media space, where agility, speed, and flexibility are key to maintaining and rebuilding credibility. If your team can quickly address the issues reported on social media, you’ll be in a strong position to retain customer trust and satisfaction. These advanced practices will help ensure that your social media support team is not only responsive but also deeply integrated with your overall product and [customer experience strategy](https://www.customersuccesscollective.com/customer-experience-research/). ## The role of AI in social media support Now that you’re well-versed in social media support, let’s wrap up with one of the hottest topics of 2024: [artificial intelligence](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/). You’d have to be living under a rock to have missed the AI revolution over the past few years. My team and I have spent considerable time exploring how we could best leverage AI in the world of social media. [Generative AI](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) has been a major focus, but it’s also a fairly risky tool when it comes to such a sensitive communication channel as social media. For now, I’d recommend keeping your social media channels managed by skilled and trained human moderators. The nuances and complexities of customer interactions on social media still require the empathy and understanding that only real humans can provide. That said, I believe there’s a promising opportunity for AI in the area of social listening. As we discussed earlier, the proliferation of social media channels has created an expectation for brands to have a presence across many platforms. Monitoring all of these channels can be overwhelming, and that’s where AI can really make a difference. Firstly, AI can be used to capture and track every mention of your brand across hundreds of websites and platforms. This capability is incredibly helpful in ensuring that no conversation slips through the cracks in a fragmented ecosystem. Secondly, and perhaps more powerfully, AI can utilize natural language processing (NLP) to aggregate themes, gather insights, and produce intelligent, relevant feedback. AI can weigh insights based on the volume of mentions, helping you prioritize which issues or feedback to focus on. By using NLP tools that recognize synonyms and cluster feedback together, you can concentrate your development, product, and engineering teams on the most impactful areas. While the technology available today is still in its early stages, there have been significant improvements, and the momentum is heading in the right direction. I’m optimistic that we’ll soon see impactful AI-generated assistance in social media support that can truly complement and enhance the work of human teams. ### The best AI tools for customer success URL: https://www.customersuccesscollective.com/best-ai-tools-for-customer-success-video/ Last updated: 2025-03-17T17:27:09.000Z ## Looking for more on AI? [Risks and rewards of AI tools in customer success \[Video\]We return to Parul Bhandari, ex-Director of Customer Success at Nauto, as she develops on her insights and strategies for harnessing AI in customer success to talk about the risks and rewards of this practice.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/10/CSC_Summit-Series_Youtube_Thumbnail_Template_--1-.jpg)](https://www.customersuccesscollective.com/risks-and-rewards-of-ai-tools-video/) [Use AI to predict and personalize customer success \[Video\]Vish Walia at Microsoft, is joined by Mary Poppen, CCO at Glint (LinkedIn). Vish and Mary discuss how to CS professionals can use AI to predict and personalize customer strategies in customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/10/Mary-Poppen--1-.jpg)](https://www.customersuccesscollective.com/use-ai-to-predict-and-personalize-cs-video/) [The relationship between AI and CSExplore the relationship between AI and customer success. Discover how AI can enhance customer support and drive better results.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveNancy Estrocio![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/10/38.png)](https://www.customersuccesscollective.com/relationship-between-ai-and-cs-video/) ### How to engage product champions [VIDEO] URL: https://www.customersuccesscollective.com/how-to-engage-product-champions-video/ Last updated: 2025-03-17T17:25:56.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [How to drive increased product adoption | 6 strategiesEvery customer success professional will be acutely aware of how important it is to get customers to use their product. A low-adoption rate is one thing, but unengaged customers left to their own devices may decide to cancel their subscription.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/04/photo-1493612276216-ee3925520721.jpeg)](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/) [Advice customer success leaders wish they had known earlierHow many times have you thought “Ugh! I wish I’d known that”? While you may have had to earn that knowledge the hard way, sharing it with customer success teams navigating similar challenges could save them countless headaches and missteps.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Untitled-design--46-.jpg)](https://www.customersuccesscollective.com/customer-success-leaders-lessons-learned/) [How to accelerate product adoption and drive user confidence during onboardingMuch like making a batch of pancakes, your first attempt is never as good as the ones to follow. In fact, we’re big advocates of multiple drafts and taking time to perfect your work.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/02/photo-1498084393753-b411b2d26b34--1---1---1---1--1.jpg)](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/) ### Achieving customer success in an open-source driven world URL: https://www.customersuccesscollective.com/achieving-customer-success-in-an-open-source-driven-world/ Last updated: 2024-10-24T10:43:20.000Z Customer success is a new approach in the way companies define and manage their ongoing [relationships with users](https://www.customersuccesscollective.com/bridging-relationship-gaps-with-customers-by-leveraging-customer-success-principles/), champions and customers as a whole. This approach aims to create a role that will better understand customer’s business and technical goals, define a plan to better utilize interactions with the products for business processes and achieve customer’s needs. To build such a plan, customer success teams in charge of representing the [voice of their customers](https://www.customersuccesscollective.com/meet-the-maker-driving-the-customer-voice-through-cs-collaboration/) internally by advocating customer’s business and technical pains, needs, requests, and wishes. A good customer success team should also build a lasting relationship with the company and should constantly drive to improve customer engagement and satisfaction. ## **Are all customer success roles customer success driven?** While in the past the main focus for a successful and everlasting relationship with a customer was to get the first buy-in and “get your foot in the door”, this is no longer the case and seems insufficient in the growing market of open-source, SaaS solutions and technologies where new offerings and new technical temptations are ever-growing. Customer churn is closer and faster than your company might think. [Retaining customers and avoiding churn](https://www.customersuccesscollective.com/our-7-ride-or-die-tools-to-crush-customer-churn/) became a major challenge in the competitive market where each employee can bring-his-own-application (BYOA) and customer retention can only be done by creating and preserving the customers’ “feeling” of achieved success. [Churn calculator: how to calculate customer churnIn today’s highly competitive business landscape, understanding and managing customer churn is crucial to a company’s long-term success. But calculating churn isn’t a case of highlighting what’s wrong with a company. It’s not all doom and gloom – far from it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/04/photo-1635070041078-e363dbe005cb.jpeg)](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) Achieving this success will require your customer success team to have a strong long-term relationship with the power-players of your customer’s team in order to understand the culture, technical and business approach, and short-term and long-term goals. In short, to create customer success and prevent churn, a good customer success team should constantly [improve engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) with its products, drive and lead customer satisfaction and constantly prove significant added value gained by the interactions with the company and its products. Facing those challenges, some companies turn to try and present a younger, more “innovative” and “progressive” approach by rebranding their post-sales team (TAM or support) or their sales team as the company’s customer success. But are those “customer success” teams really focused on providing customer success? Let’s put it to the test. ### Post-sale or support as “customer success”: Handles the account after the initial purchase. Usually provides onboarding for a preset use-case defined during the pre-sale process, which was combined to win the deal for the sales team. Once each account is [onboarded](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/), the team will usually hand over the account to support and monitor the progress of open support issues and discuss timelines and milestones in a periodical meeting with the technical champion. ### Support Engineer as “customer success/care” Will respond to any new case opened by the customer and provide a solution for a specific outstanding technical concern without addressing or reviewing customer’s use cases, health score, engagement or overall satisfaction from the product and interactions with the company. ### Account Manager or Sales Representative: Responsible for relationship management with decision makers, up-sales, and commercials like pricing and billing. The sales representative is usually less technical and can’t provide in-depth technical insights and recommendations on the different use-cases or features. So, while post-sales and support are technical teams who respond to customer’s technical issues and requests, the sales rep is the only one who proactively approaches the customer, usually for relationship management, up-sales, or renewals. In other words, both approaches generate a gap by not proactively discovering existing and potential technical use-cases during a [customer’s lifecycle](https://www.customersuccesscollective.com/the-best-competitive-strategy-for-each-stage-in-the-business-lifecycle/) and by not proactively monitoring and encouraging users’ engagement and satisfaction. Hence, they are not able to fully understand, improve, and measure the actual value that their customers are getting out of their products and interactions with the company ([value](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/)). This gap can remain unnoticed while customers have a binding contract, but may very well affect the retention of the customer once a renewal is due, or, in some cases, when an up-sale needs to be approved by a higher hierarchy than before. This gap can be closed and leveraged by a “real” customer-success-driven team. ## **How to create a customer-success-driven customer success team?** One might ask this question differently – and most customer success teams do – how can our products and our team generate constant and lasting value for our customers? To answer this “simple” question we need to identify what our company aims to offer its customers, what our customers want to gain from using our products and services, and why some customers churn. It is clear that we all want our customers to be fully satisfied with our products, our services, and our company. This results in better implementation and engagement which in turn, results in [subscription renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) and growing business expenditure. That being said, there are several ways where customer success can contribute to preserving customers and generating additional revenue. [Empower your customer success team, reclaim your sanityEmpowering your CS team is the key to reclaiming your sanity. In this article, discover strategies and practical steps for implementing effective knowledge transfer methodologies to transform your CS operations.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveMark Higginson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/Empower-your-customer-success-team--reclaim-your-sanity2.png)](https://www.customersuccesscollective.com/empower-your-customer-success-team-reclaim-your-sanity/) ### **Owning the process end-to-end** In all of the companies that I have encountered during my 13 years in the industry – the pre-sale process was always a separate part of the customer’s (or prospect’s) lifecycle. Pre-sale’s engineers were measured solely by their ability to win deals as fast as possible and were always reporting to the sales team-lead / manager / director. Once a deal was won and signed, the customer was handed over to a customer success (or post-sale/TAM) who was part of a different team, reporting to a different manager and measured on customers’ satisfaction, ongoing up-sales and churn prevention. But this kind of structure sometimes created a problematic situation in which customers bought a “slightly” different product than what was their core use-case. Even if the deal was won, it eventually resulted in poor customer satisfaction, internal struggles, and significant resource allocation from product and R&D (who had to “bend” the product towards customer’s use-case). This eventually resulted in profit loss caused by the number of allocated resources, discounts and compensation, and sometimes simply in churn. Thus, while presale met their internal goals, customer success had an enormous challenge to meet theirs. ## **To sum things up** The customer success teams can be summarized as being focused on the following goals and principles: **Generate value and satisfaction –** to retain our customers, we have to constantly generate value and keep them pleased. **Customer success driven team –** customer success should engage the customers and focus on generating value and satisfaction by defining and achieving customer success goals rather than up-sale. **Full ownership of the life cycle –** customer success should own the entire technical life-cycle. Success goals should be identified and defined before winning a deal. If you can’t identify short-term and long-term success goals, your product might not be a good fit for your opportunity and you might want to invest your resources in a different one. ### "To re-onboard or re-engage?" That is the question URL: https://www.customersuccesscollective.com/re-onboard-or-re-engage/ Last updated: 2026-03-06T08:11:58.000Z Let's face it, we all know that a solid [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) experience is the bedrock of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/). It sets the stage for [product adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), boosts [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/), and ultimately drives those beautiful [renewals](https://www.customersuccesscollective.com/who-owns-customer-renewals/) and revenue growth we all crave. But what happens when things don't go as planned? When customers aren't fully utilizing your product, or their needs have shifted? That's when we find ourselves at a crossroads: **re-onboard or re-engage?** ## What is re-onboarding? Think of [re-onboarding](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) as hitting the refresh button on your customer's journey. It's about reintroducing or even re-[educating](https://www.customersuccesscollective.com/the-power-of-customer-education/) them about your product or service. Maybe they haven't explored all the features, perhaps there's been a major update, or maybe there's been a shakeup in their team. Whatever the reason, re-onboarding helps fill those knowledge gaps, reignites their enthusiasm, and ensures they're getting the maximum [value](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/) possible. ### Hitting that “refresh” button I've seen firsthand how re-onboarding can be a game-changer. One of my clients experienced a complete leadership overhaul. Suddenly, the goals we'd initially set together no longer aligned with the new team's vision. Even though they had technically been onboarded, [adoption](https://www.customersuccesscollective.com/how-to-accelerate-product-adoption-and-drive-user-confidence-during-onboarding/) was low. The new team just wasn't seeing the value. So, we decided to re-onboard them, tailoring the process to the new leadership's objectives. It was a significant investment – we reassigned a dedicated implementation specialist, planned targeted training workshops, and even pulled in product experts. Was it worth it? Absolutely. We built a stronger, more strategic relationship, adoption rates soared, and engagement deepened. This not only saved the partnership but turned it into a thriving, long-term success. ## What is re-engagement? Re-[engagement](https://www.customersuccesscollective.com/the-b2b-roadmap-to-an-engaged-successful-and-happy-customer/), on the other hand, is about reconnecting with customers who've become less active or are at risk of [churning](https://www.customersuccesscollective.com/how-to-reactivate-churned-users/). This might involve personalized emails, showcasing new features that align with their goals, or simply resolving outstanding issues. It's all about reminding them why they chose your product in the first place and reigniting that spark. ### Reigniting the spark I recall another client whose usage metrics were slowly declining. After some digging, we discovered that the internal champion moved to another position and had left the rest of the team not as confident in using or knowing about the product's full capabilities. We sprang into action, getting to know the new team, understanding their pain points, and product knowledge gaps, and identifying where we could add value. It turned out a recently launched feature was the perfect solution to one of their biggest challenges. We quickly set up tailored training sessions and provided best practices. By proactively reaching out and showing genuine interest in their success, we were able to turn things around – no full re-onboarding needed. [How to win back churned customersFor whatever reason, customers can be lost to churn. It’s a situation all businesses will find themselves in. The trick? Have a strong customer success strategy in place.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/06/photo-1492176273113-2d51f47b23b0.jpeg)](https://www.customersuccesscollective.com/how-to-reactivate-churned-users/) ## Making the call: Re-onboard or re-engage? Deciding whether to re-onboard or re-engage a customer is a complex choice that depends on several key factors. First and foremost, consider the customer's importance. Is this a[ high-priority account](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) with significant strategic or financial impact? If so, the investment in re-onboarding might be more easily justified. Next, evaluate your available resources. Do you have the bandwidth to take on a full re-onboarding process? If not, a more targeted re-engagement approach might be more feasible. It's also crucial to conduct a cost-benefit analysis. Will the potential [return on investment](https://www.customersuccesscollective.com/roi-framework-to-prove-value/) (ROI) justify the time and resources spent on either strategy? Additionally, understanding the root cause of the customer's disengagement is vital. Can the issues be resolved quickly through targeted re-engagement, or are they more fundamental, requiring a comprehensive re-onboarding? Consider any upcoming events or deadlines that may necessitate quick action. Finally, always take into account the customer's feedback. What are they saying about their experience? Are there unresolved issues or areas of dissatisfaction that need to be addressed? By carefully weighing these factors, you can make an informed decision that best supports your customer's needs and your company's goals. [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/03/Untitled-design--43-.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) ## Best practices for success No matter the path you choose, re-onboarding or re-engagement, the following practices can help ensure success: 1. **Personalization is key.** Tailor your approach to fit each customer's unique needs and goals. 2. **Leverage data-driven insights:** Use data on product usage to pinpoint areas for improvement and guide your strategy. 3. **Maintain open communication through regular check-ins.** This will allow you to gather feedback and make adjustments as needed. 4. **Ensure stakeholder engagement by involving decision-makers and key users in the process.** This fosters alignment and strengthens buy-in for your efforts. 5. **Provide continuous learning resources** and support to empower your customers for the long haul. By following these best practices, you'll be well-equipped to navigate the complexities of re-onboarding and re-engagement and achieve successful outcomes. ## Wrapping up Choosing between re-onboarding and re-engagement is a nuanced decision that requires careful consideration. But by understanding your options, weighing the factors involved, and following best practices, you can make the right call for each unique situation. And remember, whether you're hitting refresh or reigniting the spark, the ultimate goal is always the same: fostering stronger customer relationships and driving long-term success. --- ## Exceptional customer experiences start from day one 📚 Don't let new users slip through the cracks – transform them into loyal, engaged customers with a stellar onboarding process. Our [**Customer Onboarding Certified**](https://www.customersuccesscollective.com/learning/on-demand/customer-onboarding-certified-masters/) program provides the strategies and insights *you* need to craft an onboarding experience that delights users and drives results. Learn to segment and personalize, continually optimize based on feedback, identify key [metrics](https://customersuccesscollective.com/customer-success-metrics?ref=customersuccesscollective.com), and map the customer journey. We'll give you the tools to understand your customers, engage them fully, and set their experience up for long-term success. In today's tech market, the subscription model means first impressions matter more than ever. Keep customers coming back by getting onboarding right from the start. Invest in your customers, invest in your business. Enroll in **Customer Onboarding Certified** today and transform new users into passionate brand advocates. [Get certified](https://www.customersuccesscollective.com/learning/on-demand/customer-onboarding-certified-masters/) ### How to use AI to predict and personalize customer success [Video] URL: https://www.customersuccesscollective.com/use-ai-to-predict-and-personalize-cs-video/ Last updated: 2024-10-21T11:31:38.000Z ## Looking for more on AI? [How to integrate AI personalization and recommendation systems into your businessWith the power of artificial intelligence (AI) harnessed to crunch data on customer behavior, sentiment, and needs, businesses can craft tailored, value-driven interactions that captivate and engage customers like never before.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_personalization-1.jpg)](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/) [Using AI while being human-first with Danielle Martin \[Video\]At the Customer Success Festival London, we spoke to Danielle Lloyd, Head of Customer Success at TryHackMe, about retaining that human-first element whilst using AI technologies with your customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/07/Danielle-Martin--1---1---1-.jpg)](https://www.customersuccesscollective.com/using-ai-human-first-video/) [CS + AI = ? Artificial intelligence in customer successYou don’t have to look far in science fiction, be it in books, TV, or film, to find dystopian depictions of artificial intelligence, commonly abbreviated as AI.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/07/photo-1510511459019-5dda7724fd87.jpeg)](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) ### 5 key customer experience ideas to implement URL: https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/ Last updated: 2025-08-20T11:01:16.000Z As a customer success professional, customer experience is at the forefront of your function. It underlines most of your priorities from day to day. But it’s easy to get laser-focused on your team’s current priorities and [KPIs,](https://www.customersuccesscollective.com/measuring-customer-success/) especially if you’re handling company-wide [OKRs](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/) as well. So what do you? In this article, we’re going to explore several ways to keep the customer experience a priority while also juggling more immediate goals, specifically: - Prioritizing customer goals - Building seamless inter-departmental collaboration - Outstanding onboarding - Using data-driven and empathy-balanced approaches - Being proactive and predictive with customer engagement Let’s dig a little deeper. ## Prioritize customer goals and success Amongst all the juggling of day-to-day tasks and project management, it can seem like an annoyance to think about customer goals rather than your own. But as with all things engagement-based, thinking about customer goals will help you to align and prioritize your own. Focus on what success looks like from your customer’s perspective, not just your own [internal metrics](https://www.customersuccesscollective.com/customer-retention-metrics-and-how-to-action-them/) like NPS, ARR and CSAT. It’s your role to understand their goals and guide them toward achieving these objectives. **Your main goal should be to act as a guide rather than just a service provider.** Think about your work with a customer-centric approach by starting with the customer's needs and wants rather than just focusing on hitting KPIs and monitoring internal metrics. Oftentimes, you’ll hit these without direct influence if you’re keeping your customers’ goals your top priority. ### **For example:** Imagine you’re a customer success manager working for a project management software company. One of your customers, a small marketing agency, isn't using the software as much as expected, and you learn that the agency wants to improve project delivery times and client satisfaction. With this insight, you can begin to tailor your approach to this customer goal, recommending specific features that streamline workflows and improve client [communication](https://www.customersuccesscollective.com/multichannel-communication-strategy-frameworks/). Maybe you’ll also be able to recommend a specific customer education learning flow to cater to this need. As a result, the customer will see tangible improvements and you, the customer success manager, will also find that your own KPIs improve naturally. ## Seamless and transparent inter-departmental collaboration This is a big one. If you’re not working in a customer-centric environment, you’ll likely face more issues when it comes to proving the value of prioritizing customer experiences. In sales-led or product-led organizations, customer-centricity takes the back seat to revenue goals or product development. In this instance, you’ll end up doing a lot of your groundwork for building a customer success function that supports delivering a good [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/). This will come from your relationships with individuals in your own team, and cross-functional teams you work most closely with. To keep that customer experience at the front of everyone’s mind, ensure that the departments you work with (sales, support, product, marketing) deliver consistent messaging and work together to provide a cohesive customer experience. This will come with building a function that has built-in touchpoints for transparency and communication between teams. Regular communication and discussion with teams will help prevent the perception gap and align efforts. Creating the right internal [culture](https://www.customersuccesscollective.com/how-to-build-a-customer-success-culture/) is a vital step to ensure that customer experience throughout the whole journey is consistent and reliable. **Nicole Birbas, Senior Director APAC Customer Success at Klaviyo**, described this correlation best at [Customer Success Festival Sydney](https://events.customersuccesscollective.com/location/sydney) 2022: > "There's clearly a real link between creating a fantastic culture and environment for people to work and thrive and then deliver great customer experiences, which leads to a reduction in churn and an increase in lifetime value." You can watch Nicole’s full keynote presentation on-demand, whenever and wherever you are, with a [Pro+ membership plan](https://www.customersuccesscollective.com/pro-plus-membership/). Customer experience resources on tap! This step is also vital because there is a big link between engaged *employees* and engaged *customers*. A recognizable goal of marketing is getting your customers to care about your product is a recognizable goal of customer success and marketing efforts, but it’s just as important to get your internal teams to show the same level of interest. Making sales, marketing, product, and other teams care about customer engagement along the whole customer journey will improve overall [revenue](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/), and improved customer engagement and [loyalty](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/). As noted by **Nicole Birbas**: > "According to [Gallup](https://www.gallup.com/workplace/236927/employee-engagement-drives-growth.aspx), companies that have a highly-engaged workforce have a significantly higher profitability (**23%**)and productivity (**18%**)." ## Outstanding customer onboarding The beginning is a very good place to start - this goes the same for your customer success function. A well-structured customer onboarding process can significantly influence the long-term relationship and engagement with your product. Make sure customers understand how to use your product effectively and feel supported from the start, either through the use of [customer education strategies](https://www.customersuccesscollective.com/customer-education-program-frameworks/), community spaces, or strong customer support. ****Top tip:** A great onboarding strategy will come from your own intimate knowledge of your product or service. **Subash Srinivasan, Head of Global Delivery and Customer Success at Rockwood and Symphony for the Unified Cloud View**, describes this concept as 'sipping your own champagne': > "We use our product in everything that we do We use it for our team meetings. We use it as a single source of truth where we get on the same page with the other." If you can use your product within your own work processes, do so! Whatever your product is, whether it’s something organizational, metrics monitoring, or a gamification platform - you must be intimately familiar with it in order to accurately cater to your customers. ## Data-driven and empathy-balanced approach Feedback, whether it’s quantitative or qualitative, is the golden nugget to ensuring you’re making the right adjustments for the customer engagement responses you want to see. This will come in the form of data collection and analysis but also focus groups, [community outreach](https://www.customersuccesscollective.com/communities-customer-success/), customer surveys and more. When it comes to feedback, use data to drive upcoming and future decisions but make sure to balance it with empathy and authentic interactions. Understanding and responding to customers’ emotional needs while using data to identify trends and patterns enhances the customer experience from all sides of the user experience. ## Proactive and predictive customer engagement Data is also a useful tool when it comes to predictive analysis and shortening response times to unexpected issues when they arise. Regular monitoring also means you’ll begin to understand the language of your customers’ specific data. Recognizing [patterns in your data](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/), and noticing when the pattern changes is an absolutely invaluable skill to have as a customer success professional. Making changes before pain points turn into full-blown reasons to churn is also a fantastic way to show your customers that you care about their experience, turning the relationship from a transactional one to a true partnership. [CS Operations: Leveraging data for smarter decision-makingThe phrase “data is the new oil” becomes truer every day. Data is the lubricant that greases the wheels of the fourth industrial revolution we’re living through. In short, your company will be creating a hell of a lot of data points - if they’re not already.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveDavid Collard![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/08/Untitled-design--18---1-.jpg)](https://www.customersuccesscollective.com/cs-operations-leveraging-data-for-smarter-decision-making/) ### **For example:** Let’s return to our previous hypothetical. You’re a customer success manager, and are regularly monitoring user activity data. You start to notice a pattern: most users log in daily during the work week, with activity peaking on Wednesday afternoons. Then, on a Wednesday afternoon, you suddenly observe an unusual dip in Wednesday logins. Instead of waiting for customers to report issues, you investigate the issue and discover that a recent software update has caused slower loading times during peak periods. Without waiting for customer complaints to come rolling in, you immediately alert the technical team, who quickly optimize the software's performance. You’ll then be able to reach out to the affected customers and explain the situation and the steps you’ve taken to resolve it. This approach accomplishes several things: 1. It addresses the issue before many customers even notice, preventing potential frustration and support tickets. 2. It demonstrates to customers that their experience is being actively monitored and cared for. 3. It transforms what could have been a negative experience into a positive one, showing customers that you’re attentive and responsive to their needs. 4. It potentially prevents customer churn by addressing issues before they become significant enough to make customers consider leaving. So there you have it! Our top five key ideas to help you bring customer experience to the forefront of your [customer success priorities](https://www.customersuccesscollective.com/fall-in-love-with-your-professional-growth-this-valentines-day/). --- ## Have we piqued your CX interest? Give *yourself* the best experience as you improve your customer experience skills by getting in a room with industry leaders. Join us at our **San Fransisco Customer Experience Summit** in October, and learn from your peers as they reveal case studies, best practices, and common challenges to help get you up-to-date with the latest innovations to accelerate your career. [Join your CX peers](https://events.customersuccesscollective.com/location/cxsanfrancisco) ### Using win-loss analysis to drive net retention URL: https://www.customersuccesscollective.com/using-win-loss-analysis-to-drive-net-retention/ Last updated: 2025-10-13T09:01:03.000Z *This article is based on a presentation given by Brady at our Customer Success Festival in Austin, 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- Driving [customer retention](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/) and growth is critical. One of the most powerful tools I've seen in action is win-loss analysis – a method that can lead to significant improvements in retention, expansion, and overall customer satisfaction. In this article, I’ll explore how win-loss analysis can fit into your broader customer success (CS) objectives. I’ll discuss how and when to conduct win-loss analysis within the customer journey, and share some practical tips on how you can get started. It doesn’t always have to be a CS initiative, but there are many ways to integrate it into your operations. ## The importance of feedback for win-loss analysis Before diving deeper into win-loss analysis, I want to share a brief story that really hit home for me. About a year ago before I joined Clozd, my wife and I went to our favorite restaurant. This visit turned into one of those “I get it –this is why this is important” moments for me. We ordered, but when my meal arrived, the dish didn’t meet expectations. Now, I don’t do confrontation. My wife, however, is not afraid to speak up. So she politely let the waitress know it wasn’t what she had in mind. The waitress brought out another salad, but it was essentially the same. At this point, I was hoping she wouldn’t say anything more. But my wife raised her hand again, and eventually, the chef himself came out. You can imagine my embarrassment when I saw him. I thought, “We’ve offended this poor man.” But I’ll never forget what he said next: “I saw what they brought out, and I am so embarrassed.” He then presented a brand new meal –this time perfectly cooked. This experience was pivotal for me. It made me realize how often, as leaders, we have a vision of what we think will happen in our go-to-market approach –whether it’s with our sales team, CS team, or any other part of the organization. But reality doesn’t always match that vision. Sometimes, despite our best intentions, we end up with cold Brussels sprouts in our salad, so to speak. In that moment, my wife was the kind of person who spoke up and gave the restaurant a chance to make things right. But if it had been up to me, I probably wouldn’t have said anything. And that’s where win-loss analysis comes in. Win-loss analysis is the voice that speaks up, giving your company a chance to make things right. It involves engaging a third party– whether someone within your company or an external partner –to help you understand why you’re winning or losing deals. ## The evolving role of post-sale teams Over the past 24 months, the post-sale landscape has changed significantly. Boards and leadership teams are increasingly looking to post-sale teams to help counteract the effects of economic downturns. This shift has likely felt very familiar –you're being asked to do more with less. Perhaps you've been told to improve net retention while also managing a team that's 20% smaller, with each rep now responsible for more annual recurring revenue (ARR) per head. It's a classic case of conflicting priorities: you can focus on one, but doing both simultaneously seems nearly impossible. This is where win-loss analysis becomes crucial. Originally, win-loss analysis was a tool designed for sales teams. Our two co-founders created this product to help sales leaders understand why they were winning or losing new business deals. However, as CS teams have become increasingly involved in revenue-facing conversations, win-loss analysis has naturally evolved into a CS responsibility as well. Now, many of you are being asked to take ownership of net retention numbers, manage expansion targets, or even hold quotas within your own teams. This means that understanding why you're winning or losing is no longer just a sales issue – it's your issue too. Why are some customers churning while others expand? Why do some deals close while others fall through? Let’s break down these problems using win-loss analysis. ## The core of win-loss analysis To put it simply, win-loss analysis is the systematic practice of analyzing why you win, lose, retain, or churn customers. If you think about the [customer journey](https://customersuccesscollective.com/customer-journey-mapping-making-sales-buyer-centric/), there are numerous touchpoints where you might either win or lose someone. It's similar to how you might track an opportunity in Salesforce or HubSpot – whether it's an expansion opportunity or a renewal, there are key moments along the journey that determine the outcome. One of the common questions I get is, "We already have great relationships with our customers and talk to them regularly. What could they possibly tell you that they wouldn't tell us?" This brings me to a little game I like to call, "Who said it: Was it from the TV show *Succession* or a closed interview?" I have to admit, we get some pretty brutal feedback in these interviews. Let me share a few examples: 1. "I don’t need a high-pressure sell on this \[expletive\]. You’re not my boss. Stop trying to pressure me."This was actually from a closed interview. 2. "No one explained \[product\] to me. No one said, ‘Hey, I’m sorry, we’ve had a little bit of a crisis going on here.'"Again, this was from a closed interview. 3. "We don’t know who the \[expletive\] you are."Yes, that was from a closed interview as well. In one instance, we conducted an interview where the person on the other end of the deal said that the sales rep she had been working with was misogynistic and that she would never work with that company again because of how she was treated during the process. You can imagine the shock of the CEO when he read this interview He personally reached out to her, deeply apologizing because he cared – he’s like the chef in the restaurant who takes pride in what’s being served. He wasn’t trying to change her mind but genuinely wanted to apologize for the experience she had. This example highlights a crucial point: when customers talk to someone who isn’t directly involved in the sales or service process, they tend to be much more blunt about what’s happening. This honesty can provide you with incredibly valuable insights that might not surface otherwise. While companies like Clozd can conduct these interviews on your behalf, some businesses choose to have someone from Product Marketing or another role —someone not directly customer-facing— handle these conversations. Regardless of who conducts the interviews, the key is to gather these candid insights that can significantly impact your understanding and strategy. ## The changing landscape of customer journeys Customer journeys have become far more nuanced in recent years, particularly over the last 24 months. A few years ago, these journeys were often straightforward, characterized by growth and upsell opportunities. Everything seemed positive, and it was mostly about upselling and expansion. However, today’s [customer journeys](https://www.customersuccesscollective.com/addressing-the-gaps-in-the-customer-journey/) look quite different. Now, it’s common to experience a scenario where a customer who initially decided not to go with your product comes back later, acknowledging their mistake and deciding to sign up. They start strong, fully utilizing your product during onboarding, and for the first six months, everything looks great. Health scores are up, and you’re confident in your relationship with them. Nine months in, you pitch an adjacent product line, but they decline. You shrug it off – everything else still looks good, and they renew at the 12-month mark. But then, at month 18, out of nowhere, you get an email from their procurement team notifying you of their intent to cancel. You're left wondering, "What happened?" because all the signs had been positive up until that point. This is where win-loss analysis can be a game-changer. Conducting interviews at various points in the customer journey, especially later on, can provide valuable insights that might not be obvious from traditional metrics. ### Types of lin-loss interviews There are several types of interviews that can be conducted throughout the customer journey. Each serves a different purpose and can uncover unique insights that help you understand what's really going on with your customers. **New business interviews:** These are conducted early in the deal process, typically after a lost deal. While they may not be directly relevant to CS from a retention standpoint, they provide valuable information about what went wrong on the sales side. For instance, a customer might say, "We were mainly looking to help fix our Q4 pipeline." If CS isn't aware of this specific need, they might focus on solving a different problem, missing the customer's key pain point. Understanding these gaps can help ensure that your team has the right account plan in place from the start, setting the stage for a successful renewal. **Customer experience or voice of the customer interviews:** These interviews are often conducted at the four- to eight-month mark, midway through the contract. They’re designed to gauge how things are going so far, offering a snapshot of the customer’s experience. For example, a customer might reveal, "The implementation of \[product\] has been an absolute nightmare." Despite what your usage metrics might show, feedback like this can signal serious red flags, giving you the opportunity to address issues before they lead to churn. **Expansion interviews:** These come into play when a customer chooses not to expand or purchase additional products. In one case, a customer might say, "I just don’t really see \[your company\] as a player in that space." This feedback isn’t necessarily a failure on the CS side; it could indicate a marketing or messaging problem. Understanding this helps you determine whether the issue lies with the perception of your product, the way it was pitched, or whether a more targeted marketing campaign is needed to educate customers on why your solution is the right fit. ### The value of win-loss analysis in the customer journey Win-loss analysis, when applied at different stages of the customer journey, provides crucial insights that go beyond the surface. Whether it’s understanding why a customer didn't expand, identifying misalignments during implementation, or pinpointing the exact reasons behind a lost deal, this tool equips you with the knowledge needed to proactively address issues, improve customer satisfaction, and ultimately drive net retention. As customer journeys continue to evolve, integrating win-loss analysis into your strategy becomes increasingly important. It allows you to stay ahead of potential problems, ensuring that your team is well-prepared to deliver the value your customers expect at every stage of their journey. ## Insights from renewal and expansion win interviews When conducting [renewal win](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) interviews, it's always gratifying to hear positive feedback about our CS teams. For example, you might hear things like, "I love working with Scott. He's the best." While it's great to receive praise, it's important to dig deeper into these comments to understand the full context. Consider this quote from a renewal win interview: "I actually like \[competitor's\] system a lot better. My Account Manager is pretty much the only reason I renewed. If that person leaves, I will probably leave as well." At first glance, it might seem like you're in a good spot —after all, the customer renewed. However, this feedback reveals a significant risk: the customer’s loyalty is tied almost entirely to one individual. If that account manager were to leave, the customer might follow suit. This highlights the importance of multi-threading your relationships within the account, ensuring that the customer is engaged with multiple people on your team, not just a single point of contact. ### The importance of expansion win interviews Expansion win interviews are particularly valuable because they directly impact Net Revenue Retention (NRR). While growth from new sales is important, the real driver of NRR is often these expansion wins. These interviews provide insight into what is working and what could be improved in your strategy. For instance, in one interview, a customer mentioned their relationship with both the sales and CS teams: "One thing that gets frustrating is that there's always a sales element when we meet. They’re always communicating other products and services, which can be helpful, but it also tends to get a bit old when you just want to have a meeting." As a CS leader, this feedback presents a dilemma. On one hand, the customer did what you wanted—they expanded their use of your products. On the other hand, the constant sales pitch might be wearing thin. The key here is to assess whether this sentiment is consistent across multiple interviews or if it's an isolated case. If many customers express similar frustrations, it might indicate a broader issue that needs addressing. However, if it's a one-off comment, it might not require a significant change in strategy. ### The value of consistent feedback The power of [win-loss interviews](https://www.customersuccesscollective.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/) lies not just in the individual anecdotes but in identifying patterns across multiple interviews. While saving a single customer based on specific feedback is valuable, the real strength of these interviews comes from understanding the bigger picture. Are certain issues recurring across different accounts, or are they isolated incidents? This broader understanding helps you make informed decisions about whether to adjust your approach or continue with your current strategy. By consistently gathering and analyzing feedback through win-loss interviews, you can ensure that your team is not only addressing individual concerns but also staying ahead of potential challenges that could impact your overall retention and expansion efforts. ## The power of unified feedback: Addressing issues as a team One of the most powerful aspects of win-loss analysis is how it unifies the entire executive team, helping us move away from the typical finger-pointing that can occur when things go wrong. It's much like the advice given by marriage counselors: instead of you and your spouse facing off against each other, you should place the problem on the other side of the table and face it together as a team. ### Breaking the cycle of finger-pointing In business, too often we blame each other when things don’t go as planned. Maybe a product feature doesn’t get released on time, and sales blames product, while product turns around and blames sales. It becomes a cycle of finger-pointing that doesn't lead to constructive solutions. With a tool like Clozd, however, the dynamic changes. It places the entire executive team on the same side of the table, with the problem on the other side. The focus shifts to understanding what the customer is saying, and importantly, you can’t argue with the customer’s perspective—if that’s their reality, then it’s your reality too. ### Real customer feedback Consider this feedback from a customer: "\[Company\]'s UI is a dumpster fire. It is a complete disaster. It doesn’t flow, it’s nonsensical. I’ve been in this space for a long time as a systems admin and as a consultant. I’m constantly working in different systems, and they all have some level of parity in how you accomplish things. \[Company\] just seems to think they’re special or something. I don’t know who dreamed up the UI, but it is just horrible." As a CS leader, if you’re dealing with a net retention problem and you see UI being brought up repeatedly in churn interviews, this feedback becomes a powerful tool. You can go to your product team with concrete evidence: "Hey, I know we’ve discussed this before, but I can point to 30 individual deals where UI issues were explicitly mentioned as a reason for not renewing." This isn’t just an isolated complaint; it's a pattern that’s impacting the business. ### Building a non-confrontational case Even in renewal interviews, where a customer might renew for various reasons, if they still mention UI as a negative factor, it adds weight to your argument. The strength of this approach lies in how it enables you to present feedback in a non-confrontational way. Instead of a "he said, she said" situation, you’re bringing clear, customer-driven insights to the table that the entire executive team can rally around. When the customer’s voice is at the center of the discussion, it aligns everyone’s efforts toward improving the product and the customer experience, leading to better outcomes for both the team and the company. ## Challenging assumptions One of the exercises I like to run with our customers is what I call the "What would you have to believe?" game. This thought experiment helps us uncover the assumptions that might prevent a company from implementing win-loss analysis. To decide against win-loss analysis, you'd have to believe several things that are, frankly, unrealistic for most companies: 1. **Perfect execution in your go-to-market strategy** You'd have to believe that there are no underwhelming restaurant meals in your go-to-market motion –that every single playbook you've created is executed perfectly every time. For most of us, this simply isn't the case. 1. **Customers who always speak up** You'd need to assume that your Customer Success Managers (CSMs) are only dealing with people like my wife, Mary – customers who are always willing to speak up, even in a long-term relationship. In reality, it's much easier for customers to voice concerns in a one-time transaction, where the stakes are low and they can leave a review without ongoing interaction. But in a long-term relationship, such as monthly or quarterly business reviews, customers are often reluctant to introduce friction by voicing their dissatisfaction. They might fear that speaking up could negatively affect the service level they receive for the rest of the contract. 1. **CSMs who proactively admit mistakes** You'd have to believe that your CSMs will always proactively admit when they've made a mistake. This is a big ask. How often will a CSM come to you and say, "Just so you know, we lost this deal because I did a terrible job on the QBR"? It's much more common for people to point to external factors like budget or pricing rather than take personal responsibility for a lost deal. 1. **Consistent performance across the CSM team** You'd also have to assume that there are no outliers in your CSM team—that everyone performs consistently, and there's nothing to be learned from variations in performance. Even if you believe this, you'd have to be confident that you're already documenting and sharing insights perfectly across the team, ensuring that everyone learns from each other's experiences. --- For most companies, these assumptions simply don't hold up. We're all busy, and it's difficult to ensure that every insight is captured and shared, every customer speaks up, and every CSM performs perfectly. This is why win-loss analysis is so valuable—it helps bridge these gaps. What Clozd has done is create a system and software applications that allow everyone on the team to go in and review deals on their own. They can learn from the best-performing team members –like our hypothetical "Scott" –by seeing exactly what Scott’s customers say about their relationship with him. This opens up opportunities for discussion, where team members can approach Scott and ask, "I noticed this customer mentioned X, Y, and Z. How did you handle that? What did you do differently?" This kind of insight sharing and discussion fosters a culture of continuous improvement and allows you to run a more effective and cohesive CS team. By using win-loss analysis, you're not just identifying where things went wrong; you're actively learning how to replicate success across your entire team. ## Measuring success: The ROI of win-loss analysis When implementing any strategy, especially one like win-loss analysis, the ultimate goal is to see tangible results. After all, any software or activity needs to be measured against its return on investment (ROI). One of our customers perfectly encapsulated this in a quote I love: "What we've seen is just quarter over quarter, a massive improvement in retention—greater than 10% growth improvement quarter over quarter. I mean, like an actual 10% jump, not just 10 basis points or 10 percentage points, but a real 10% improvement." This kind of result shows that the work we're doing is making a significant impact. It demonstrates that our customers are noticing the attention we’re paying to their problems, and they are responding positively. ### Leveraging interviews for deeper insights Another customer shared a similar sentiment, explaining how they run multiple types of interviews concurrently. They decided to take a closer look at their customer base as a whole, suspecting that there might be at-risk customers they weren’t fully aware of—perhaps because the health score didn’t reflect the true situation. Even for customers who weren't visibly at risk, they believed they could still gain valuable insights by engaging in these conversations. This particular customer conducts a variety of interviews, including new business win interviews, CX or midpoint check-ins, and churn analysis. However, due to budget constraints, they’ve chosen not to interview their entire pipeline. Instead, they use surveys or other lower-cost alternatives for parts of their pipeline, focusing their in-depth win-loss analysis on the most critical segments of the customer journey that impact net retention. ### Identifying critical customer journey stages This approach prompts us to consider our own customer journeys. Is your primary challenge a growth problem, a net retention issue, a lack of expansion, churn, or perhaps downgrades? Identifying where the problem lies within your customer journey is crucial to deciding where to allocate your win-loss interviews. If you have limited resources, consider which customer segments or stages in the journey are most important. Is the highest churn occurring in enterprise, mid-market, or SMB customers? Are there specific regions or verticals where you're seeing more issues, such as healthcare versus tech or manufacturing? By conducting side-by-side comparisons across different industries or segments, you can uncover why you’re winning or churning in different contexts. Approaching win-loss analysis with a curious, inquisitive mindset allows you to gain deep insights into your business. It enables you to make informed decisions about where to focus your efforts, ensuring that your strategies are data-driven and aligned with the actual needs and behaviors of your customers. This kind of targeted, thoughtful analysis is what drives meaningful improvements in retention and growth. ## Turning insights into action When companies conduct win-loss interviews, one of the most critical next steps is creating actionable plans based on the insights gathered. For example, after completing an interview, the team will reach out to the customer and say, "Based on what we heard in this interview, we want to meet with you to discuss the feedback you provided." This isn't just a routine follow-up; it's a proactive effort to address concerns before they escalate. ### Collaborative problem-solving sessions In some cases, companies will organize what they call a "get well" or "win room" session, bringing together multiple departments to collaboratively solve the problem. This could include teams from product, support, sales, and customer success, all working together to figure out how to address the customer’s concerns and improve their experience before it’s too late. This cross-functional approach ensures that the solution is comprehensive and that all relevant stakeholders are involved in the process. One of the surprising outcomes of this process is the goodwill it generates among customers. As one of our clients mentioned, "The goodwill we've seen from our customers is incredible. Partnering with Closed and investing in this area shows our customers that we genuinely care about them and are committed to their success." This kind of investment demonstrates to customers that you're not just passively collecting feedback—you’re actively using it to make tangible improvements. It shows that you value their input and are willing to invest significant resources to ensure their satisfaction. ### Overcoming internal resistance Initially, there can be some resistance, particularly from sales reps, who may feel protective of their deals. They might worry that these interviews could disrupt or jeopardize their hard-won relationships. This concern is understandable; after all, sales reps are deeply invested in their customers and want to avoid anything that might rock the boat. However, CS reps tend to be more open to collaboration. They’re used to working closely with other departments, such as support and product, to solve customer issues. Even so, both sales and CS reps share a common trait—they care deeply about their customers. This shared concern can be leveraged to gain buy-in for the win-loss interview process. ### The value of an unbiased third party One of the key advantages of bringing in an unbiased third party—whether it’s someone from Product Marketing or an external vendor—is that it gives customers a safe space to speak up. It allows them to express their true feelings and concerns without worrying about damaging their relationship with the primary point of contact. This process encourages customers to be more like Mary (who speaks up when something is wrong) rather than Brady (who might stay quiet to avoid conflict). By giving them a microphone, you provide them with the opportunity to share what's really on their mind, which can be invaluable for making improvements that matter. Ultimately, this approach not only helps in identifying and addressing issues before they lead to churn but also strengthens the relationship between you and your customers. It shows that you are committed to their success and are willing to go the extra mile to ensure they are happy and satisfied with your services. ## The changing landscape of win-loss analysis I know many of you are thinking, "Brady, I barely have enough time for my current responsibilities, let alone adding something new." And you're right —most of us are busy leaders with limited bandwidth. However, there’s a crucial shift happening in the realm of win-loss analysis that I want to highlight, and it's something worth your attention. One of the most significant trends we've observed in our 2023 [State of Win-Loss Report](https://www.clozd.com/state-of-win-loss) is the shift in who owns win-loss analysis within organizations. Over the last three years, there's been a notable change in ownership from being solely in the hands of product or executive teams to being more centered within revenue teams—specifically sales and CS. While marketing might still handle the day-to-day execution, it's the sales and CS teams that are increasingly holding the budget and steering the strategy around win-loss analysis. When I talk about "owning" win-loss analysis, I mean the responsibility for deciding what types of interviews to conduct, how to act on the insights, and determining what really matters to your business. Regardless of who technically owns the process, the ultimate goal is the same: achieving meaningful outcomes that drive business success. Another critical trend is the transition from win-loss programs being project-based or department-specific to becoming ongoing, cross-functional efforts. This shift is reflected in the chart on the left, which shows a significant increase in cross-functional win-loss programs from 2020 to 2023. What does this shift look like in practice? Typically, one department might sponsor the day-to-day aspects of the program, but the real magic happens in regular cross-functional collaboration. For example, you might have monthly executive roundtables where each team reviews the last 10 deals to identify common trends and themes. Or, you might look at the data quarterly, analyzing insights from, say, 35 renewals to spot shifts in customer behavior or preferences. These discussions are crucial for driving executive strategy, ensuring that decisions are informed by real, up-to-date insights from your customers. ### The power of broad access to win-loss insights [![Win-loss analysis requires cross-functional support](https://lh7-rt.googleusercontent.com/docsz/AD_4nXeL0257SggZti41JAV_8bxqfyqD4UBTxqAitcp1WwN_iZsrkALtsJem0bDZ0mOQ4rSs7oV5x0k0Ox98Og-Q3OtNI_PpWJZHOcEPCUq6hdkDT50NJyxbKpcudS2cqVaXYQS1NN1VNTV-lTQSDM3A98WhcD9f?key=sp6LdnbspLldxin5xbtt3A)](https://customersuccesscollective.com/using-win-loss-analysis-to-drive-net-retention) The chart on the right of the image above demonstrates the impact of giving more employees access to win-loss insights. The vertical axis shows the percentage of employees with access to these insights, while the horizontal axis reflects the percentage of companies that saw an improvement in win rates in 2023. The trend is clear: the more people within your organization who have direct access to why you are winning and losing deals, the better your overall outcomes. When employees can explore the data for themselves—testing their hypotheses and learning directly from the insights—they become more engaged and better informed. This broad access leads to a deeper understanding across the company, reducing the need for top-down explanations and allowing for more organic learning and adaptation. By embracing these trends—shifting ownership to revenue teams, making win-loss programs cross-functional, and giving broad access to insights—you can ensure that your company remains agile, informed, and ready to succeed in a competitive market. ## Implementing and leveraging win-loss analysis I want to touch on one final, but crucial, aspect of win-loss analysis. I've mentioned the different types of interviews you can conduct and how to choose which deals to analyze. However, the most challenging and often overlooked part is what you do after you've gathered all this valuable information. The real challenge in win-loss analysis isn't just about conducting interviews—it's about what happens next. Once you've conducted a great interview, what do you do with that information? How do you ensure that it gets used effectively to drive change within your organization? This is where intentionality becomes key. ### Storing and sharing insights You need a solid strategy for storing and sharing the insights you gather. Having a centralized repository where this information is accessible to everyone in the company is crucial. This enables broad access to the insights, allowing employees across departments to review and learn from the data. But access alone isn't enough. You must also have regular follow-up meetings where teams come together to discuss the findings and decide on concrete actions. ### Accountability at the executive level One of the trickiest parts of the process is ensuring accountability at the executive level. After gathering insights from win-loss analysis, it’s essential to have mechanisms in place to hold executives accountable for addressing the issues that arise. This might involve setting up regular check-ins or review sessions where the team discusses progress on implementing changes based on the feedback. This area has seen significant advancements, thanks to new software tools in the win-loss space. These tools can help automate parts of the process, making it easier to track actions, assign responsibilities, and monitor progress—reducing the workload on your end and ensuring that the insights don’t just sit idle. ### Options for implementing win-loss analysis If you believe your company could benefit from win-loss analysis, there are multiple paths you can take: 1. **Running it internally:** While time-intensive, running win-loss analysis internally can be highly effective if done correctly. It allows for greater control over the process and direct integration with your internal teams. 2. **Outsourcing:** If internal resources are stretched thin, outsourcing win-loss analysis is a viable option. There are many tools and services available that can handle the heavy lifting, from conducting interviews to analyzing data and presenting actionable insights. Finally, if you’re considering implementing win-loss analysis and need to convince your CFO or other stakeholders to approve the budget, focus on demonstrating the potential ROI. There are various metrics and case studies you can use to build a compelling case, showing how win-loss analysis can drive improvements in retention, win rates, and overall customer satisfaction. Win-loss analysis is a powerful tool, but its value is only realized when the insights it generates are effectively used to drive change. By being intentional about how you store, share, and act on this information, and by leveraging the latest tools to streamline the process, you can ensure that your win-loss program delivers real, measurable results for your company. Whether you choose to run it internally or outsource it, the key is to start with a clear plan and the commitment to follow through on what you learn. ### Risks and rewards of AI tools in customer success [Video] URL: https://www.customersuccesscollective.com/risks-and-rewards-of-ai-tools-video/ Last updated: 2024-10-21T11:00:35.000Z ## Looking for more on AI? [AI and automation in customer successWhen applied correctly, automation, automation, and AI-enabled customer success will open up additional prospects in the future to transform the CS landscape completely.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveLaura Lakhwara![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_automation.jpg)](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/) [Will AI kill customer support as we know it?Regardless of industry vertical, it’s the question on everyone’s mind: Will my job still be here in 20 years, or will it be replaced by AI? The long and short of it is no, AI won’t wipe out customer support managers and customer service agents.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/09/AI-.jpg)](https://www.customersuccesscollective.com/will-ai-kill-customer-support-as-we-know-it/) [Beyond the Bot: AI in Customer Success eBookIs AI a bit of a mystery to you? Something you’ve seen hyped a lot about on LinkedIn, but you’re not too sure how it affects your customer success role. If this is the case, you’re in the right place.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/10/CSC_AI_Playbook_Blog--1--1.jpg)](https://www.customersuccesscollective.com/beyond-the-bot-ai-in-customer-success-ebook/) ### How to deliver an impactful customer education strategy URL: https://www.customersuccesscollective.com/how-to-deliver-an-impactful-customer-education-strategy/ Last updated: 2025-12-03T18:56:34.000Z A well-executed customer education strategy can empower customers, reduce churn, and enhance the overall customer experience. This article will explore the key components of an effective [customer education](https://www.customersuccesscollective.com/customer-education-program-frameworks/) strategy, including: - Understanding your audience's needs - Designing relevant content - Leveraging the right delivery channels - Measuring success ## Understanding your audience's needs As with any customer strategy, you’ll want to begin by [segmenting your customers](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/) based on their needs, experience levels, and goals, from which you can develop detailed customer personas. This setup may be a more lengthy process but is worth putting the time into in order to tailor education content effectively. Conduct surveys, interviews, and data analysis to identify these common challenges and objectives. Then you’ll have the data and information you need to align your education efforts with these specific pain points and desires for different customer segments. ### Types of learning preferences and styles Knowing which parts your customers need support in is all well and good, but the other factor you mustn’t scrimp on is *how* you present this information. People [learn in different ways](https://www.customersuccesscollective.com/vetted-educational-content-frameworks/), so any education strategy worth anything will take these different styles into account. Here are the main four: - **Visual** \- A mode of learning where students rely on graphic aids to remember and learn material. - **Auditory** \- Where people learn best by listening and speaking. - **Written** \- Learners who find writing, reading articles, and taking notes to be most helpful. - **Kinesthetic** \- A learning style that involves movement and touch to process information. Kinesthetic learners often prefer to be active participants rather than observers, valuing practical information over theoretical concepts. Incorporating various formats into your education paths to accommodate these different styles is vital. ***Note:** **Make sure to also take into consideration things like cultural and regional differences in learning styles, especially if you’re catering to an international audience.* ## Content mapping and curriculum development The next stage is to ensure that you’re building a curriculum that aligns with the total [customer journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) of your products - from onboarding to advanced usage. While many customer education strategies focus on building up a strong onboarding system, you can’t leave your customers hanging once they get a hang of the basics. If your product has a steep learning curve and specialized functions, you’ll have to account for both within your education pathways. Make sure you’re also prioritizing producing content that addresses key use cases and common challenges. - What makes your product different from others on the [market](https://www.customersuccesscollective.com/customer-market-research/)? - How does your product appear at first glance? Is its user interface pretty self-explanatory or will new customers need a tour through the site? - What unique features might customers miss, or have trouble getting to grips with? - Is there a unique use case for more niche segments that you can produce content for? And when you’ve identified the most important pathways to document, this is where the different learning types come into play. Create a mix of content formats to cater to different learning preferences. Here are some examples: - **Visual** \- Mind-maps or flow charts, videos, or photo essays. - **Auditory** \- Podcasts, audio guides, videos, or even music! - **Written** \- Data analysis, blogs, or documentation. - **Kinesthetic** \- Simulation role-playing, real-life problem-solving, or hands-on projects. ***Note:** **Make sure to offer a few ways to consume the information at each stage. If you’ve got a written step-by-step guide, perhaps include a link to a video, or a downloadable visual that explains the same thing.* Throughout all of this, make sure that you are checking each piece of content produced not only fits in with these styles, but is concise, clear, and actionable for your customers. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/01/CSC-course-in-article-banner-ad.jpeg) ](https://certified.customersuccesscollective.com/p/customer-success-metrics-certified-masters) ### Incorporating real-world scenarios While we’ve put this in the kinesthetic style of learning, every learner will get used to seeing real-life scenarios of what they’re trying to achieve. This is where things like real customer success stories, case studies, and examples truly shine. Seeing this information conveyed through their fellow customers not only improves the validity of your educational resources, but also makes the content more relatable and impactful. Finishing your learning modules but providing templates or guides to encourage customers to apply the learned concepts to their own use cases is a great way to ensure what they’ve learned actually sticks. ## Leveraging the right delivery channels ### Selecting the appropriate platforms Now that you know the kinds of learning pathways you want to produce, and the content involved in each one of them, you’ll then want to find the perfect place to house them. There are a few ways to do this: #### Existing customer platforms Perhaps the simplest is to look at **platforms that already exist (e.g., LMS, in-app guidance, community forums)**. Be aware though that some of these may not be completely suitable for your strategy as a whole. As they’re already pre-existing you may have to contend with processes or habits that have already been set up without your input. #### Product integration We mentioned this one earlier, but a hands-on approach that’ll suit most learning styles is to **integrate the educational resources directly into the product itself**. This is most relevant for SaaS services, but integrating a guided system for first-time users is a great learning tool. The downside of this approach, is that it will require a lot of cross-functional collaboration with product teams, and may take longer to integrate into the product as a whole. And while tours of your product are great for first-time users, veterans of your product may be left hung out to dry without the education to develop the more advanced uses of your product. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2022/07/CS-Scoop-ad.jpeg) ](https://www.customersuccesscollective.com/customer-success-newsletter/) ### Self-service vs. assisted learning After taking into account all the different customer segments and learning styles within your customer base, you’ll discover pretty quickly that people still learn at different rates. Even the most perfect customer education strategy can’t be left without monitoring and [support](https://www.customersuccesscollective.com/the-complete-guide-to-how-customer-support-customer-success-and-product-development-work-together/). Make sure your education strategy has the best chance possible by building a system that balances self-service resources (like blogs and on-demand videos) with assisted learning. This can be something like one-on-one sessions customers can book onto, or monthly live webinars. Another way to [personalize](https://www.customersuccesscollective.com/harness-technology-for-scalable-and-personalized-customer-engagement/) the experience for your customers is to provide clear optional pathways for customers who prefer guided learning versus those who favor self-paced education. Personalization also comes into effect for those who need content in different languages and other accessibility needs: - Deaf customers will need the inclusion of subtitles or sign language interpreters. - Those with dyslexia may need customization options to change the color of website backgrounds. - Those with ADHD may like the option to increase the playback speed of your videos. ***Note:** *Ensuring all customers have* ***equal access** *to learning resources is the key to making your educational pathways truly impactful for every member of your audience.* ### Consistency and coherence across different channels One key thing to remember is that regardless of your education implementation, be it on an external or internal platform, your resources must be consistent. Don’t just leave one learning platform to go by the wayside on an external platform, but continue updating it internally. Consistency is key to ensuring customers feel supported throughout their entire learning journey. Mitigate this as much as possible by implementing a feedback loop to gather input from customers. Make sure to regularly update content to reflect new product features, customer needs, and industry trends. **Looking to nab a bit of education yourself?* We've got a variety of in-person and online courses available right now for you.* [View all courses](https://learn.customersuccesscollective.com/courses?%5Fgl=1%2Aze5k42%2A%5Fgcl%5Fau%2AMTIwMTQ1NTMzMS4xNzIwNDUyMTA1%2A%5Fga%2AMjA0NTgwMzEyMS4xNjUwMzc5Mzkx%2A%5Fga%5F22G4GQN2VY%2AMTcyNDMyMzcxNi4xMjcuMC4xNzI0MzIzNzE2LjYwLjAuMA..) ### How to break through the C-suite barrier and get buy-in URL: https://www.customersuccesscollective.com/c-suite-buy-in/ Last updated: 2024-10-24T10:43:28.000Z Breaking through to the [C-suite](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/) in any business function is often regarded as the ultimate milestone. The [C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) isn’t just a group of top executives sitting around a boardroom table; they’re the architects of a company's vision and the driving force behind its customer experience initiatives. Their decisions shape the strategic direction, influence critical resource allocation, and determine the success of your company’s [customer-centric](https://www.customersuccesscollective.com/customer-led-growth/) efforts. For [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) and [customer success leaders](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/), forging strong connections with the C-suite isn’t just beneficial – it’s mission-critical. It’s the key to driving transformative change and securing long-term success in customer experience and success endeavors. In this article, I’m going to explore: - Why the C-suite is so important - The challenges of getting the support of the C-suite - Building bridges to the C-suite ## Why the C-suite is so important The importance of the C-suite in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) cannot be overstated. These executives have the power to champion a [customer-centric](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) mindset throughout your entire organization. By setting the tone at the top and emphasizing the importance of putting the customer first, [C-suite executives can create a culture](https://www.customersuccesscollective.com/how-to-build-a-culture-that-values-customer-interaction-in-plg/) that prioritizes customer success. This alignment between the C-suite and the customer success team is essential for driving sustainable growth and ensuring that the customer’s needs are at the forefront of all decision-making processes. One of the key reasons why the C-suite is so important in customer success is its ability to provide the necessary **resources and support**. This includes allocating budget, staffing, and technology resources to enable the customer success team to effectively engage with customers, drive [retention](https://www.customersuccesscollective.com/customer-retention/) and [loyalty](https://www.customersuccesscollective.com/customer-referrals/), and achieve business outcomes. Without the backing of the C-suite, customer success initiatives may struggle to gain traction and deliver the desired results. But it doesn’t stop there. The C-suite is in a unique position to provide invaluable insights and strategic direction to the customer success team. By working closely with the C-suite, customer experience and customer success leaders can ensure that their initiatives are aligned with the company's overall strategy and goals. This alignment is crucial to gain the support and buy-in needed to drive lasting change and achieve long-term success in customer experience. ## The challenges of getting the support of the C-suite Most people usually face a variety of challenges when trying to reach their organization’s C-suite. One common challenge is the lack of understanding and appreciation for the [value](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/) that customer experience and customer success bring to the overall business strategy. ### 1\. Understanding the value of customer experience and success Many C-suite executives who don’t come from CX and CS backgrounds may not fully grasp the importance of customer retention and loyalty in driving long-term growth and profitability. Unfortunately, as a result of this misalignment, customer experience and success leaders must work even harder to educate their colleagues on the critical role they play in the success of the organization. ### 2\. Customer success is hard to measure and quantify Another challenge is the difficulty of measuring and quantifying the impact of customer success efforts on the bottom line. Unlike more traditional departments like sales or marketing, customer success can be erroneously viewed as a cost center rather than the revenue generator it is. Understanding the significance of new logos? Sure, tangible revenue targets are much easier to compute – everyone understands the value of new business. But showing the value in a well-oiled onboarding process and vetted ROI framework, and linking that to retained customers and ARR? That’s the tricky part. This can make it challenging for customer experience and success leaders to demonstrate their value in concrete terms to the C-suite. CSMs can overcome this challenge by tracking key performance indicators (KPIs) that tie their work directly to business outcomes. ### 3\. Siloed departments Getting through to the C-suite can often be compounded by this commonplace problem: siloed working. CX and CS can struggle with breaking down silos within their organization that prevent effective collaboration with other departments. To deliver a seamless and cohesive customer experience, it’s crucial to work closely with sales, marketing, product development, support, and other teams. However, organizational barriers and competing priorities can make it difficult to establish strong cross-functional relationships. To address this challenge, CX and CS leaders must proactively seek out opportunities for collaboration and communication with other departments. ## Building bridges to the C-suite Developing strong relationships with C-suite executives is crucial for any CSM looking to break through the barriers and gain access to the highest levels of decision-making within an organization. These relationships can open doors, provide valuable insights, and help drive strategic initiatives that are aligned with the company's overall goals and objectives. To build these relationships, it is important to approach them with a constructive mindset and a genuine desire to collaborate and add value. ### 1\. Understand the C-suite’s priorities and challenges One key aspect of developing strong relationships with C-suite executives is to understand their priorities and challenges. By taking the time to listen and learn about what matters most to these leaders, CX and CS leaders can tailor their approaches and solutions to meet their needs and address their pain points. This shows a level of empathy and understanding that can go a long way in building trust and credibility with top-level decision-makers. ### 2\. Demonstrate value Another key factor in building relationships with C-suite executives is to demonstrate value and results. When you highlight the impact of CS initiatives on key metrics such as revenue growth, customer retention, and overall business performance, executives will see the tangible benefits of collaborating closely with customer success. This helps to establish credibility and establish a track record of success that can lead to further collaboration and partnership. **Craft compelling value propositions** Communicating value propositions effectively is crucial for CX and CS leaders looking to get C-suite buy-in. To effectively convey the value of your products or services to C-suite executives, it is essential to clearly articulate how your offering can address their specific pain points and add value to their organization. This requires a deep understanding of the challenges and goals of the C-suite audience, as well as a strong grasp of your own value proposition. When communicating your value proposition to C-suite executives, it is important to focus on the benefits and outcomes that your solution can deliver. Avoid getting bogged down in technical details or jargon that may not resonate with your audience. Instead, highlight the tangible results that your offering can help them achieve, such as increased revenue, improved efficiency, or enhanced customer satisfaction. One effective strategy for communicating value propositions is to tailor your message to the individual needs and priorities of each C-suite executive. By taking the time to understand their specific challenges and goals, you can position your offering as a valuable solution that can help them achieve their objectives. This personalized approach demonstrates that you have done your homework and are genuinely invested in helping them succeed. In addition to tailoring your message, it's also important to use compelling storytelling techniques to engage and persuade C-suite executives. By presenting real-world examples, case studies, and testimonials that demonstrate the impact of your solution, you can make a more convincing argument for why they should invest in your offering. Stories have the power to evoke emotion and connect with your audience on a deeper level, making it more likely that they will see the value in what you are offering. ### 3\. Proving your worth with data Leveraging data and metrics is essential to demonstrating success to the C-suite. CX and CS leaders must understand the importance of using data and metrics to highlight the impact of their efforts on the bottom line. By effectively utilizing data, customer success teams can provide concrete evidence of their value to the organization and secure buy-in from senior leadership. I touched on this earlier in this article when discussing the challenge of quantifying customer success, but one of the best ways to prove the value of your customer success or experience function is via **tracking your KPIs** and making sure they’re directly tied to your organization’s goals. When customer success teams measure metrics like customer retention rates, customer satisfaction scores, and upsell and cross-sell opportunities, they can provide tangible evidence of their impact on the company's overall success. These metrics can be used to create compelling reports and presentations that clearly demonstrate the value that customer success brings to the organization. Another important aspect of leveraging data and metrics is the ability to identify trends and patterns that can inform strategic decision-making. Through analyzing data over time, customer success teams can identify areas of opportunity for improvement and make data-driven recommendations for how to better serve customers and drive business outcomes. This proactive approach to data analysis can help customer success teams stay ahead of the curve and continuously improve their processes and strategies. CX and CS leaders should also focus on aligning their data and metrics with the broader goals of the organization. By connecting their efforts to key business objectives, customer success teams can clearly demonstrate how their work contributes to the overall success of the company. This alignment can help build credibility with senior leadership and ensure that customer success initiatives are seen as vital to the organization's success. --- ## Wrapped up The C-suite is important and there are a number of challenges in the way of getting that much-needed buy-in for CS and CX. However, by leaning in on data and aligning your KPIs with the overall goals of the C-suite and your wider organization, you can secure the support needed to drive meaningful change. Building strong relationships with C-suite executives, communicating value propositions effectively, and continuously improving your strategies are essential steps in this journey. Embrace this journey with confidence and let your passion for customer success guide you. ### Enhance customer retention with data-driven onboarding URL: https://www.customersuccesscollective.com/customer-retention-data-driven-onboarding-video/ Last updated: 2025-03-17T18:12:41.000Z ### Learn more Enjoyed this video ? Why not check out some related reading 👇 [Onboarding for retention & revenueI believe it’s easier to get at what customer onboarding should be by identifying frankly, what it shouldn’t be. The sophistication and comprehensiveness of each organization’s onboarding motion exists somewhere on a spectrum.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDominic Constandi![](https://images.unsplash.com/photo-1605165566807-508fb529cf3e?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDJ8fG9uYm9hcmRpbmd8ZW58MHx8fHwxNjE5NTk3MzM3&ixlib=rb-1.2.1&q=80&w=2000)](https://www.customersuccesscollective.com/onboarding-for-retention-revenue/) [5 simple strategies to drive customer retentionIt’s a universal (albeit crudely put, we’ll admit) truth of capitalism: businesses want more customers. While going after new customers is critical for expansion, you certainly don’t want your existing customer base to go AWOL.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/11/Chess-strategy.jpeg)](https://www.customersuccesscollective.com/5-simple-strategies-to-drive-customer-retention/) [8 ways client onboarding can improve customer lifetime valueWhen it comes to measuring success for a SaaS company, it’s crucial to look at several different metrics to get a comprehensive understanding of what’s working well and what isn’t.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGUIDEcx![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/09/Untitled-design--1---2-.jpg)](https://www.customersuccesscollective.com/8-ways-client-onboarding-can-improve-customer-lifetime-value/) ### How to give your team constructive feedback URL: https://www.customersuccesscollective.com/give-your-team-constructive-feedback/ Last updated: 2026-03-06T07:36:29.000Z The ability to provide constructive feedback to your team is an important skill that any [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) leader must master if they’re to build and retain a high-performing team. So, "How do you do this," you ask? In this article, I'll walk you through a foolproof, step-by-step process to delivering [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) that will motivate your team and cultivate a culture of continuous improvement within your organization. ## Step 1: Decide if this feedback is necessary Asking for, or providing, constructive feedback is a great way to feed a growth mindset and continuously improve and hone your craft. However, great feedback is one that actively helps a person to grow and is actionable. ### Scenario 1: Addressing isolated incidents 💡 ****Picture this:** A member of your team is five minutes late for a meeting. They’re usually always on time, except in this instance; it seems to be an anomaly. You consider asking them to wait behind or bring up the importance of timekeeping in their next one-to-one (1:1). ### Scenario 2: Managing recurring issues 💡 ****Picture this:** You have an employee in your team who’s regularly late for meetings. This isn’t the first time, so you've decided that you need to discuss this with them in their next 1:1\. There’s a clear, identifiable pattern of behavior that needs to be addressed. In the following steps, we can discuss how you can approach providing this feedback to your employees in a constructive and useful manner. [Leading customer success teams | CS SchoolIn this episode, Richard shares his wealth of experience in developing winning strategies, building and motivating top-notch teams, and nurturing customer relationships that lead to business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/02/Richard-Convery-CS-School.001--1---1-.jpeg)](https://www.customersuccesscollective.com/leading-customer-success-teams-cs-school-richard-convery/) ## Step 2: Effective planning for delivering constructive feedback Finding an appropriate time to deliver feedback is key. If urgent, this feedback must be provided as soon as possible. You may even need to schedule a specific meeting for this purpose. However, if it can wait, you can use the next one-to-one meeting you have scheduled. ### Understanding how your team members best receive feedback Before the meeting, it is worth reflecting on how you believe this individual best receives feedback. I always like to ask this question directly to any new starters in my team, so I can ensure I deliver feedback in a way that is best received. Sometimes, it can be hard to answer a question like that on the spot. To help them, I’ll change the way I frame the question, such as “Tell me about a time when you received negative feedback in a way you didn't appreciate”. People often find it easier to recall negative situations, so, if we flip that experience, we can see how they like to receive feedback. Next, I like to think about the personality of the person I’m delivering the feedback to, and how I think I could phrase it to make the experience as comfortable for everyone involved, while also being direct and ensuring the sentiment gets delivered appropriately. Here’s an example of what this would look like. [How you’re demotivating your team and how to stopFew things are as costly and disruptive as managers who kill motivation. It’s said that “people don’t leave jobs; they leave managers” and the stats back this up: 70% of an employee’s motivation is influenced by their manager, according to Gallup.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveChloie Brandrick![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/03/Screen-Shot-2022-03-16-at-15.15.19-1.jpg)](https://www.customersuccesscollective.com/how-youre-demotivating-your-team-and-how-to-stop/) ### Scenario 3: Tailoring feedback for defensiveness and sensitivity 💡 ****Picture this:** You have an employee who seems to get defensive when you provide feedback that they perceive as negative. In this scenario, it’s useful to understand a little bit more about the personality of the person you need to provide feedback to. In my team, I take great pride in taking the time to deeply understand their individual personalities and nuances, what is important to them, and how they like to receive feedback. This has created a very open and transparent environment where trust is the very essence of our team dynamic. While this is something we all should strive for, I appreciate it’s not always possible. If you have a large team, how do you ensure that you can add the personal touch when managing them? I like to ask all my team to complete a personality test, such as 16 Personalities. Some don’t always subscribe to the idea that these are useful, but I've had team members who have loved the insights they provide – and it certainly gives me a head start in trying to get to know them too! Sometimes, it is simply trial and error, finding what works for you and for them. Should you wish to address this matter directly, I’d prepare some notes on exactly why you’re providing this feedback today, and why you feel it is important and give them actionable ways to improve this. [Strategies for successful leadership: The new manager’s cheatsheetThe first foray into leadership is always a pivotal moment in anyone’s career, a culmination of years of hard work and dedication. However, like most of life’s new milestones, all too quickly, it becomes the beginning of a brand-new journey – often within a very short timeframe.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveJulien Le Terrien![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/05/Untitled-design--51-.jpg)](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/) In my experience, if you wish to address something directly I would prepare by noting the following points: - Your aim is to ensure that everybody's time is respected. - You believe that they are a respectful member of the team. - As such, you would hope and expect them to showcase this in their actions, by attending all meetings on time, where possible. - If you are to be late to a meeting, please have a valid reason and let the meeting scheduler know ahead of time. If you decide that their personality is better suited to a softer approach, you could plan to mention in the next group meeting something to the effect of: - You have noticed several team members have been late for various meetings recently. - While you appreciate that sometimes this is unavoidable, it is a show of respect for people’s time, to attend meetings on time, where possible. - You know that everyone in this meeting has respect for one another and their time, so let’s show it with our actions. - If you are to be late to a meeting, please have a valid reason and let the meeting scheduler know ahead of time. - Ask for confirmation that everyone understands why this is important and commits to do better going forward. This may have an effect of the individual who has recently been persistently late, to reflect on their current conduct, and hopefully improve going forward. If you do not see an improvement, I would then move to the direct approach. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/06/CSC_-Membership_CTA_Banners_2.png)](https://www.customersuccesscollective.com/pro-plus-membership/) ## Step 3: Delivering feedback with clarity and impact It’s important that when delivering feedback, the receiver understands the following things: 1. Why you are providing the feedback 2. The feedback itself 3. What your expectations are off the back of this feedback ### Do’s and don’ts for providing feedback that drives improvement **Do’s:** - Adopt a professional but friendly tone. - Allow the individual to come to their own conclusion by asking open questions such as “How do you think our meeting went today?”/ “How could the meeting have gone better today in your opinion?” This allows the person to reflect and come to the realization on their own. - Check that the feedback is understood by asking them to reconfirm what you have just told them. - Ask them how they feel about the feedback they have received and what feedback they have for you. This shows you, too, are open to feedback. - Ask them what steps they think they need to take to action the feedback just received - Confirm with them when you will next check in on this. - Thank them for their time. **Don’ts:** - Make the feedback generic – this could leave it open to interpretation and confuse the receiver. - Adopt a combative tone – this can make someone defensive and shut them off from truly hearing the feedback. - Single people out in group settings and criticize publicly – this could lead someone to feel shameful and embarrassed. - Talk *at* them. Keep the dialogue open with a good level of back-and-forth. --- By thoughtfully assessing the need for feedback, carefully planning your approach, and delivering it with clarity and empathy, you can foster a culture of continuous improvement and mutual respect. Remember, effective feedback is not just about addressing issues – it's about empowering your team to grow and succeed together. --- ## Like this article? If you're after more leadership content like these pearls of wisdom, you can find more transformative insights in our Leadership Accelerator Program. [Get Leadership certified](https://learn.customersuccesscollective.com/customer-success-leadership-accelerator) ### Customer success strategy template URL: https://www.customersuccesscollective.com/customer-success-strategy-template-framework/ Last updated: 2026-07-27T14:35:35.000Z ## What is a customer success strategy template? A customer success strategy template is a guide designed to help you create a tailored strategy for ensuring long-term customer satisfaction and success. This template lays out a clear structure for identifying objectives, setting goals, and implementing actionable plans that align with customer needs and business outcomes. ## What’s inside the template? The [customer success strategy](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/) template is packed with the essential elements needed to build a robust customer success plan, including: 1. **Objective** – A concise statement outlining the desired outcomes of the customer success efforts, ensuring clear alignment with business goals. 2. **Goal(s)** – Quantifiable targets to measure the success of the strategy, whether through customer retention rates, satisfaction scores, or financial performance. 3. **Strategies** – Detailed recommendations on where to focus customer success efforts, including segmentation analysis, product or service prioritization, and customer engagement methods [(high-touch/low-touch)](https://www.customersuccesscollective.com/the-ultimate-guide-to-high-touch-and-low-touch-engagement-models/). 4. **Measures** – Clear metrics to track progress and ensure the strategy is moving in the right direction, allowing for continuous optimization. ### How to use the strategy template 1. **Customize for your business** – Begin by personalizing the template with your business name, objectives, and specific customer success goals. 2. **Define clear objectives and goals** – Outline where you want your customer success strategy to take you, both qualitatively and quantitatively. 3. **Segment your customer base** – Identify the key customer segments that your strategy will focus on, and define the approach for each. 4. **Track and adjust** – Use key [customer success metrics](https://www.customersuccesscollective.com/customer-success-metrics/) to track progress, and adjust the strategy as needed to ensure customer satisfaction and business alignment. ## Download your customer success strategy template ![Customer success strategy template](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/10/Customer-success-strategy-template.png) [Customer Success strategy templateCustomer Success strategy template.docx1 MBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/10/Customer-Success-strategy-template.docx "Download") [Customer Success strategy templateCustomer Success strategy template.pdf58 KBdownload-circle](https://www.customersuccesscollective.com/content/files/2024/10/Customer-Success-strategy-template.pdf "Download") [Customer Success strategy templateCustomer success strategy template Date \[insert\] Customer success strategy for \[insert Business Name\] This is to outline the customer success strategy, \[for information/ for approval\]. The strategy is strategically solid because \[insert reason\] and financially sound based on \[insert dat…![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/kix-favicon-2023q4-7.ico)Google Docs![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/AHkbwyKWpd9EpGTFjgZkY8akrxJ0zyEleQlW0aWmRmq_kgOLsdAXcGsPRRYt5eIdbfKHX3AVFFTXw-eoWVmylPPY8tyDDixQqNPd7J2-SULJ32zyvUmZpxO3-w1200-h630-p)](https://docs.google.com/document/d/1d9lJCZot5IgUI1xcahk4CMOalMr68U8bNVl6ldozRPo/edit) _This post is for subscribers only._ ### Who owns customer renewals? URL: https://www.customersuccesscollective.com/who-owns-customer-renewals/ Last updated: 2025-08-27T11:02:14.000Z Has [social media](https://www.customersuccesscollective.com/how-to-boost-your-customer-retention-with-social-media/) improved human connections? Can we really say video killed the radio star in our golden age of [podcasting](https://www.customersuccesscollective.com/podcasts/)? Is it ever okay to wear socks with sandals? The world is full of age-old questions that continually spark, often heated, debates. But to tap into one of the biggest quandaries of the [SaaS](https://www.customersuccesscollective.com/what-is-saas/) zeitgeist… **who should own customer renewals?** Should it be [sales](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/)? [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/)? [Account management](https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/)? Or perhaps a specialist renewals role? Understanding the nuances of this question is important as establishing the best avenue for your business could have a dramatic impact on your annual recurring revenue (ARR). But when asking if customer successteams own renewals, it can get pretty divisive. It’s a dilemma for a good reason and one we explore in this article. ## Farm, don’t hunt There’s been a huge movement in the customer success space since Guy Nirpaz’s seminal book, *Farm Don’t Hunt*(2014), flooded our bookshelves. The central thesis of Guy’s argument is that traditionally in business, the “hunters” are the people who go out and try to secure new business opportunities. Whereas the “farmers” are those who take care of nurturing the client relationships to secure a renewed contract or account growth through [upsells](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) or [cross-sells](https://www.customersuccesscollective.com/cross-selling/). Guy believes that companies should focus on building a [customer-centric](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) culture and leveraging customer success as a strategic growth driver, rather than relying solely on the pursuit of new logos. Ultimately, data has shown that farming ([retention](https://www.customersuccesscollective.com/customer-retention/)) is far more economical and reliable from a growth perspective than hunting ([acquisition](https://www.customersuccesscollective.com/customer-retention-vs-acqusition/)). > “The cost of acquiring a new customer can be as much as five times higher than retaining an existing one.” You’ll have probably seen this statistic do the rounds over the past few years, and for good reason – it’s true! There isn’t an infinite number of prospects out there, especially if you have a niche business model and target audience. Companies cannot function on new sales alone. Much like our hunter-gatherer ancestors once discovered, hunting can only take you so far. Establishing a settlement to build upon your current assets is the more sustainable approach. To escape the very real threat of extinction in an overly competitive market, businesses need to focus on retaining their current customer base (through renewals) and growing it (through upsells and cross-sells). ## Accountability Whoever’s responsible for this delicate and revenue-defining moment in the customer journey needs to be held accountable. **Tarek Seth, Senior Customer Success Account Manager at Microsoft,** noted during a panel discussion at Customer Success Festival New York 2023: > “One thing that needs to be established, regardless of what process you decide to go to, is there needs to be a defined owner in terms of the responsibility." Clearly defining who owns renewals is crucial because it assigns responsibility, ensuring there’s accountability for managing the renewal process effectively. Without a defined owner, there could be confusion or [gaps in the process](https://www.customersuccesscollective.com/bridging-relationship-gaps-with-customers-by-leveraging-customer-success-principles/), leading to missed opportunities or [customer churn](https://www.customersuccesscollective.com/customer-churn/). [Does customer success get a commission for expansion revenue?Are customer success teams – who are bringing in revenue growth via account expansion for upselling, cross-selling and renewals – being compensated with a commission on these sales?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-197.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Do-Customer-Success-Managers-get-a-commission-for-expansion-revenue--1.png)](https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/) ## The case for who should be responsible for renewals In a lot of companies, the responsibility for renewals will depend on the maturity of the organization. Typically, in smaller, less mature companies, there will be fewer resources and departments may be doubling up on responsibilities and wearing many different hats. For example, [customer success](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/) may take on support jobs, or account management; digital marketing might oversee an overwhelming breadth of channels; or sales could look after delegate sales, sponsorship, and even account management. Similarly, product managers might find themselves involved in [customer research](https://www.customersuccesscollective.com/customer-market-research/) or even basic development tasks. In [tough economic times](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/) where bagging new logos are few and far between, the demand for ensuring successful renewals is paramount. Understanding who’s responsible for handling a customer’s renewals, and therefore a good portion of revenue account expansion (NRR, ARR, or MRR), puts the owner in a unique position. One of the constant battles customer success teams face is the difficulty in tangibly [tying revenue to their work](https://www.customersuccesscollective.com/how-do-you-prove-the-value-of-customer-success/). Unlike sales teams with clear [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) , customer success often struggles to quantify its impact on a company’s bottom line. Being responsible for renewal revenue proves the value of customer success in a whole new light. But unfortunately, there isn't a black-and-white answer to the question of who should own renewals. There are, however, a number of qualified candidates for owning the renewal process: sales, customer success, or account management. Let’s explore the different models of renewal ownership: ### Situation #1: Sales own renewals Sure, sales could do the job. They’re certainly well-versed in the art of commercial relationships, specifically knowing how to negotiate tricky deals and [high-stake enterprise clients](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/). After all, they’re the ones who’re closing the deals in the first place! #### Length of sales cycle A lot of times, renewal responsibility will boil down to the complexity of the sales cycle, and how long it’s taken to [nurture the relationship](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) from prospect through to customer. If it’s taken your sales team a considerable amount of time to build the relationship and win the deal, it doesn’t make much sense to pass the baton to someone less qualified. This is especially true if your company doesn’t have the appropriate infrastructure (read: no customer success or dedicated renewals teams). Leaving sales as the primary contact for the customer ensures continuity and leverages the trust and rapport already established. Another point to raise is targets. Sales teams are *notoriously* driven by revenue targets, and having them own renewals aligns their incentives with the company’s financial goals. This can lead to more aggressive and successful renewal strategies. #### Stay in your lane! For many who work in customer success, sales are the embodiment of, well… *sales*. Of money, revenue. Whereas customer success teams are value-led and are preoccupied with ensuring their conversations with clients are strictly about the value of your products and services, not focused on that sweet, green bill. Under this model, sales would own new logos, sales expansion, and renewals, leaving customer success to focus on [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/), enhanced [product usage](https://www.customersuccesscollective.com/product-usage-metrics/), and [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/). (In this situation, there’s no account management team.) #### Counter case Sales teams are generally focused on closing deals rather than nurturing ongoing customer relationships. This can lead to a transactional approach to renewals, where the focus is on securing the contract and recurring revenue rather than ensuring the customer’s long-term success. Such an aggressive approach could alienate customers if [value](https://www.customersuccesscollective.com/amplify-your-customers-success-with-value-led-frameworks/) isn't at the core of the renewal conversation. If sales teams are responsible for both new business and renewals, they may become overstretched. This could dilute their focus, potentially leading to lower success rates in both areas. ### Situation #2: CSMs own renewals The second option would be for customer success to own [renewals](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/) and [expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). This is where the conversation gets divisive. Renewal is a crucial stage in the customer journey; a company’s ARR hangs in the balance, after all. The stakes are high. The sensitivity of the situation means that some people are skeptical that [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) possess the necessary skill set and commercial finesse to complete the renewal. However, CS teams are in a unique position. They know the customer inside out. They’ve been with them since onboarding, since the welcome email. For a lot of companies, their enterprise and strategic accounts are introduced to customer success [before the sale takes place](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/). This tactic is not uncommon and is a highly strategic move to enforce the company’s dedication to the prospect’s success with its product. When CSMs own renewals, the focus remains on what is best for the customer's interests, rather than purely on revenue growth. CSMs are dedicated to understanding (and meeting) the customer’s needs, ensuring that the renewal process is aligned with the customer’s long-term success, not just short-term sales targets. This is what's referred to as a customer-centric approach that [builds trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and [loyalty](https://www.customersuccesscollective.com/how-to-turn-happy-customers-into-loyal-brand-advocates/), a critical foundation for securing renewals. Under this model, sales are purely focused on new logo acquisition, and customer success is in charge of value realization, enhanced product usage and adoption, *plus* renewals and expansion. #### But *do* customer success teams own renewals? This year, we surveyed hundreds of customer success professionals to see what the current customer success landscape looks like and who’s responsible for what in 2024\. These valuable insights formed the fourth edition of the [**State of Customer Success report**](https://www.customersuccesscollective.com/state-of-customer-success-report/), holding up a mirror to how CS is being conducted and what the current sentiments surrounding CS. - **49.5%** of customer success teams are responsible for all expansion: upselling, cross-selling, and renewals. - Only **11.8%** of customer success teams are solely responsible for renewals. [![Source: The State of Customer Success 2024](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/01/Does-customer-success--1--2.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-report/) Source: **The State of Customer Success 2024* Our research shows that nearly two-thirds of global customer success teams are responsible for renewals. ### Situation #3: Account Managers own renewals **Emily Garza, Head of Customer Engagement at Unit21,** suggests a **“**divide and conquer” strategy between customer success and account management, where the “CSM does all of the work leading up to that successful outcome, and the account manager comes in and does the negotiation and paperwork." In this situation, Account Managers, or Account Executives (AE), are responsible for renewals and expansion, leaving sales to focus on new logo sales, and customer success to drive value and product usage and adoption. With account management owning renewals, the position of CSMs as the customer’s “trusted advisor” remains intact, and the account manager acts as a hybrid between sales and customer success. In fact, this is precisely what account management is designed to do – focus on revenue generation. Customer success may be in the position to provide incomparable customer insights, but they’re primarily concerned with long-term value creation. They’re typically tasked to enhance the customer experience for sustained loyalty and long-term revenue generation. Account Managers, on the other hand, are revenue-led, with the end goal of keeping high-value clients happy and dealing with the financial aspects of renewals, up-selling and cross-selling. [Customer Success Managers vs. Account ManagersThey’re both two job titles that float around every business and both seem related, right? But it’s not just a case of rebranding; Customer Success Managers (CSMs) are not Account Managers re-packaged for technology industries like Software as a Service (SaaS).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/2.png)](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) ### Situation #4: A specialist renewals role As your organization grows, you might consider moving the transactional parts of the renewal to a specialized renewals rep. A dedicated renewals team can manage this workload more efficiently, ensuring that every renewal is given the attention it needs. This specialization also allows for the development of streamlined processes and best practices that can be scaled as the company grows. This allows CSMs to focus on their consultative role, ensuring the customer’s success, while the renewals managers handle negotiations, paperwork, and other logistical tasks related to renewals. However, it should be noted that introducing a specialist renewals role can create confusion about responsibilities between sales, AEs, CSMs, and the new renewals team. Clear delineation of roles and effective communication is essential to avoid overlapping duties or gaps in customer management. In smaller companies, dedicating resources to a specialized renewals team is not likely to be feasible from a financial perspective. The cost of hiring and maintaining a renewals team might outweigh the benefits, particularly if the volume of renewals doesn't justify the expense. In addition to this counterargument, specialist renewals managers might become too focused on the mechanics of renewal, potentially neglecting the broader relationship dynamics that CSMs or AEs might better manage. This could potentially lead to renewals being handled in a more transactional manner, which might not resonate well with customers who expect a more holistic approach they’ve been used to with their CSM. [A practical guide to customer renewals | Mel EnglishWhat happens when your customer’s subscription comes to an end? You want to continue that amazing relationship with the customer. This led us to ask, “How should you navigate the renewal process?”![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/07/CSC_School_Podcast_Speaker_--1-.png)](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) ## Have we got a final answer to this SaaS conundrum? As we've seen, there's no one-size-fits-all answer. It's a delicate balancing act that depends on your company's size, structure, and stage of growth. Whether it's sales, customer success, account management, or a specialist renewals team, the key is to have a clear owner and a coordinated effort across departments. What companies get wrong time and time again is that renewals aren't just about maintaining revenue. Yes, money is exchanged, and yes, but they're about *nurturing* relationships, *delivering* value, and *fostering* long-term growth. Renewals are way more give than take. So, whoever owns renewals needs to embody the "farmer mentality." They should be cultivating customer relationships, nurturing growth, and harvesting the fruits of customer success. After all, in the world of SaaS, your existing customer base is your most fertile ground. This is your call to take a good look at your organization. Who's best positioned to tend to your customer crop? Who can balance the art of relationship-building with the science of commercial savvy? *They're* your renewal owner. ### How to drive continuous sales? Integrate sales and CS [Video] URL: https://www.customersuccesscollective.com/integrate-sales-and-cs-video/ Last updated: 2024-10-21T10:48:03.000Z ## Looking for more on sales? [An ex-sales perspective on creating a customer success teamI consider myself a reformed salesperson. That’s not to disparage sales, but I always wanted a little bit more, so after nine years in sales, I made the leap into customer success (CS). Since then, I’ve had incredible opportunities to build CS teams from the ground up.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveMark Higginson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/Screen-Shot-2023-03-27-at-22.52.46--1-.jpg)](https://www.customersuccesscollective.com/an-ex-sales-perspective-on-creating-a-customer-success-team/) [Aligning sales with post-sales to drive customer lifetime valueIt’s an all-too-common complaint among customer success leaders that while they’re trying desperately to drive retention, their sales counterparts have a single-minded focus on short-term wins. If that sounds familiar, fear not!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveNieves Canada![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/02/Screen-Shot-2023-02-10-at-15.25.48.png)](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/) [Essential sales skills for customer success managersI’m going to talk you through some methodologies and best practices to help you make sales skills part of the customer success toolkit.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveMark Higginson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/11/premium_photo-1664201890468-74a27ce2ce31--1--1.jpeg)](https://www.customersuccesscollective.com/why-sales-skills-need-to-be-a-part-of-every-csms-tool-kit/) ### Hiring and developing the best customer success team [VIDEO] URL: https://www.customersuccesscollective.com/hiring-and-developing-the-best-customer-success-team-video/ Last updated: 2025-03-17T17:14:26.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [Hiring and developing the best customer success teamWhether you’re building out your customer success team for the first time or looking to take an existing one to new heights, these strategies and principles will help guide you on your journey.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveFinlay Clark![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Untitled-design--48-.jpg)](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) [The blueprint for building an elite customer success teamYour customer success team is the beating heart of the customer experience, so building a high-performing customer success operation must be a top priority for any customer-centric organization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveAmy Oilman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Untitled-design--5-.jpg)](https://www.customersuccesscollective.com/the-blueprint-for-building-an-elite-customer-success-team/) [How to get hired in customer successNowadays, it’s not just about possessing the “right” skills; it’s about understanding the nuances of communication, change management, and personal branding.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveRomiel Noumbissi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Untitled-design--10-.jpg)](https://www.customersuccesscollective.com/how-to-get-hired-in-customer-success/) ### Customer experience vs. user experience: Why the difference matters URL: https://www.customersuccesscollective.com/customer-experience-vs-user-experience/ Last updated: 2024-09-20T11:03:20.000Z [Customer experience](https://www.customersuccesscollective.com/customer-experience-research/) (CX) and user experience (UX) are two facets of the overall interaction and engagement customers and users have with a brand or product. Sure, both of these terms sound like they’re cut from the same cloth, but they’re interestingly pretty distinct. Did you know [86%](https://www.superoffice.com/blog/customer-experience-statistics/) of buyers are willing to pay more for a great customer experience? And that for every $1 invested in UX, companies see a [return of $100](https://www.forrester.com/report/The+Six+Steps+For+Justifying+Better+UX/-/E-RES117708) – that’s an ROI of 9.9K%! You might feel like knowing these definitions will only take you so far; isn’t it just a straightforward case of X=1, Y=2? Understanding the distinction between CX and UX is crucial for business success because being able to differentiate between the two puts your business leagues ahead of its competitors. It allows businesses to deeply understand their customers' needs and preferences, and deliver an experience that meets and exceeds their expectations across all touchpoints. In this article, we’re going to shed some light on: - What CX is - What UX is - Key similarities between CX and UX - Key differences between CX and UX - How the customer journey and UX compare - How to make CX and UX work together ## What is customer experience? If you think about every interaction your customer has with your company – every touch point, every message – it all contributes to your customer’s perception of your company. *This* is customer experience. It involves looking at your customer’s journey holistically and considering the cumulative impact of their every interaction with your company. From their initial awareness stage right the way through to purchase and post-sale. Whenever we refer to customer experience, we’re addressing the entirety of the customer journey and how each interaction, no matter how small, contributes to their overall perception and satisfaction. Companies need to be aware that every single interaction prospects and customers have with their brand elicits an emotional reaction in some shape or form. Your marketing updates, customer support tickets raised and in-app messaging all add to the melting pot of customer experience, either positively or negatively. ### What contributes to customer experience? There are many ingredients that form a customer’s experience which effect the overall flavor of their satisfaction: customer service, product quality and brand perception. **Customer service:** Customer service, customer support and customer success are the foot soldiers of a company’s customer experience efforts. High-quality customer service includes responsive, empathetic, and knowledgeable interactions that resolve issues quickly and effectively. It plays a crucial role in shaping a customer’s overall perception of a brand. **Product quality:** The quality of the product or service you offer is fundamental. A product that consistently meets or exceeds customer expectations contributes positively to their experience. Poor product quality, on the other hand, can lead to dissatisfaction, even if other aspects of the CX are strong. **Brand perception:** There’s nothing worse than signing up for a service or buying a physical product and finding that it not living up to your expectations. It can be incredibly frustrating and disappointing to feel you’ve been missold a product. A strong, positive brand perception can enhance customer loyalty, while a negative one can detract from the overall experience. Brand perception can also be influenced by communication from the company via marketing channels. If the tone of voice and messaging seems inconsisteht with your expectation of the company, you can end up with unsatisfied customers. ![Hai Vu](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Hai%20Vu.jpeg) #### [ Hai Vu](https://www.linkedin.com/in/michelle-wideman-66a763/) ###### ex-Client Success Director at Ipsos "People will trust your brand if their experience is in line with what you promised. But there is a gap of people who say they saw “this” advert and actually their experience was way worse." ### Ensuring a human touch in customer experience As businesses' use of AI and digital technologies increases, a greater emphasis should be placed on ensuring the human experience doesn’t suffer. When customers are faced with digital interfaces and AI-driven interactions, it's crucial to maintain a human touch. ![Hai Vu](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Hai%20Vu.jpeg) #### [ Hai Vu](https://www.linkedin.com/in/michelle-wideman-66a763/) ###### ex-Client Success Director at Ipsos “82% of the top performing companies say that their phenomenal customer experience is due to the fact they pay attention to the human experience, and they match their digital offerings to that." ### Why customer experience is critical There’s no denying it: we live in a world *saturated* with products and solutions claiming to make our lives easier. We have millions of brands vying for our attention, it can be hard to distinguish who’s genuinely offering a helpful product. But this is where customer experience comes in. An elite customer experience can transform the perception of your product and company to the front of your customer’s mind. If your company is looking to boost its customer acquisition, foster loyalty, improve engagement, and drive revenue, it needs to start delivering exceptional customer experiences. But how do you do this? Through connecting with your customers in personalized and memorable ways. [Customer experience in crisis: Resilience and reputationManaging customer experience is an integral part of maintaining and enhancing brand reputation. This article looks at reputation management.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveTisa Sinclair![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/03/Customer-experience-in-times-of-crisis---Resilience--resolution--and-reputation-management.jpg)](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) ## What is user experience? When we refer to user experience, we typically mean the way a user experiences and interacts with your product in relation to its usability. Is it convoluted to use? Is it streamlined? User experience matters tremendously. Nobody using your product is going to hang around for long if it’s riddled with bugs, is poorly planned, hard to read, or “sticky” in any way. When considering your overall UX, the typical four elements to consider are: - Ease of use - Speed - Functionality - Design User experience is largely associated with tech – think websites, apps, software, computers, etc. One of the reasons for this association is that UX can be tracked across the digital touchpoints of tech: clicks, time spent on page, navigation paths, and user behavior can all be measured and analyzed in real-time. This wealth of data allows UX designers to continually refine and optimize the digital experience. However, it's important to note that UX isn't limited to just digital products. It applies to any product or service with which a user interacts. **But what’s the goal of user experience?** To ensure that the product is intuitive, efficient, and enjoyable for the user. The primary aim is to enhance user satisfaction by improving the usability, accessibility, and pleasure provided in the interaction with the product. For example, the UX of a coffee machine includes how intuitive its buttons are, how easily it can be cleaned, and even how it looks on your kitchen counter. The difference is that in non-digital contexts, gathering UX data often requires more traditional research methods like surveys, interviews, and observational studies. So while UX is most commonly associated with tech due to the ease of data collection and the rapid iteration possible in digital environments, its principles apply across all types of product and service design. The goal is always the same: to create a seamless, enjoyable, and effective experience for the user, regardless of whether that's happening on a screen or in the physical world. ## Key differences between customer experience vs. user experience Customer experience (CX) User experience (UX) Scope Encompasses all customer interactions with the brand across multiple touchpoints and channels. It includes pre-purchase research, sales process, customer service, and post-purchase support. Focuses specifically on how users interact with and experience a product or service, particularly digital interfaces like websites or apps. Audience Targets all customers and potential customers throughout their entire journey with the brand, from awareness to advocacy. Primarily concerns end-users or consumers of the product or service, focusing on their direct interactions with the offering. Goals and objectives Aims to create a positive overall impression of the brand, foster loyalty, and drive long-term business success through improved customer relationships. Seeks to enhance product usability, efficiency, and user satisfaction, often with the goal of increasing adoption and reducing user frustration. Metrics and measurement Typically measured by broader business metrics such as customer satisfaction (CSAT), net promoter score (NPS), customer effort score (CES), and customer retention rates. Often evaluated through more specific metrics like task completion rate, time-on-task, error rate, and user satisfaction surveys specific to the product or interface. Timeframe Considers the entire customer lifecycle, from first awareness of the brand to long-term loyalty and advocacy. Generally focuses on discrete interactions or sessions with a product or service. Design Takes a holistic view, considering how all touchpoints work together to create a cohesive brand experience. Concentrates on the details of specific interactions, often employing user-centered design methodologies. Responsibility Often involves multiple departments including marketing, sales, customer service, and product development. Typically falls under the purview of digital design and product development teams. Understanding these differences allows businesses to effectively allocate resources and strategies to improve both CX and UX, recognizing that while distinct, they are interconnected and both crucial for overall business success. ### Why does the difference matter? When you blur the lines between CX and UX, you risk missing out on valuable insights that could revolutionize your marketing and branding. Imagine promising your customers a diamond ring but producing costume jewellery – they’re not going to be happy. But that's what happens when your brand message doesn't align with the actual experience. You’re setting yourself up for a major fall. [Map out your customer journey and become a customer-centric brandThe customer journey is typically a visual representation of a user’s journey with an organization, and how they interact with it at various points over time and across channels.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveAmie Stephens![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/06/photo-1476973422084-e0fa66ff9456.jpeg)](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) ## Customer journey vs. customer experience vs. user experience Let’s talk about the customer journey. You might be thinking, “What’s the difference betweeh ‘customer experience’ and the ‘customer journey?’” The customer journey refers to the specific *path* a customer takes with your brand and product. It refers to every single touch point and interaction they take along the road. These are the five steps that typically comprise the customer journey: - Awareness - Consideration - Purchase - Retention - Advocacy However, during this journey, two things are constantly at play: customer experience (CX) and user experience (UX). They're like the GPS and the car you're driving – both crucial for a smooth ride. CX is like the overall perception of your journey. It's about how the brand makes you feel from start to finish. Did the brand in question give you a good first impression during onboarding? Was customer service helpful when you needed them? That's all CX. UX, on the other hand, is more about the specific mechanics of using the product or service. It's like how comfortable your experience was, or how easy it is to use the product. [Elevating customer experiences with tailored journeysSuyog Gandhi, Director of Customer Success at Salesforce, unravels strategies and approaches for personalization.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveSuyog Gandhi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/12/Elevating-customer-experiences-with-tailored-journeys.jpg)](https://www.customersuccesscollective.com/elevating-customer-experiences-with-tailored-journeys/) ## How customer experience and user experience work together Customer experience and user experience are often seen as two sides of the same coin. While CX is the overall perception customers have of a brand across multiple channels and departments (like marketing, sales and customer support), UX is focused on the user’s day-to-day interaction with a specific product or service – how easy and engaging it is. They sound similar but they’re actually talking about entirely different things. They complement each other by ensuring that every customer interaction is not only functional and easy to use but also leaves a positive impression, creating a seamless and cohesive experience. The reason the difference between CX and UX is so important is the way UX informs CX. If your UX is subpar, it’s going to impact your overall CX. Think of UX as a foundation on which CX can flourish. If the foundation is cracked, crumbling and full of weeds, there’s no way the structure of CX can grow and withstand over time. Think of customer experience as big-picture thinking. It goes beyond product development, marketing, sales and customer success. It takes into account not only the product’s usability (the UX) but the broader context of how the customer feels about the brand, including their interactions with customer service, marketing, and more. A strong UX enhances the overall CX by ensuring that each touchpoint is satisfying and contributes to a positive impression. By working together and sharing data and insights, both CX and UX teams can create unforgettable experiences that'll keep customers coming back and even recommend you to their friends, colleagues and peers. [Collaborate, create and disrupt to elevate the customer experienceCustomer success isn’t just a metric; it’s an ethos that guides transformative interactions and leaves lasting imprints on our clients. In SaaS, it’s the genuine, creative, and strategic engagement with clients that distinguishes a brand.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveKarim Hambach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/08/Untitled-design--17-.jpg)](https://www.customersuccesscollective.com/elevating-customer-experiences-through-efficient-collaboration-creativity-and-disruptive-practices/) ### Collaboration example: Customer feedback loops Let’s imagine you’ve just launched a new product, seemingly without a hitch. It’s time to report how the launch technically went. UX and CX can come together with their various pools of feedback – from both users of the product and the customers who bought the product. Your UX team may want to focus on technical usability factors, but the CX may want to look at the overall customer sentiment. By collaborating, this allows for a comprehensive understanding of how the product is performing, leading to more targeted improvements that enhance both usability and customer satisfaction. ### Real-life brand examples For example, let’s take Amazon. Its website and app are designed with a laser focus on UX, assuring its users can easily discover new products and buy them without a hitch. Not only this, its customer support is easy to source. But here’s where Amazon is a cut above the rest: its CX strategy is unparalleled, including same-day and next-day delivery, consistent delivery updates, uncomplicated returns, and outstanding customer service. --- ## Looking for more insights like this? If you're looking to learn more about how to maximize your customer experience insights, check out our [Customer Experience Summit](https://events.customersuccesscollective.com/location/cxsanfrancisco)October in San Francisco on Octover 24 and tap into a wealth of experienced CX leaders. [Register today](https://events.customersuccesscollective.com/location/cxsanfrancisco) ### First impressions matter: Elevating your onboarding experience URL: https://www.customersuccesscollective.com/elevating-your-onboarding-experience/ Last updated: 2025-10-13T09:01:22.000Z *This article is based on a presentation given by Mike at our Customer Success Festival in Las Vegas, 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- Empowering your customer success team through effective onboarding is crucial for driving customer satisfaction and reducing churn. My experiences at companies like Oracle, Mitek, and others have provided me with valuable insights into the transformative power of a robust customer onboarding program. In this article, I'll share my proven strategies and practical steps for elevating your onboarding process. From engaging executive sponsors and journey mapping to defining success metrics and leveraging data analysts, you'll learn how to create a seamless and efficient onboarding experience. By the end, you'll understand how to reduce churn, enhance operational efficiency, and foster stronger customer relationships through a well-executed onboarding strategy. ## Understanding customer onboarding So, what is [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/)? To me, customer onboarding is distinct from implementation. In many companies I've been a part of, the focus is primarily on implementation without considering the broader picture. Implementation often involves connecting the technical aspects —talking to the development teams and getting the systems up and running. However, other crucial components are frequently overlooked. These components include training, enablement, and executive alignment. Additionally, expectation setting is typically left to the [Customer Success Manager (CSM)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/). The process usually follows a pre-sales cycle: you sign the contract, implement the solution, and suddenly, there are wild expectations. It then falls on the CSM to manage these expectations and explain that things might not work exactly as anticipated. This part of the job can be particularly challenging. Defining verified outcome scorecards and change management are also critical aspects. Change management, in particular, is becoming, if it isn't already, one of the most significant roles a CSM plays. Working with customers to navigate and embrace these changes is essential for their success. [Your complete guide to customer onboardingOnboarding greets us in new jobs, schools, apps, and devices. This process of training and orientation enables smooth transitions. But what makes for quality customer onboarding? Let’s explore the art and science behind integrations that stick.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_customer-onboarding--1---1-.jpg)](https://www.customersuccesscollective.com/customer-onboarding/) ## The customer journey: From contract signing to achieving value I’ve outlined a timeline that illustrates the customer journey, starting a little before contract signing and extending through the go-live phase to the point where value is achieved. Defining both "time to live" and "time to value" is crucial. Many companies I've worked with track the time to live and treat it as the finish line. They celebrate prematurely, thinking that getting one production transaction through signifies success. They then hand the process over to the CSM, which often leads to problems requiring reimplementation. It's vital to view [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding-checklist/) as encompassing not just those small milestones within the larger process but continuing until real value is achieved. This could mean first value or ongoing value tracking, but it certainly extends beyond the go-live date. One common mistake companies make is treating the go-live date as the end of customer onboarding. Various teams and roles are involved in this journey: 1. **Sales team**: The sales team is engaged up to the contract signing. Afterward, their role becomes more secondary, stepping in when necessary, such as for contractual matters or upselling opportunities. 2. **Customer onboarding manager**: This is a specialized role distinct from the CSM. Not every CSM makes a good onboarding manager —I know I wouldn’t have. Once you find the right individual for this role, their sole focus should be on onboarding customers. They ensure that the transition from signing to achieving value is smooth and effective. 3. **CSM**: The CSM steps in after the customer starts realizing value. Their job is to maintain and grow this value over time. 4. **Implementation manager**: Also known as a solutions architect or similar titles, this role is more technical, working closely with development teams to ensure the implementation is successful. Understanding these roles and their contributions at different stages is essential for a seamless customer onboarding experience. Each role has its unique responsibilities, and their coordinated efforts ensure that the customer not only goes live but also achieves sustained value from the product. ## Why focus on customer onboarding? We've established that [customer onboarding](https://www.customersuccesscollective.com/10-best-practices-to-nail-for-seamless-customer-onboarding/) is much more than just implementation. So why should we focus on it? Consider this: $138 billion is lost each year due to avoidable customer churn, and 23% of that [churn is attributed to bad onboarding](https://www.customersuccesscollective.com/high-churn-rate-look-to-your-customer-onboarding-process/). There’s also an operational efficiency component to consider. Over the past year, customer success teams have been under increasing pressure to be more operationally efficient, and this trend is expected to continue. We have to manage more customers, often doubling our customer load. Effective onboarding can make this possible. When customers are onboarded correctly, they are handed over to CSMs in great shape, with standardized processes and clear expectations. This allows CSMs to manage their increased load more effectively, taking over after the customer has achieved value. Leading causes of customer churn include poor onboarding, weak customer relationships, poor customer service, and difficult user experiences. A proper onboarding program can address, mitigate, or even fix all of these issues. From my experience as a CSM, I dealt with these challenges firsthand. As I moved into leadership roles, these were the same issues I heard from the field. Proper customer onboarding can transform these pain points into strengths, ensuring a smoother journey for both the customer and the team managing them. By focusing on customer onboarding, we can reduce churn, improve operational efficiency, and build stronger customer relationships. This investment pays off in more manageable workloads for CSMs and better outcomes for our customers. ## Identifying key stakeholders in customer onboarding One of the main reasons I wanted to focus on customer onboarding stems from my experience at a company called Mitek. I joined MyTech as a director in 2017 with the aspiration of becoming a VP. To achieve this, I needed to demonstrate my ability to add value not just to the CS functional leaders but to the broader leadership team as well. This led me to focus on onboarding. There are numerous significant [stakeholders](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) who care about onboarding. [Financial planning and analysis](https://www.financealliance.io/what-is-financial-planning-and-analysis/) (FP&A) and accounting teams are particularly interested because they need to know when they can recognize revenue. Typically, these teams have little visibility into customer progress during onboarding. They might ask informally, but there’s no centralized dashboard showing all onboarding customers, tracking their progress to go live and achieve value within expected timelines. Stakeholders who care about onboarding: 1. **FP&A and accounting**: These teams want visibility into customer progress to accurately forecast and recognize revenue. Without a proper onboarding program, they often lack this insight. 2. **Sales**: The sales team is deeply invested in the success of onboarding because it directly affects customer satisfaction and future upsell opportunities. 3. **Executive leadership team (ELT)**: The ELT, especially the CFO, cares a great deal about onboarding. Over the past year, CFOs have become increasingly pivotal in leading companies. Solving onboarding challenges for the CFO and the CEO can significantly enhance your career prospects. Every company I’ve worked with has struggled with onboarding. Despite the many activities and individuals involved, it remains an area fraught with inefficiencies and high costs. However, by focusing on onboarding, we can streamline these processes, reduce costs, and ensure a smoother, more effective customer journey. Focusing on customer onboarding is not just about improving the customer experience. It’s about aligning with key stakeholders across the organization, from finance and sales to the executive team. [A CSM’s guide to multithreading across stakeholdersA multifaceted strategy is about creating a web of connections that not only supports but also strengthens the customer journey. Christina’s tenure at LinkedIn has taught her the irreplaceable value of building robust relationships with various stakeholders.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveChristina Parra![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Untitled-design--8---2-.jpg)](https://www.customersuccesscollective.com/multithreading-across-stakeholders/) ## The customer onboarding playbook ### Step 1: Journey mapping The first step I take in any new role is journey mapping. This has been my practice in all three of my previous positions. My key tip here is to avoid journey mapping in-house. Instead, bring in a third party. I've used ESG twice and highly recommend them. They spend about two months on the process, conducting 15 meetings with 25 people across different functions to map out the entire customer journey, from pre-sales to renewal or churn. Confirming the journey map with customers is crucial —having a third party interview the customers to validate your assumptions is invaluable. ### Step 2: Pre- to post-sales handoff This step is critical and often not executed well. It’s essential to have a smooth transition from sales to customer success. Ensure that the salesperson and sales engineer participate in the handoff meeting. Leadership support is vital to ensure this step is done correctly. ### Step 3: Define success metrics Define success metrics and create a verified outcomes scorecard. Ideally, this starts during the pre-sales phase with value discovery and continues post-sales with regular check-ins. Customers need to confirm their desired outcomes, which should be measured in every business review with a scorecard that clearly defines green, yellow, and red customers. ### Step 4: Health scoring Create a system to define green, yellow, and red customers during onboarding. At MyTech, we used a data analyst to track customers’ phases, expected go-live dates, and progress toward value. This health score should be based on objective metrics rather than subjective assessments. ### Step 5: Time to live and time to value Clearly define and track both time to live and time to value. This helps in setting accurate expectations and measuring progress. ### Step 6: Invest in an onboarding solution Investing in a customer onboarding solution is crucial, though it can be a hard sell. I recommend GuideCX and Rocketlane. These tools provide valuable health dashboards, internal communication aids, and automation features, including escalations to ensure accountability. ### Step 7: Develop agenda and content Work with your marketing or customer education team to develop onboarding content. This is particularly important if your customers are new to your domain. Providing them with the necessary context and education helps them understand what they’re trying to achieve with your product. ### Step 8: Identify expectation gaps Identify and address expectation gaps between successful and unsuccessful customers. For example, at MyTech, we discovered that customers expected 99% accuracy in identity verification, while we were delivering about 50%. Such discrepancies need to be clarified during onboarding. ### Step 9: Specialized onboarding managers Hire specialized onboarding managers. Not all CSMs are suited for onboarding, and having dedicated experts can make a significant difference. Jay Nathan, a well-known customer success expert, advocates for specialized roles within customer success, including onboarding managers and data analysts. ### Step 10: Simplify customer interaction Ensure that customers do not need to understand your internal org chart to get things done. They should have a single point of contact and experience a seamless, low-effort process. Regularly check in with customers to confirm that this is the case. By following this playbook, you can create a robust customer onboarding process that sets the stage for long-term success. Proper onboarding not only improves customer satisfaction and retention but also enhances operational efficiency and aligns with the needs of various stakeholders within the organization. ## Maintaining executive contact post-onboarding Once you get past the onboarding phase, reconnecting with the customer's executive sponsor becomes incredibly challenging, if not impossible. However, during the pre-sales phase, executives are highly engaged, so I take advantage of this early period. I get introduced to the executive sponsor right away and have a direct, upfront conversation with them. For instance, at Mitek, I had such a conversation with Goldman Sachs. We established mutual accountability: I held them accountable for following best practices, and they held me accountable for delivering results. When Goldman Sachs wasn't adhering to our best practices, I made a call to their vice president. I informed her that her team was not following the recommended practices and that, as a result, their go-live results would not be optimal. She appreciated the heads-up and was already prepared to allocate resources for phase two when the initial results were subpar. This level of communication is crucial during onboarding, as it sets the stage for ongoing collaboration and problem-solving. Internal communication is another critical aspect. I believe everyone in the company should know how our customers are doing, especially during onboarding. To facilitate this, I implemented a weekly customer meeting open to all employees. We used systems like Gainsight and Catalyst to manage these meetings. A pre-read was sent out ahead of time, and the CEO’s participation encouraged broad attendance. These weekly meetings served as a valuable platform for CSMs to communicate the status of onboarding customers. The consistent internal communication ensured that everyone was on the same page and aware of any issues or successes. This transparency helped foster a company-wide understanding and commitment to customer success. Lastly, securing your own data analyst is crucial. In my experience, relying on shared resources can be frustrating and inefficient. Having a dedicated data analyst on the team allows for better tracking and analysis of customer onboarding progress, providing the necessary insights to make data-driven decisions. Engaging with executive sponsors early, maintaining open and consistent internal communication, and leveraging dedicated data analysts are all critical components of a successful customer onboarding process. These practices ensure that both your team and the customer’s team are aligned, accountable, and prepared for long-term success. ### How to improve your emotional intelligence (EQ) with Jenelle Friday [Video] URL: https://www.customersuccesscollective.com/emotional-intelligence-jenelle-friday-video/ Last updated: 2024-11-20T13:57:22.000Z ## More resources [Busting the myths of empathy and accessibility | Niina MajaniemiLet’s face it: the wonderful world of B2B is filled with a lot of technical terms, and the customer success field isn’t immune. Even though words like “empathy” and “accessibility” appear simple, everything isn’t quite what it seems. It’s time for a second look.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/CS_School_Niina_Majaniemi.001--1-.jpeg)](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) [Why customer empathy is the key to building trustEmpathy is a critical skill. By putting ourselves in the shoes of our customers, customer success managers can better understand frustrations or roadblocks customers may be facing.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGuru Bhat![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/08/Untitled-design--15-.jpg)](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) ### The fundamentals of customer onboarding URL: https://www.customersuccesscollective.com/fundamentals-customer-onboarding-video/ Last updated: 2025-03-17T18:04:13.000Z ### Learn more Enjoyed this video ? Why not check out some related reading 👇 [Your complete guide to customer onboardingOnboarding greets us in new jobs, schools, apps, and devices. This process of training and orientation enables smooth transitions. But what makes for quality customer onboarding? Let’s explore the art and science behind integrations that stick.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_customer-onboarding--1---1-.jpg)](https://www.customersuccesscollective.com/customer-onboarding/) [11 steps to building a flawless customer onboarding checklistAn onboarding checklist is your dream ticket to ensuring a consistent, smooth, and standardized process that doesn’t miss a beat.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_checklists.jpg)](https://www.customersuccesscollective.com/customer-onboarding-checklist/) [How to onboard new customers (the right way)Onboarding new customers are one of the activities a Customer Success Manager (CSM) has to do with varying degrees of regularity.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveArtem Khalilov![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/09/pexels-mabel-amber-128299--1---1---1-.jpg)](https://www.customersuccesscollective.com/onboard-new-customers-like-you-mean-it/) ### Essential customer advocacy metrics your team must track URL: https://www.customersuccesscollective.com/customer-advocacy-metrics/ Last updated: 2025-04-01T10:18:52.000Z Steering through the tricky terrain of [customer advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/) is all about mixing a bit of gut feeling with some serious number-crunching. I've been around the block a few times as a [customer success leader](https://www.customersuccesscollective.com/8-winning-tips-for-stellar-customer-success-leadership/), running into all sorts of challenges and wins along the way. These journeys really honed my ability to balance a personal touch with a focus on the stats, and I'm looking forward to sharing these insights with you. Picture yourself as the conductor of an orchestra, where each musician's contribution is essential to the overall performance. In the grand concert hall of [customer advocacy](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/), every interaction plays a crucial role, akin to the individual notes that come together to form a harmonious melody. The metrics we use are not just numbers on a page; they're the musical score that guides the orchestra, ensuring that each note resonates with precision and grace to create a captivating experience for our audience—our valued customers. [Redefining customer advocacy with Haig Kingston, OpenBlendDo your customers rave about your brand to friends and colleagues? They should! Turning satisfied customers into loyal advocates is essential today. Yet most companies drop the ball when it comes to post-sale customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/02/Haig-Kingston.jpg)](https://www.customersuccesscollective.com/redefining-customer-advocacy-haig-kingston/) ## Customer satisfaction score (CSAT): The resonance of emotions ### What is customer satisfaction score? [Customer satisfaction scores](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) (CSAT) offer a direct insight into customer sentiments by capturing immediate reactions—it's an accurate gauge of their contentment. Enhancing these metrics requires deep empathy to ensure each dialogue resonates perfectly with our clientele. CSAT is pivotal as it often reflects the first impression customers share post-interaction. ### How to elevate customer satisfaction score To enhance customer satisfaction, it's crucial to **engage empathically** by actively listening and understanding the emotions behind customer concerns, not just the words they express. **Replying considerately** is equally important, as each interaction should be treated as a unique experience, with responses that reflect genuine appreciation and provide thoughtful solutions beyond standard replies. After resolving an issue, **reconnecting intentionally** to verify customer contentment is vital, which could involve a follow-up message or a feedback survey. Elevating our customer satisfaction score necessitates tuning into our customers' needs and preferences through **customizing support** to meet their specific requirements and history with us, **enabling customers** by providing self-service options and comprehensive knowledge resources for faster resolution, and **implementing feedback** to continually improve based on customer insights, ensuring they know their feedback is both valued and acted upon. [Your guide to customer success metrics | Customer Success CollectiveFiguring out how to navigate customer success may initially seem like a bit of a minefield. We’re here to map out exactly how you can use customer success metrics to improve your revenue and customer retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_customer-success-metrics--1-.jpg)](https://www.customersuccesscollective.com/customer-success-metrics/) ## Net promoter score (NPS): The pulse of expansion ### What is NPS? The [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS) serves as a compass for our brand's trajectory, signaling how willing customers are to become our champions. To safeguard and propel our NPS upwards, we need to transcend mere contentment, crafting experiences that turn our customers into enthusiastic advocates. NPS isn't just a number—it's a predictor of loyalty and a blueprint for relational growth. ### How to boost your net promoter score To boost our score, we must **be the epitome of service excellence**, consistently delivering high-quality service to build a foundation of trust, and ensuring customers see us as a reliable brand. Additionally, **orchestrating extraordinary encounters** that occasionally surpass expectations can create memorable experiences, sparking positive word-of-mouth and naturally expanding our referrals. Lastly, **cultivating our customer collective** by involving them in our story through [social media](https://www.customersuccesscollective.com/how-to-boost-your-customer-retention-with-social-media/) and special events fosters a sense of [community](https://www.customersuccesscollective.com/communities-customer-success/), encouraging story-sharing and strengthening our collective bonds. To boost your net promoter score, ensure a positive customer experience from start to finish and respond to feedback promptly, making customers feel heard. Invest in your team's training to improve customer satisfaction. Convert unhappy customers into promoters by addressing their issues. Encourage [positive word-of-mouth](https://www.customersuccesscollective.com/customer-referrals/) and monitor NPS regularly, adjusting strategies as needed. Communicate openly with customers, personalize service, and show the value of their [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/). Compare your NPS with [competitors](https://www.customersuccesscollective.com/win-against-competitors-by-knowing-your-customers/) to set targets. A strong NPS reflects a customer base that loves your service and is eager to return, driving your brand’s growth. ## First contact resolution (FCR): The rhythm of productivity ### What is first contact resolution? First contact resolution is a pivotal metric that reflects our ability to address customer inquiries effectively at the first interaction. A high FCR rate signifies smooth and competent customer service, enhancing trust and solidifying our standing for outstanding service. To improve FCR, it's essential to **optimize support pathways** by simplifying access to assistance through a cohesive platform or clear guidance on the best channel for specific issues. **Investing in team development** is also crucial, as well-trained staff equipped with extensive product knowledge, communication skills, and problem-solving techniques are instrumental in achieving a high FCR. Furthermore, **utilizing customer insights** to proactively identify and address potential issues, by analyzing past interactions for patterns or employing [AI](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) for real-time solution suggestions, can significantly boost FCR efficiency. Concentrate on these metrics and improvement methods to forge an approach to [customer advocacy ](https://www.customersuccesscollective.com/csm-customer-guide-to-advocacy/)that is both adept and considerate, marrying hard data with human insight to offer an unmatched customer journey. Enhancing FCR is crucial for improving customer satisfaction and operational efficiency. It's a key indicator of our efficiency in resolving customer inquiries at the initial point of contact. A high FCR rate demonstrates our commitment to providing **smooth and effective customer service**, which in turn builds trust and upholds our reputation for excellent service. To enhance FCR, it's vital to **optimize support pathways**, ensuring customers have easy access to help through integrated channels or clear directions for their specific concerns. **Investing in team development** is also essential; a well-trained team with deep product knowledge, strong communication skills, and adept problem-solving abilities is fundamental to achieving a high FCR. Additionally, **utilizing customer insights** to proactively address potential issues, whether through analyzing previous interactions for recurring problems or using AI to offer real-time solutions, can greatly improve FCR outcomes. --- ## Creating a customer-focused opus As CS leaders, we dive deep into the numbers in order to fine-tune how we measure success, making sure our customers are happy and that we stay on track with our plans. It's not just counting stats; it's about looking closely at everything, tweaking as we go along, and getting creative to make every customer feel like their experience is top-notch. By combining a real knack for understanding what customers want with some solid analysis, we turn the whole customer journey into something special that truly speaks to what they're looking for and feeling. We're dedicated to nailing both sides of the coin to not just reach but smash those customer expectations, building a strong bond that's both heartfelt and tangible. ## The stories behind the numbers Metrics are like maps that help us understand our customers' journeys, but they're not the endgame. They're super important for getting a grip on how we interact with customers. At the core of being customer advocates, though, it's all about the stories we craft from these numbers. When we dig into these metrics, we start to see customer highs and lows - every number tells us about a problem solved, a need met, or an expectation that's been beaten. Our job is to really listen, get where they're coming from, and make moves to ensure their story ends on a high note. Talking about **proactive solution**s, we have our eyes on the horizon, always trying to tackle issues for our customers before they even know there is something up. This way, they get smooth sailing all the way, and it proves we're all about looking ahead to keep things running smoothly. Learning all the time is key for us. We use the feedback hidden in the metrics as a tool to sharpen our game and make the customer's experience better and better. At the heart of it, it's about **building relationships**. We’re all about strong ties with our customers, making every chat part of an ongoing conversation and long-term connection. It's these bonds that build trust and loyalty and keep customers sticking with us. ## A tale of transformation A customer was facing a recurring billing issue that was causing them significant stress. The [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) who handled the case did not only resolve the issue but also delved into the root cause. After collaborating with the product team, they identified a systemic issue and implemented a fix that improved the billing process for all customers. This is the kind of transformative work they do every day. [Their role as Customer Success Managers](https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/) extends beyond mere troubleshooting—they're the architects crafting the passageway to enhance experiences for each customer. While they tally their successes in metrics, it's truly the transformative impact they have on their customers' daily experiences that scales the summit of their achievements. ### A roadmap for aspiring Chief Customer Officers URL: https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/ Last updated: 2024-10-17T13:40:36.000Z As organizations strive to enhance customer experience and drive revenue growth, the [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO) role stands at the intersection of strategy, execution, and customer advocacy. To shed light on this critical role, I had the pleasure of moderating an insightful panel discussion at the Customer Success Collective's [Chief Customer Officer Summit London](https://www.customersuccesscollective.com/chief-customer-summit-london-november-2023/) in 2023\. The panel featured a distinguished group of industry leaders who shared their diverse experiences and invaluable insights: - **Alena Rosini**, Chief Client Officer, EMEA, Media.Monks - **Jennifer Yorke**, Chief Customer Officer, Ometria - **Jayne Liggett**, Chief Customer Officer, ScreenCloud - **Elizabeth Blass**, Chief Customer Officer, TrustArc Our conversation delved into key topics such as educating executive teams on the importance of the [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) function, navigating career paths to the CCO role, balancing revenue and profit, and integrating support and services into the customer journey. Through this article, you'll gain a comprehensive understanding of the multifaceted role of the CCO, the strategic approaches required to succeed, and practical advice for aspiring leaders in the customer success domain. For a quick low-down, here's every topic we discussed: - [Educating exec teams about the customer success function](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#educating-exec-teams-about-the-customer-success-function) - [Career trajectories and gaining buy-in](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#career-trajectories-and-gaining-buy-in) - [Choosing your path and driving customer-centricity](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#choosing-your-path-and-driving-client-centricity) - [Transitioning into a CCO role](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#transitioning-into-a-chief-customer-officer-role) - [Pivotal career moments](https://www.customersuccesscollective.com/5-key-customer-experience-ideas-to-implement/) - [Metrics CCO’s are responsible for](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#metrics-chief-customer-officers-are-responsible-for) - [Getting CEOs to pay attention to CS metrics](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#getting-ceos-to-pay-attention-to-customer-success-metrics) - [CCO as support and/or services](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#chief-customer-officer-as-support-andor-services) - [Contributing to drivers of profit](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#chief-customer-officer-as-support-andor-services) - [Incorporating the CRO function](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#incorporating-the-cro-function) - [Incorporating the cost of CS to calculate margin](https://www.customersuccesscollective.com/a-roadmap-for-aspiring-chief-customer-officers/#incorporating-the-cost-of-cs-to-calculate-margin) ## Educating exec teams about the customer success function In any organization, it's often challenging for professionals to convey the full scope and importance of their role to colleagues in other departments. This challenge is particularly acute in customer success, a function that frequently struggles to gain widespread understanding and buy-in. Many still confuse it with customer service or support, while others view it as a mere extension of account management or sales. However, customer success is far more than just another department – it's a comprehensive business philosophy that touches every aspect of an organization. For this paradigm to take root, it must be championed from the top down. With this in mind, I was eager to learn how our accomplished panel of CCOs educated their executive teams about the critical importance of the customer success function. Their insights were enlightening and diverse. **Alena Rosini** emphasized the strategic importance of the CS function: > "The function of customer success is relatively new within the C-suite, but it should be the most strategic function within the business.” She underscored that while revenue is the language the [C-suite](https://www.customersuccesscollective.com/become-an-executive-powerhouse-with-the-c-suite-masterclass/) understands best, the focus should be on strategy. "Discussions often become tactical and cost-focused due to the legacy of customer success. However, the more strategic our discussions are, the easier it is to influence," she added. **Jayne Liggett** talked about her journey in a sales and product-focused business. "When I came in as VP of Customer Success, we had 7,000 customers and no CS team. It was madness," she recalled. Jayne highlighted the importance of demonstrating the benefits of CS to the executive team, particularly shifting the perspective from customer service to driving value and outcomes. "A hot topic today is ensuring that CS isn’t seen as a cost center but as a revenue driver," she noted. **Elizabeth Blass** stressed the value of building relationships with other exec team members while admitting she “went in with the naive assumption that everyone understood the value of CS.” Elizabeth shared her strategy of sitting down with each exec team member to understand their expectations and educating them on how CS could meet those expectations: > "It’s about educating them not just on what CS is, but on how we work together and the value we bring along the customer journey." [Your guide to the Chief Customer OfficerEvery now and then, aspects of your business will be in need of refreshing to stand tall amongst the competition. But staying ahead of the curve isn’t an easy feat, especially when it comes to making changes from within.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_Chief-Customer-Officer--1-.jpg)](https://www.customersuccesscollective.com/chief-customer-officer/) ## Career trajectories and gaining buy-in The path to becoming a Chief Customer Officer is rarely straightforward. It often involves navigating various roles, overcoming challenges, and consistently demonstrating value. For those aspiring to reach the C-suite in customer success, understanding how others have made this journey can provide valuable insights and inspiration. With this in mind, I was keen to explore the diverse career trajectories of our panelists and learn how they successfully gained buy-in for their roles within their organizations. **Jayne Liggett** elaborated on the challenges she faced in her company’s early days. "We had a great product, but without a CS team, it was chaotic. My challenge was to ensure the exec team understood the value of CS beyond customer service. We needed to focus on driving revenue, not just retention," she said. This shift in perspective was crucial for her role’s acceptance and success. **Elizabeth Blass** continued by emphasizing the need for continuous education within the exec team. "Building relationships and understanding each function's goals were key. I had to educate the CFO on how CS could generate revenue, not just keep customers happy. These conversations were fundamental in aligning our goals." **Jennifer Yorke** reflected on her extensive experience and how it shaped her approach. "I’ve seen it all, from having 2,000 accounts to educating exec teams from scratch. If you want to be a CCO today, your role needs to be connected to revenue. “It’s essential to find a company that already values CS as a revenue driver," Jennifer advised. She emphasized the importance of interviewing potential employers to ensure they understand and value the CS function. ## Choosing your path and driving client-centricity I’ll level you the concept of being "customer-centric" has become somewhat of a buzzword on places like LinkedIn. *Truly* embodying this philosophy and driving it throughout an organization is a complex and nuanced task. It requires not only a deep understanding of customer needs but also the ability to balance these needs with business objectives. Our panelists, having successfully navigated this terrain, offered valuable perspectives on how to choose the right path and foster a genuinely client-centric culture within an organization. **Alena Rosini** discussed the cultural shift needed in SaaS businesses: "Despite claims of being customer-centric, sales and product teams usually hold the power. CS was defined to advocate for customers. Our role as CCOs is to drive the organization to be truly client-centric." This involves understanding and empathizing with both sales and product development teams to influence decisions effectively. **Jennifer Yorke** added a controversial yet pragmatic perspective: > "The only reason we’re client-centric is because it makes money. We’re not a volunteer organization. Our goal is to develop solutions that people will pay for, ideally more.” This frank approach highlighted the balance between client-centricity and revenue generation. **Alena Rosini** agreed, adding that the transition from a “farmer” mentality to a “hunter” mentality within CS teams is a significant cultural shift. "It's about change management and culture management. It's not easy, but it's necessary for success," she concluded. These insights from seasoned CCOs underscore the importance of strategic thinking, relationship-building, and cultural shifts in driving the success of the CS function within organizations. As aspiring Chief Customer Officers, understanding and navigating these dynamics is crucial for [unlocking the C-suite](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/). [Why should customer success be represented at C-Suite level?Customer success is finally getting its seat at the big table with other C-level executives, with the role of the Chief Customer Officer (CCO) establishing itself in the SaaS industry. But why is it so important for customer success to sit pretty at the top table? Let’s get stuck in.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/07/Boardroom-2.0--1-.jpeg)](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/) ## Transitioning into a Chief Customer Officer role The role of Chief Customer Officer is relatively new in the C-suite, and there's no one-size-fits-all approach to attaining this position. Each journey is unique, and shaped by individual experiences, skills, and opportunities. Understanding these diverse paths can provide valuable insights for those aspiring to reach this pinnacle of customer success leadership. I was particularly interested in hearing our panelists' personal stories of how they transitioned into their CCO roles. **Elizabeth Blass** shared her journey into CS from telecom. "I was responsible for a billion-dollar territory in my 20s, handling implementation, expansion, and upsell opportunities," she recounted. Her path involved various elements of service, which now fall under customer success. > "In my last role, I started as VP of Customer Success, responsible for the full journey as the company grew and scaled. I built out Customer Success, Support, and Implementation.” Her pivotal moment came when she asked her CEO to create the CCO role. "I walked into my CEO's office and said, 'Chief Customer Officers are a thing now. I think it would look good for our company if I became the Chief Customer Officer.' He agreed," she said, underscoring the importance of asking for what you want. **Jayne Liggett** has a background in consultancy and project management. "I started in big implementations, talking to end customers, doing business analysis, and project managing." But Jayne’s transition into CS happened by chance, through a recommendation for a role in a new startup: > "I asked for the CCO role, building an argument and getting buy-in from the exec team. It took a couple of months, but eventually, I got it." **Alena Rosini** highlighted the importance of high performance: "The CS teams have been around, but it's about elevating their importance to the executive board level. You need to be a high performer, which means showing results and building a high-performing team.” She emphasized that influencing the C-suite requires demonstrating that your team is the best at delivering results. **Jennifer Yorke** had a pretty non-traditional start in kinesiology consulting, noting that she was “studying to go to medical school but shifted to business school and then into sales.” Her journey into CS began at HubSpot, where she found the evolving nature of the field appealing: > "I met Ometria when they were just starting out. I did a consulting day with them on structuring their customer success organization. When they later needed a VP of CS, I argued for having the full customer experience owned by one person to drive revenue and efficiency." Jennifer's strategy involved executing well on initial responsibilities, which gradually expanded her role to include more departments. [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/CSC_Influencers_2024_CTABanner%20(1)%20(1).jpg) ](https://www.customersuccesscollective.com/24-in-2024/) ## Pivotal career moments In every professional journey, there are defining moments that shape our careers and propel us forward. For those who have ascended to the role of Chief Customer Officer, these pivotal moments often involve a combination of courage, strategic thinking, and seizing opportunities. Understanding these critical junctures can provide valuable insights for aspiring CCOs, illuminating the kinds of decisions and actions that can make a significant difference in one's career trajectory. Curious about these transformative experiences, I asked our panelists to share the pivotal moments that led them to their current roles. I asked **Elizabeth Blass** if she had a pivotal moment in her career that led to her becoming a CCO. "Yes," she answered. "The day I walked into my CEO's office and proposed the CCO role was pivotal. He agreed, and that was a turning point." **Jayne Liggett** echoed a similar sentiment. "After initially being turned down for the CCO role, I built a strong argument and gained support from other exec team members. Changing hearts and minds was crucial," she said. **Alena Rosini** emphasized the importance of consistently showing results. "Being in the right position to be considered for a role means delivering results through a high-performing team," she noted. **Jennifer Yorke**'s pivotal moment was convincing the CEO of Ometria to centralize the customer experience under one leader. "I argued for the holistic management of the customer experience to drive revenue and efficiency. This approach ultimately led to my CCO role.” These diverse paths highlight the importance of asking for what you want, building strong arguments, and consistently delivering results. As aspiring Chief Customer Officers, understanding these dynamics can help you navigate your own journey to the C-suite. [Should Chief Customer Officers own revenue?From the early days of SaaS to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why Chief Customer Officers (CCOs) should own revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveStuti Bhargava![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/07/Stuti-Bhargava--1-.jpg)](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) ## Metrics Chief Customer Officers are responsible for Let’s be real: what gets measured gets managed. For Chief Customer Officers, identifying and tracking the right [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) is crucial not only for demonstrating the value of customer success but also for driving strategic decisions. While there are many potential metrics to consider, some stand out as particularly important for CCOs. As the conversation shifted to the critical topic of revenue, the panelists shared insights on the key metrics they are held accountable for, particularly net revenue retention (NRR). **Jayne Liggett** shared her perspective. "I have responsibilities on both the CS side and the account management side. I strongly believe that having one leader for the entire post-sale journey ensures alignment. NRR is very important to us. Expansion and growth are crucial metrics. Everything else we do fits into driving those numbers," she explained. **Elizabeth Blass** emphasized the importance of time to value in addition to NRR. "NRR is absolutely critical. However, time to value is also a key metric for us. It's essential because there is nothing you can do for expansion until you achieve that initial value. I also noted the concept of 'time to upsell' from today's discussions, which I think is a fantastic metric to explore further.: **Alena Rosini** discussed the challenges and strategies her team employs. "NRR is important, but we've also experienced tensions between sales, account management, and CX teams. We’ve started modeling [net promoter score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) (NPS) correlations with revenue, using it as a shorthand for revenue at an aggregated level. This helps us demonstrate NPS's importance to the board.” Alena's team also examines the margin of net new versus existing business. "We’ve had issues with new business causing delivery problems, so looking at margins helps us manage these challenges better," she added. **Jennifer Yorke** kept it straightforward. "My answer is the same as everyone else. NRR is key, and the other metrics are just levers to impact it," she stated succinctly. The discussion highlighted that while NRR remains a primary focus, understanding and managing additional metrics like time to value, NPS, and margins are crucial for effectively driving revenue and aligning cross-functional teams in the post-sale journey. [Why are Customer Success Managers the best CEOs?The more you ask yourself, “what makes a great Customer Success Manager?”, the more you realize that they share the exact qualities sought after in a great CEO! We examine how CSMs, by definition, are the best communicators, are proactive and strategically-minded.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/06/photo-1513759565286-20e9c5fad06b.jpeg)](https://www.customersuccesscollective.com/why-are-customer-success-managers-the-best-ceos/) ## Getting CEOs to pay attention to customer success metrics While CSMs understand the importance of their metrics, getting the attention of CEOs and other C-suite executives can sometimes be challenging. The ability to communicate the value of CS metrics in a way that resonates with top leadership is a crucial skill for any CCO. I was curious to hear our panelists' thoughts on whether CEOs should include CS metrics like renewals in their key metric sets, and how they've successfully advocated for the importance of these numbers. **Elizabeth Blass** started by highlighting the importance of continuous measurement: > "In my previous role, we focused on time to value, particularly time to first value, but we also measured it throughout the entire customer journey.” Elizabeth emphasized that understanding and addressing evolving customer priorities ensures ongoing value delivery: > "Measuring time to value along the journey helps eliminate surprises and maintains a focus on solving the next problem for the customer.” **Alena Rosini** pointed out the need for alignment across all functions within an organization: > "No matter the industry or organization, all functions need to work towards the same metric. If the CS team has different metrics than the product team, there’s a problem.” This alignment ensures that everyone is working towards common goals, which is crucial for organizational success. **Jennifer Yorke** added that the absence of customer success metrics in a CEO’s primary metric set doesn't necessarily indicate neglect of customer value: > "It doesn’t mean we aren’t looking at or monitoring these metrics. Often, the challenge is that other departments or the board don't understand the language of CS metrics.” Jennifer stressed that leading with these metrics can be problematic if they aren’t universally understood, elaborating: > "If I can identify what the product team needs to build to drive value, and they understand that this will generate more revenue, then the specific metrics don't matter as much. What matters is that they build what’s needed.” This discussion underscores the importance of both aligning metrics across functions and translating customer success metrics into terms that resonate with other departments and the board. While customer success metrics like renewals are crucial, the ability to communicate their impact in terms of revenue and organizational goals is key to gaining broader acceptance and support. [Customer success: From support function to revenue-driverCustomer success is being redefined within organizations globally. This transformation requires a shift in mindset, from reactive support to proactive success management. In this article, unlock the full potential of customer success.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveFranca-Sofia Fehrenbach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/04/Customer-success-From-support-function-to-revenue-driver.jpg)](https://www.customersuccesscollective.com/from-support-function-to-revenue-driver/) ## Chief Customer Officer as support and/or services The scope of a Chief Customer Officer's role can vary significantly from one organization to another. One area of particular interest is whether the CCO should oversee support and services in addition to traditional customer success functions. This decision can have far-reaching implications for the customer experience and the overall structure of the organization. I was keen to explore our panelists' perspectives on this topic and understand how they approach this aspect of their roles. **Elizabeth Blass** affirmed that her role does encompass support and services. "Yes, and it should," she stated emphatically. "I manage all post-sales functions, including technical support, account management, implementation, and customer support." Elizabeth emphasized the importance of overseeing the entire customer journey post-sales to streamline processes and improve customer experience: > "Having control over the full journey makes life easier for a CCO. You still need to manage the handoff from sales, but having a dedicated support team prevents the challenge of CSMs having to handle support issues.” **Jayne Liggett** echoed Elizabeth's sentiment: "Everything that's post-sale falls under my remit." Jayne's straightforward affirmation highlighted the comprehensive nature of the CCO role in managing all aspects of the [customer experience](https://www.customersuccesscollective.com/customer-experience-vs-user-experience/) after the sale is completed. This alignment among the panelists underscores the importance of a unified approach to customer management. By overseeing all post-sales functions, CCOs can ensure a seamless and consistent experience for customers, ultimately driving satisfaction and loyalty. [How revenue & customer success can work together more effectivelyIn many organizations, sales and customer success exist as two distinct entities, interacting only to hand off accounts and, while this setup may work for some, when both teams are aligned, magic happens.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/11/mimi-thian-ZKBzlifgkgw-unsplash--1---1---1-.jpeg)](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/) ## Contributing to drivers of profit While customer success is often associated with retention and satisfaction, its impact on an organization's bottom line is equally important. CCOs are increasingly expected to contribute not just to revenue, but also to profitability. This shift requires a nuanced understanding of financial metrics and the ability to optimize operations for both customer satisfaction and profit. I asked the panelists how they contribute to profit drivers within the CS function. **Alena Rosini** highlighted the importance of focusing on margin rather than just the top line: > "This goes back to the point I made earlier about looking at margin. If you only look at the top line, discussions tend to revolve around costs, especially between sales and CS teams. By focusing on the bottom line, it becomes easier to avoid cost-centric discussions and instead highlight profitability." I added to this, remarking that as a CCO, you're most likely tied to a P&L, and in those cases, you are looking at both top and bottom lines. This inevitably ties back to profit. **Jennifer Yorke** emphasized the importance of partnerships within the executive team to enhance profitability: > "There are numerous ways to collaborate with other exec team members to drive profit. > > "For instance, the CTO and I frequently discuss how he can reduce overall expenditure on databases and other technical resources. We model changes to see their potential impact on retention and make adjustments accordingly. These conversations can lead to significant cost savings and improved profitability." Jennifer's approach underscores the value of cross-functional collaboration. By working closely with other departments, CCOs can identify and implement strategies that not only [drive revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) but also enhance overall profitability. This holistic approach ensures that the CS function contributes effectively to the financial health of the organization. ## Incorporating the CRO function The relationship between customer success and revenue generation is a topic of ongoing debate in many organizations. Some argue for a clear separation between these functions, while others see benefits in closer integration. The question of whether a CCO should also take on CRO responsibilities is particularly intriguing. I asked the panelists whether it's beneficial for a CCO to also take on the CRO function. **Jayne Liggett** started by distinguishing the different skill sets required for pre-sale and post-sale functions. "I think there's a marked difference between [pre-sale ](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/)and post-sale activities," Jayne explained. > "The post-sale role involves some sales skills on the account management side, but for me, it was crucial to report directly to the CEO. I wanted customer success to be its own subset of the business, not tied to another function. The aims of my team are different from those of the CRO. While we all want to achieve the same end goal, our paths to getting there are distinct." **Alena Rosini** agreed but added that the integration of functions depends on the type of product or service: > "I always talk about the Holy Trinity. When the customer, sales, and product teams work closely together, that's where magic happens." This synergy can drive better outcomes, but it's crucial to recognize and respect the unique contributions of each function. The consensus among the panelists was clear: while there can be benefits to closer collaboration and integration, it's essential to maintain the distinct roles and goals of each function. The CCO's focus on the customer journey and post-sale success complements but is inherently different from the CRO's emphasis on revenue generation and sales. Balancing these roles effectively requires clear boundaries and strong collaboration. ## Incorporating the cost of CS to calculate margin As customer success matures as a function, there's growing interest in how its costs should be accounted for in financial calculations. Understanding the true cost of delivering customer success is crucial for accurate profitability assessments and pricing decisions. I was curious to learn how our panelists approach this challenge and whether they incorporate CS costs into their margin calculations. As we closed our panel discussion, I wanted to bring it back to the all-important topic of profit and margin. I asked the panelists if they incorporate the cost of CS when calculating margins. **Jennifer Yorke** affirmed that they do: > "Yes, we have a basic level that we incorporate into the overall cost of service. Anything in addition to that would be a paid addition and considered profit. So, a certain component of CS costs is included in our calculations." I followed up with a question about whether they have any CS costs baked into their pricing. Jennifer explained, "Yes, but we don't disclose the breakdown to customers because they can't opt out of it." **Elizabeth Blass** shared her experience with charging for CS: > "We were in the process of scaling and wanted to be everything to everyone initially. But for the company I'm just leaving, we were working on a plan to charge for CS above a certain level. If you're a smaller company, do it now. It's so much easier to implement from the start than to try to convert customers later." Our discussion highlighted the importance of strategically incorporating CS costs into pricing and margins. Doing so not only ensures profitability but also sets clear expectations for customers regarding the value and cost of additional services. For smaller companies, adopting this approach early can simplify scaling and customer communication in the long run. --- ## Exec+ resources are a few clicks away Leadership can be a tough spot in terms of finding the right resources to support your development. Where do you turn when you need to chew the fat with peers who've walked that walk? How do you stay on top of the latest insights? Where are you able to discuss the real-world challenges of leading a team or organization? We’ll let you in on a not-so-well-kept secret: our Exec+ membership includes all of this and more! This is the place to network, share experiences, and get the support you need to lead with confidence and champion success. Do you thrive on crafting game-changing strategies? Are you looking to stay ahead of the latest CS trends? Want to forge invaluable connections with the crème de la crème of CS? We’ve got your back. You can do all that and more with your Exec+ membership. [Find out more](https://www.customersuccesscollective.com/exec-plus-membership/) ### Do Customer Success Managers get a commission for expansion revenue? URL: https://www.customersuccesscollective.com/customer-success-commission-for-expansion-revenue/ Last updated: 2026-07-29T14:05:58.000Z There’s no disputing the significant shift [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) has had over the last few years; it’s become increasingly pivotal. As companies navigate [economic uncertainties](https://www.customersuccesscollective.com/how-customer-success-can-steer-the-ship-in-an-economic-downturn/) and focus on [maximizing revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) from existing customers, the responsibilities of these teams are expanding beyond traditional boundaries of [value realization](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/). We’re increasingly seeing customer success teams being [responsible for account expansion](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) – whether that’s upselling or cross-selling to existing customers, or renewals. This new responsibility and recognition as a revenue driver made us wonder: If customer success teams are clearly bringing in revenue via account expansion, are they being compensated with a commission on the sale? This article delves into the critical role customer success plays in driving revenue, explores the nuances of account expansion ownership, and examines the compensation structures for these revenue-generating efforts. Drawing from the **State of Customer Success Report 2024** and insights from renowned customer success leaders, this article focuses on: - The significant role customer success plays in driving revenue. - Who’s responsible for account expansion? - Does company culture affect who’s responsible for upselling and cross-selling? - Do Customer Success Managers get commission on upsells, cross-sells and renewals? - The question of bonuses vs. commission. [Read the full report](https://www.customersuccesscollective.com/state-of-customer-success-report/) ## The significant role customer success plays in driving revenue “Businesses need customer success to step up and own revenue to survive,” says **Emily Garza,** Head of Customer Engagement at **Unit21**, during a keynote she presented at Customer Success Festival San Francisco 2023\. Emily’s words ring true to the general atmosphere in business today. In 2024, we're seeing a pronounced focus on revenue generation and customer retention metrics within [SaaS](https://www.customersuccesscollective.com/what-is-saas/) companies, with customer success teams taking the brunt of the responsibility. The emphasis on protecting and maximizing existing revenue streams could be attributed to the current macroeconomic climate of uncertainty and cost constraints. However, it's crucial to maintain a balance between retention efforts and proactive expansion motions. As **Rob Zambito**, seasoned customer success leader, cautions: > "We’re all so under the gun to retain our customers that we're completely neglecting expansion \[...\] which is really dangerous for a lot of customer success teams that we're potentially losing sight of all of expansion." Rob defines expansion as the“increase in revenue attributable to your existing customers.” Rob’s point highlights the need to balance retention efforts with proactive expansion motions like [upsells](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/), cross-sells, and improved adoption. An excessive inward focus on protecting revenue risks neglecting the full customer lifetime value. ## Who’s responsible for account expansion? Now this is *the* question on customer success leader’s minds. Unfortunately, there is no definitive answer as it’s highly dependent on factors such as business maturity, industry, and company culture. Our **2024 State of Customer Success Report** surveyed global customer success professionals of all seniority levels to ascertain what they’re responsible for and how they feel about their work. In particular, we explored whether CS teams formally own full customer expansion responsibilities alongside retention. - **49.1%** of companies reported that customer success is responsible for all expansion: upselling, [cross-selling](https://www.customersuccesscollective.com/cross-selling/), and renewals. - **20.6%** indicated that expansion is handled by a completely different function. - The remaining companies utilize a hybrid model, with customer success partially responsible for specific aspects of expansion. ![A colourful image of a bar chart showing that: 49.1% of companies reported that customer success is responsible for all expansion: upselling, cross-selling, and renewals. 20.6% indicated that expansion is handled by a completely different function. The remaining companies utilize a hybrid model, with customer success partially responsible for specific aspects of expansion.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/Screen-Shot-2024-08-01-at-15.49.02.png) Source: **The State of Customer Success 2024* Nearly half of our respondents confirmed their team manages all expansion spanning upsells, cross-sells, and [renewals](https://www.customersuccesscollective.com/a-practical-guide-to-customer-renewals-mel-english-catalyst/) centrally. However, over **20%** still treat expansion as completely separate from CS, likely residing in sales or [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) roles. The remaining respondents utilize a hybrid model between CS and sales. As economic pressures incentivize teams to maximize their existing book of business, this variation reveals an ongoing debate around how to optimally align retention and expansion incentives under one unified customer success charter. ### Expansion as a KPI Wanting to understand if customer success teams are being measured on the amount of revenue generated, we asked our survey respondents to reveal which [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) their teams are measured on. We discovered that after churn rate and retention rate, the two next most common KPIs for a customer success team are **expansion MRR/ARR** and **upsell revenue**. ![A colourful compilation of bar charts showing most popular KPIs for customer success](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/12-1.png) Source: **The State of Customer Success 2024* ## Does company culture affect who’s responsible for upselling and cross-selling? We wanted to understand how company culture influences the responsibility of expansion. Whether companies claim to have a community-first, [customer-first](https://www.customersuccesscollective.com/customer-led-growth/), product-first, sales-first, or marketing-first approach – we wanted to know the impact this has on CSM expansion responsibilities, if any. Interestingly, the company's cultural approach does seem to influence who is responsible for expansion activities: - Customer success teams with no involvement in expansion are typically part of customer-first cultures. - Teams responsible for renewals, upselling, or cross-selling are usually part of sales-first organizations. - Customer success teams solely responsible for all aspects of expansion typically come from customer-first companies. ![Two colorful geneology-style charts showing how company cultures affect expansion responsibility](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/11-1.png) Source: **The State of Customer Success 2024* **Jess Galenski, Director of Customer Success at Apryse:** > “Customer success is closest to existing customers, so it only makes sense they are part of driving expansion within their customer base. While it should not be the sole focus it should be part of their focus as they have the access, the data and the relationships with customers to drive meaningful expansion that will give customers value in the long term.” **Mark Higginson, Chief Customer Officer at ScreenSteps:** > “The increasing focus on revenue expansion activities like upselling, cross-selling, and [renewals](https://www.customersuccesscollective.com/a-practical-playbook-to-b2b-customer-renewal/) within customer success teams aligns with my experiences in 2024\. > > “CSMs can significantly influence and help identify potential expansion opportunities. While the effectiveness of this depends on the organization, product, and other factors, fostering a [strong partnership with sales](https://www.customersuccesscollective.com/building-alignment-between-sales-and-post-sales-customer-success-teams-to-drive-ltv/) can create a dynamic duo that will significantly increase the effectiveness of CS or sales handling these alone. This will help to balance customer-centric goals with revenue targets, ultimately driving business growth, and strengthening and retaining our customer relationships.” **Haig Kingston, Head of Customer Success at OpenBlend** > “I think that as long as it is controlled and not pushed, it’s the right direction. CS should have a warm sales opportunity but it shouldn’t be its primary focus. The focus should be [retention](https://www.customersuccesscollective.com/customer-retention/) and [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/): incentivize growth alongside your sales partners.” ## Do Customer Success Managers get commission on upsells, cross-sells and renewals? Okay, here’s the big question. We wanted to understand if customer success professionals earn commissions based on revenue increases from their accounts, through things like upselling, cross-selling, or renewing contracts. ![A colorful bar chart showing how many customer success teams receive a commission for their upsells, cross-sells or renewals](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/08/Square-social-assets--1-.png) Source: **The State of Customer Success 2024* We’ve established that **49.1%** of customer success professionals are responsible for all areas of account expansion like upselling, cross-selling, and renewals. However, this new information highlights that **nearly two-thirds** of them don't receive any commission as an incentive for these revenue-generating efforts. This highlights a potential misalignment; **40.8%** of the responses who *don’t* receive a commission for expansion were from customer success teams that fully own expansion responsibilities. So while customer success teams are often relied upon for account expansion activities, the compensation structures may not be properly motivating or rewarding these critical responsibilities. ## Bonuses vs. commission According to its Principle Customer Success Manager, **Ralph Meyer**, the customer success team at **Procore Technologies** has two key metrics: renewal rates and expansion. Ralph admits that around “**75%** of their KPIs and their performance is pretty much weighed on that renewal rate,” resulting in the business putting a lot of focus on it. In terms of compensation, there's no compensation per se. It's more so on the bonus and the performance rating." **Ana Herrero-Wallace,** Principal Customer Success Manager at **Workday** confirms this practice of providing bonuses but a lack of commission. In her keynote presentation at Customer Success Festival Amsterdam 2023 that examined the relationship between sales and customer success, Ana noted: > “We're fighting for CSMs to get compensated with commissions, right? We get bonuses, but we don't necessarily get commissions only in certain things, but we need to maybe speak up a little bit more because I think it's only fair." --- ## Final thoughts Ultimately, nearly half (**49.1%**) of customer success teams are responsible for owning revenue for existing customers. However, it’s clear that CS isn’t being acknowledged for this shift in responsibilities. To close on the words of Mark Higginson, Chief Customer Officer at ScreenSteps: > “Over the last year, customer success has seen significant changes, with CSMs taking on more responsibilities. Not only does this include traditional roles like retention and relationship management, but revenue-generating activities such as upselling, and cross-selling, too. > > “Additionally, CSMs are increasingly required to prove their value by directly contributing to revenue growth, despite only **36.4%** receiving commissions for these efforts. This shift highlights the growing importance of CSMs in driving business success, but also requires clarification in responsibilities so CSMs don’t become a dumping ground of random responsibilities.” --- ## Are you surprised by these stats? 👀 If this research has had you raising your eyebrows or scratching your head, then give our full report a read. Or perhaps you agree with these findings. Perhaps you've had your suspicions for a while that CSMs aren't being properly compensated for their work in driving revenue for existing customers. Our full State of Customer Success 2024 report is the most comprehensive study on the current CS landscape, holding a magnifying glass up to how customer success is being carried out in companies and how its professionals genuinely feel about it. [Keep on learning](https://www.customersuccesscollective.com/state-of-customer-success-report/) ### The key to driving revenue and growth? Collaboration URL: https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/ Last updated: 2024-10-04T07:47:11.000Z As a Head of Customer Success, I’ve seen how sales and [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) have become more closely linked over the years. We’ve gone from just being "there to help out" to being key players in growing [revenue](https://www.customersuccesscollective.com/going-commercial-embracing-the-role-of-revenue-generation-in-customer-success-2/). In this article, I’ll shed light on my journey and experiences, illustrating how [customer success](https://www.customersuccesscollective.com/how-customer-success-can-get-a-seat-at-the-table/) can seamlessly align with revenue goals and the importance of fostering collaboration across departments. Specifically, we're going to cover: - [Why CSMs are the best candidates for identifying growth opportunities](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#customer-success-managers-the-best-candidates-for-identifying-growth-opportunities) - [Who does and should own account expansion: Sales or CS?](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#ownership-of-account-expansion) - [Identifying extra opportunities to cross-collaborate](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#identifying-extra-opportunities-to-cross-collaborate) - [Structuring your team for success](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#structuring-for-success) - [Using data to measure revenue growth](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#using-data-to-measure-revenue-growth) - [Why effective communication and teamwork is your bread and butter](https://www.customersuccesscollective.com/driving-revenue-growth-collaboration/#effective-communication-and-teamwork) ## Customer Success Managers: The best candidates for identifying growth opportunities Let's not beat around the bush: [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs) are a company's soldiers on the frontline of customer interactions. It'll come as no surprise that having this unique ear to the ground makes them ideally positioned to identify areas for [driving revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) and [expanding accounts](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). They know what's working and what isn't. There are many opinions on who should own account expansion, and it often depends on the size and structure of a company. In the organization I work for, PlanRadar, we approach this collaboratively, with both sales and customer success sharing responsibility for revenue and account expansion. ## Ownership of account expansion The ownership of account expansion is part of a broader discussion on team responsibilities. In our organization, both sales and [customer success teams](https://www.customersuccesscollective.com/what-are-the-roles-and-responsibilities-of-customer-success-teams-in-2022/) are responsible for revenue and [revenue expansion](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). While sales primarily handle new business, customer success also plays a crucial role in closing deals [post-sales.](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) This collaborative approach ensures that customer success enables sales to explore new opportunities within existing accounts. [Who should own the revenue for existing customers?In this article, I’m going to be talking about should CSMs own the revenue? I’m going to be sharing why and why not. This is a hotly debated topic so I’ll be sharing points of view from both sides.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveRebecca Nerad![](https://images.unsplash.com/photo-1569844514393-4e409050d5d7?crop=entropy&cs=tinysrgb&fit=max&fm=jpg&ixid=MnwxMTc3M3wwfDF8c2VhcmNofDV8fHJldmVudWV8ZW58MHx8fHwxNjE5NTk2NjMy&ixlib=rb-1.2.1&q=80&w=2000)](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/) ## Identifying extra opportunities to cross-collaborate Effective [collaboration](https://www.customersuccesscollective.com/why-collaboration-will-transform-your-customer-experiences/) across various departments is essential for driving revenue from account expansion. Besides working closely with sales, customer success collaborates with several other departments: - **Product management and R&D**: We filter customer feedback and relay it to product management to ensure the voice of the customer is heard. Additionally, we bring feedback from product management back to the customers. - **Marketing**: We work with marketing on campaigns, reference programs, customer advocate programs, webinars, success stories, and case studies. - **Revenue operations and finance**: Collaborating with these teams helps us establish scalable processes, maintain data quality, automate tasks, and make data-driven decisions. As the Head of Customer Success, my primary responsibility is to bring together these different departments and ensure smooth, cohesive operations. [Customer success and cross-departmental collaborationWe all know that effective collaboration is the key to success in any organization. However, sometimes collaborating across departments is easier said than done.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveJoseph Latteri![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/06/photo-1541877717761-bae17660826b.jpeg)](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) ## Structuring for success In our current structure, we have a "growth team" composed of peers from various departments that significantly contribute to growth and revenue. This team collaborates continuously to break down silos and work together effectively. Supporting teams like finance play a crucial role in enabling the growth team’s initiatives. This structure has proven effective for us, [fostering collaboration](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/) and ensuring that customer success is a key driver of revenue growth. While other organizations may take different approaches, this method has worked well for us. ## Using data to measure revenue growth A common challenge among customer success managers is making the best use of data to measure [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) accurately. If you're starting out and unsure how to align customer success with [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) metrics, building relationships with key departments such as revenue operations and finance is crucial. These departments provide the necessary processes and data, making financial information visible and digestible through various charts and dashboards. In our organization, I have weekly one-on-ones with revenue operations and regular discussions with finance to analyze different customer journeys by region, team, and individual. This helps us understand the reasons behind customer behaviors and track these [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) effectively. By clustering data and developing backed strategies, we can predict trends and make informed decisions. [Your guide to customer success metricsFiguring out how to navigate customer success may initially seem like a bit of a minefield. We’re here to map out exactly how you can use customer success metrics to improve your revenue and customer retention.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_customer-success-metrics--1-.jpg)](https://www.customersuccesscollective.com/customer-success-metrics/) ### Key metrics for revenue growth The three main things our team looks at to measure revenue growth are: 1. **Gross revenue retention (GRR)**: This measures how much revenue is retained from the existing customer portfolio. 2. **Net revenue retention (NRR)**: This includes GRR plus any upsells, reflecting overall revenue growth. 3. **Existing business target**: This is a collaborative target involving both CSMs and sales, aiming to achieve set revenue goals from existing customers. Next year, we're aiming high with net revenue retention above 120% and gross revenue retention above 90%. These are ambitious targets, but they're region-specific, so we've got our work cut out for us! Involving CSMs in the existing business target makes sure they work together with sales towards the same goals. We also give sales managers an incentive to focus on renewals to make sure they keep up [good customer relationships](https://www.customersuccesscollective.com/leveling-up-your-csms-tactics-to-become-more-strategic-and-build-long-term-customer-relationships/). This approach stops salespeople from getting too hung up on closing new deals and encourages them to keep up with their customers. If you set [realistic expectations](https://www.customersuccesscollective.com/setting-expectations-for-customers-throughout-the-journey/) from the start, sales managers are more likely to engage with customers consistently, which helps them succeed overall. In our company, we try to get the CSMs and sales teams to work together as one. The tricky part is making sure they engage with the same customer in a way that doesn't overlap or clash with each other. We make sure we don't get stuck in the same place by holding joint strategic account planning and success planning sessions. This means that both teams work together, each with their own specific responsibilities, to get the best results for the customer. ## Effective communication and teamwork Good [communication](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) and teamwork are key to any company’s success. If they're not in place, customer success initiatives can fall flat, especially if they're seen as just another sales team rather than an essential part of the company. This can make it tricky to get all the customer success strategies up and running. One of the main challenges in driving revenue versus success is that different departments have different priorities. While each department is trying to achieve its own goals, it's important to make sure these objectives are aligned across the whole company. As a customer success team, we often depend on other departments, and trying to force our priorities onto them isn't very effective. Instead, it's up to the leaders to make sure that everyone's on the same page and that the goals are updated regularly throughout the year to keep things running smoothly and everyone's working towards the same things. On top of that, not having enough resources can also cause problems. Teams might find it tough to scale up quickly, have trouble hiring, or deal with short-term setbacks. If we can understand why these bottlenecks are happening and deal with them openly, we can limit the impact on the company. It's important to look at the whole organization, not just in silos. For example, it's better to allocate resources where they'll have the biggest overall impact, rather than hiring more CSMs when another department needs resources. This way of looking at things helps to make the organization as a whole healthier. ## Challenges for CSMs Looking to the future, customer success managers will face several challenges: 1. **Catering to diverse markets**: We work in different regions and markets, which have different levels of maturity. It'll be a big task to develop structures and processes that can cope with all these different situations. Making sure we succeed in markets with different growth stages requires us to think on our feet and be flexible. 2. **Hiring and keeping good people:** It's always a challenge to find and hire talented individuals quickly enough to prevent bottlenecks. As we grow, this is still a big focus to keep things moving and make sure we have the right resources in place. 3. **Leveraging AI:** We're looking to integrate AI more effectively into our operations. While we're looking into AI, it can take a while because there are so many steps involved. There are so many ways AI can help us, and we want to get it up and running as quickly as possible to make our customers happier and help our business run more smoothly. If we tackle these issues in a strategic and collaborative way, we can keep on making progress and driving success as the year goes on. ### Empower your customer success team, reclaim your sanity URL: https://www.customersuccesscollective.com/empower-your-customer-success-team-reclaim-your-sanity/ Last updated: 2025-08-28T16:22:14.000Z *This article is based on a presentation given by Mark at our Customer Success Festival in Las Vegas, 2024.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- Empowering your customer success (CS) team is the key to reclaiming your sanity. My journey through various companies like Comcast, WeWork, and startups has given me a unique insight into the significance of efficient knowledge transfer in post-sales operations. In this article, I'll share my strategies and practical steps for implementing effective knowledge transfer methodologies to transform your CS operations. By the end, you'll understand how to reduce dependency, improve efficiency, and ultimately create a more autonomous and productive [CS team](https://www.customersuccesscollective.com/the-blueprint-for-building-an-elite-customer-success-team/). ## A novel approach to taking over customer success teams When I start a new CS motion, which encompasses all post-sales activities like tech support, onboarding, and the customer success piece, I follow a specific process: I call it the "Kill Mark" philosophy. It involves fully immersing myself in a role for 30 days to better understand that function. For example, let’s consider the tech support role. Using the “Kill Mark” philosophy, I’ll take on everything that comes my way in terms of tech support. This helps me understand the reality of what our customers, [Customer Success Managers (CSMs)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/), and tech support agents experience. I need this firsthand knowledge to ask the right questions and design effective processes. During this period, I push myself to the brink of failure, reaching a point of near misery before customers start to suffer. Once I hit that threshold, I begin offloading tasks and refining processes. This hands-on approach allows me to learn the unique nuances of each company. Something unique happened when I joined ScreenSteps two months ago. Historically, I've followed the "Kill Mark" philosophy at four or five other companies, but ScreenSteps was different. When I took over, I assumed responsibility for support and took on every support ticket myself. Despite the high volume from hundreds of customers and thousands of users, I didn't reach the point of failure. This was a first for me, and it blew my mind. ### My previous customer success structure In previous roles, our products and processes were always complex. We had training programs, articles, shadowing, and knowledge bases. However, the knowledge bases were often outdated, as there was usually no one designated to keep them current. Documentation would start strong but eventually fall apart as priorities shifted. Despite extensive training and hiring training professionals, questions kept coming. My typical schedule used to be: - **8 AM to 5 PM:** Answering questions and attending meetings. - **5 PM to 6 PM:** Trying to catch up as others logged off. - **10 PM to Midnight:** Doing my actual leadership job. This scenario was especially true at WeWork, where I had over 30 direct reports without any middle management support. My supervisors were also managing tech teams and fielding constant questions, making it impossible to focus on strategic tasks during regular hours. This approach is what I've always done, but ScreenSteps provided a new perspective and experience that challenged my usual methods and led to surprising results. So, what made the difference here at ScreenSteps? The answer is our CEO, Greg DeVore. Greg co-wrote a book called *Find & Follow: Reduce Supervisor Burnout & Improve Employee Performance by Transferring Knowledge Faster* (2023). This methodology was developed during his time consulting for massive companies, focusing on efficient knowledge transfer. The core idea is to deliver the necessary information to the right people in a way that they can find it quickly. Our software at ScreenSteps incorporates this methodology, enabling efficient knowledge transfer. But I must add – this methodology itself can be used by anyone. Here’s how it changed my approach. ## Implementing the “find and follow” methodology When I joined ScreenSteps, I knew there would be a lot of questions initially. I warned the team that I would be asking a lot of questions because I was the only one handling the CS for a while. Greg, however, kept redirecting me to search for answers within our system instead of directly answering my questions. At first, I was skeptical. I didn’t have much time to research before joining, so I wasn’t familiar with all the details of their system. But Greg insisted, and I started searching for answers. To my surprise, I consistently found what I needed, complete with step-by-step walkthroughs. Over time, I stopped asking Greg questions and trusted the system more. This methodology matters because of several critical factors affecting businesses today: - **Increasing labor costs:** With rising labor costs, it’s essential to maximize productivity and efficiency. - **High employee turnover:** Onboarding new employees, especially with complex products, is time-consuming and challenging. Efficient knowledge transfer can alleviate some of this burden. - **Maintaining productivity:** Even with some clients able to self-serve on easy issues, the more complex problems still come to us. This often results in CSMs triaging issues, which can be inefficient. - **Burnout and stress:** Agents and supervisors are stressed and burned out from answering repetitive questions all day. Empowering CSMs with the right tools and knowledge can reduce this strain. By using the “find and follow” methodology, we empower our CSMs to handle their responsibilities without needing to know every single step offhand. This system streamlines knowledge transfer, reduces stress, and improves overall productivity. ## The power of the find and follow methodology I know of three success stories from various utility companies that applied the “find and follow” methodology to their operations. All three saw a significant reduction in their time to proficiency. This means their employees reached a level of expertise where they no longer needed to ask questions or seek help from others —they became subject matter experts (SMEs). The point here is not the technology but the framing and behavioral changes. It's about identifying the real problem and addressing it effectively. Often, we assume that a lack of training is the issue. However, the real problem is usually related to framing and behavior. Thomas Wedell-Wedellsborg's book discusses the importance of digging deep to identify the actual problem. It's about understanding whether the issue is insufficient training or a lack of accessible information. Most often, it's the latter. For example, when switching from Salesforce to HubSpot, or implementing a new process, it's not just about training on the new tool. It’s about ensuring that the necessary information is easily accessible and up-to-date for everyone involved. Organizations that evolve quickly face a unique challenge. High complexity and frequent changes make it nearly impossible to rely solely on training. No one can memorize every step of every process. Even those who become experts end up being bombarded with questions from others, which is inefficient. In one instance, I had a new hire sit between me and someone else so she could ask us questions directly. While this provided her with quick answers, it wasn't sustainable or effective in the long run. The real solution is effective knowledge transfer. ### Knowledge transfer It's about making sure that information reaches the right person, no matter how many changes occur. This requires a system that supports continuous updates and feedback. I present to you the “knowledge ops maturity model.” This model helps organizations assess their current state and identify steps to improve their knowledge transfer processes. 1. **Tribal knowledge:** This is where most organizations start. Knowledge is held by specific individuals (e.g., Lisa knows how to do this, so we ask Lisa). 2. **Documentation:** Some organizations have documentation, but it might be hard to find or outdated, leading to a lack of trust in the system. 3. **Guide:** Employees rely on checklists, reference guides, and decision trees every time they follow a procedure. 4. **Train:** Employees are trained to rely on actionable digital guides instead of memorizing mountains of information. 5. **Accelerate:** The goal is to reach a point where CSMs and tech support agents use guides and systems that are continuously updated through circular feedback. This means agents can suggest improvements, leading to more accurate and reliable documentation. By understanding where your organization is on this model, you can take steps to improve and ensure effective knowledge transfer, reducing dependency on individual experts and enhancing overall efficiency. ## Challenging limiting beliefs Some of what I'm about to share might ruffle some feathers, but it's essential to challenge these limiting beliefs. One common misconception is that training needs to focus on what CSMs *need to know*. In reality, it should focus on what they *need to do*. Another belief is that [CSMs](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) who memorize procedures perform better. Data shows this isn't accurate; agents perform better by memorizing less and finding efficient ways to execute their tasks. I'm often guilty of being too helpful, which creates a dependency where people constantly come to me for answers. This is why Greg insisted on me searching for answers myself. It was uncomfortable initially, but it was necessary for fostering independence. The process involves aligning, defining, designing, refining, training, empowering, and adapting. Here’s a quick rundown: 1. **Align and define:** Start with a workshop to identify common questions, requests, and tasks. Include the person who fixes mistakes, answers questions, trains others, and a tenured person in the target role. 2. **Design and refine:** Document tasks clearly, separating foundational information from actionable information. Foundational knowledge includes understanding the tools and their purposes, while actionable information is covered in guides. 3. **Train:** Focus on less complex training, emphasizing the "what" and "why" over the "how." Use digital guides for procedural steps. 4. **Empower and adapt:** Continuously update and improve the process based on feedback. For example, in training for a tool like HubSpot, cover what it does and why it's used, leaving the "how" for guides. Effective documentation should be easily findable (within five seconds), scannable, and usable. Instead of a lengthy PDF, provide simple, clear steps. Spend 20% of the time on foundational courses and 80% on practical exercises where agents find answers themselves. This method was transformative for me at ScreenSteps. Typically, it took me 30 days to ramp up in a support role. With this approach, I was fully functional in just two days. I handled support by myself, answering every question through chat and email, and even opening accounts. The impact of this approach is profound. It creates a flywheel effect, where knowledge transfer becomes more efficient over time, continuously improving. This methodology not only enhances productivity but also fundamentally changes how teams operate, leading to more empowered and self-sufficient employees. This system has changed my life and can change yours too. By focusing on efficient knowledge transfer and practical application, we can overcome the limitations of traditional training methods and achieve remarkable results. ### How to plan awesome strategies using customer experience research URL: https://www.customersuccesscollective.com/customer-experience-research/ Last updated: 2024-10-04T16:51:48.000Z In pursuit of business excellence, your true north star is always a profound understanding of the customer – or as we say,KYC *–* “know your customer.” As a leader in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS) and experience, I've come to realize that the bedrock of any transformative strategy is deeply embedded in the rich soil of [customer experience](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) (CX) research. It's a realm where data and human experiences converge, offering a treasure trove of insights that, when harnessed, can unlock untold potential for innovation, co-innovation, and growth. My journey in the [tech industry](https://www.customersuccesscollective.com/what-is-saas/) has been a testament to the power of customer obsession. I've seen firsthand that when you really dig into researching what customers experience, it can show us the way forward. It's not just about figuring out what they want or need right away, but also getting the unspoken stuff they expect and the little things that sway their choices. It's a fascinating exploration that demands both [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and analytical rigor, a balance that, when struck, can lead to strategies that not only resonate with our audience but also inspire and delight them. This article extends beyond a simple prescriptive story; it serves as a call to begin an exploratory adventure. Here, we’ll delve into some common areas that underpin effective [customer experience research](https://www.customersuccesscollective.com/customer-experience-map/), from the creation of detailed customer personas to the nuanced analysis of customer feedback. We’ll explore how these insights can be transformed into actionable strategies that not only meet but exceed customer expectations, fostering a level of engagement and loyalty that becomes the hallmark of a truly customer-obsessed organization. ## The heartbeat of the strategy: The Research Reflecting on my journey through customer success and experience, I've come to recognize the profound impact that customer experience research has had on shaping the strategies of organizations, both large and small. This goes beyond mere [data gathering](https://www.customersuccesscollective.com/using-customer-data-to-build-proactive-customer-success-function-with-josh-horsman/); it's a deliberate journey to grasp the core of customer engagement and turn it into a guide for substantial development and creativity. Throughout my career, I've had the privilege of spearheading initiatives that placed the customer at the forefront, and repeatedly, I've seen how this research serves as the lifeblood of customer-focused strategies. It's the beacon that sheds light on the true needs and desires of customers, guiding businesses to engage with their audience on a deeper level. Each [interaction](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/), each piece of [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/), and every customer story collected is a piece of the puzzle that, when pieced together, reveals a comprehensive picture of the customer experience. This invaluable insight is what empowers us to craft strategies that not only resonate with our customers but also foster a genuine connection that stands the test of time. ### Defining clear objectives Defining clear objectives is another critical aspect of this research. It's about setting a vision for what we want to achieve and identifying the metrics that will signal our progress. These objectives act as beacons, ensuring that every insight we gather and every strategy we implement is aligned with our goal of fostering customer loyalty and driving business growth. Customer experience research results in strategies that deeply connect with our audience. By carefully aligning what we offer with what our customers truly need, we turn ordinary encounters into exceptional ones, fostering loyalty and driving business growth. Really understanding what our customers want is pretty much the core of how we do things. It's what keeps our business fresh and in tune, always listening to what people are telling us they need. It's a never-settle deal; we've got to stay on our toes and keep changing things up. When executed correctly, there's nothing more rewarding than ensuring our efforts align perfectly with what our audience is genuinely excited about. [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/03/Untitled-design--43-.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) ## Personalization mastery with customer personas Diving into customer experience research is like being a detective. It's all about piecing together clues to figure out what really makes our customers tick. As someone who's been in the field, I can tell you, it's *not* just about collecting a bunch of data. This is about delving deep into the everyday exchanges and crafting a strategy that will truly dazzle and amaze our customers. Creating customer personas is an intriguing exercise. It's like sketching out a bunch of characters for a novel, except these characters are the real deal. They help us get into our customers' heads and craft experiences that feel tailor-made. When we nail it, every customer feels like we're speaking their language, and that's when the magic happens. Here is a sample customer persona to give you a better idea: **Customer persona** Tech-savvy executive Ray **Background** 44-year-old CIO; loves staying up to date with the latest tech trends, avid reader of tech blogs, enjoys participating in online forums and leadership collectives **Demographic** Male, suburban area, Master’s degree in information technology management **Goals** Enhance skills, on the lookout for new tools and platforms to streamline workflows **Challenges** Struggles to find fully reliable sources with concise and up-to-date information **Behaviors** Early adopter of technology, values efficiency, willing to invest in premium tools that save time **Preferred channels** Reading in-depth articles, watching tutorial videos online, active on social media platforms like Twitter and LinkedIn When it comes to planning with precision, it's all about having a clear endgame. We've got to know what winning looks like, and that means setting some solid goals. Then, we roll up our sleeves and get down to business with [surveys](https://www.customersuccesscollective.com/customer-surveys/), interviews, and [mapping out customer journeys](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/). It's like putting together a puzzle, and when the pieces fit, it's awesome! Analyzing all that data is where we turn those analytics into bonified stories. It's not just about what customers do, but why they do it. And when we figure that out, we can start anticipating their needs before they even know what they want (proactive services). That's when we start delivering experiences that not only meet expectations but totally exceed them. Quantifying success is crucial. It’s essential to remain focused on our objectives and ensure we are achieving our goals. It involves monitoring relevant metrics, such as customer referral rates or the ease with which they can access our services. An upward trend in these figures indicates we are moving in the correct direction. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/06/CSC_-Membership_CTA_Banners_2.png)](https://www.customersuccesscollective.com/pro-plus-membership/) ## Strategic precision: Planning with clarity Strategic planning is all about setting clear goals that give us something to aim for. It's like plotting a course on a map; you've got to know where you're headed to figure out how to get there. In my own experience, I've found that identifying the key [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) that matter most to our success is crucial. These metrics are like signposts along the way, letting us know we are headed in the right direction and not just going through the motions. Once we've got our objectives locked in, it's time to roll up our sleeves and dig into the real work—getting those golden nuggets of customer insight that can make all the difference. I'm talking about getting out there with surveys, sitting down for interviews, and mapping out the entire customer journey. It's not just about asking questions; it's about listening, really listening, to what customers are telling us. Basically, having a strategic plan with clear goals and really understanding what your customers want is key to making it big. I've been in this game for some time, always staying alert and keeping my eyes on the [outcomes](https://www.customersuccesscollective.com/how-to-deliver-customer-outcomes-and-hit-your-dates-every-single-time/). We need to keep talking to our customers—it's how we'll continue to progress. ## Data analysis: The catalyst for innovation Customer experience research's true [value](https://www.customersuccesscollective.com/delivering-value-to-your-most-complex-customers/) lies in turning raw data into engaging [stories](https://www.customersuccesscollective.com/integrating-product-storytelling-into-your-customer-success-strategy/) that uncover the underlying realities of customer behaviors and choices. This intriguing transformation of bare statistics into detailed stories offers insights into our customers' experiences and desires, additionally assisting CS leaders in advocating for their team's expansion efforts. [Storytelling](https://www.customersuccesscollective.com/how-customer-success-can-wield-the-power-of-storytelling/) forms the base of our strategic development. It goes beyond speculating customer actions to comprehend their motivations, what compels them, and how we can more effectively fulfill their requirements. This demands a mix of sharp analytical thinking and creative flair—a blend that I've discovered to be both demanding and highly satisfying. By using this analytical approach, we can develop strategies that are proactive in addressing customer needs rather than just reactive. We keep ahead in a constantly changing environment. This process is dynamic and continually adapting, yet its core aim is to engage with customers beyond mere transactions to foster authentic connections. That is the key to making a significant impact. [Using customer data to build a proactive CS functionFor any Customer Success Manager, your customer’s data is a treasure trove of behavioral insights. When implemented effectively, data can spearhead your CS function and set you up with the tools to proactively engage with your customer base.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/CS_School_Josh.001--1-.jpeg)](https://www.customersuccesscollective.com/using-customer-data-to-build-proactive-customer-success-function-with-josh-horsman/) ## Measuring success: The metrics that matter Measuring the success of our customer experience strategies is indeed like being a head chef in a busy kitchen. It's a blend of intuition and precision, where understanding our customers' tastes is as crucial as the ingredients that go into each dish. In my own experience, I've found that the right [key performance indicators](https://www.customersuccesscollective.com/measuring-customer-success/) (KPIs) are the spices that make the meal—they tell us if our customers are savoring every bite or merely nibbling out of politeness. Selecting the appropriate KPIs requires careful consideration. It’s not just a matter of picking any metrics, but rather choosing those that align with our customer personas. These personas represent our frequent customers, each having distinct tastes and anticipations. By refining our strategies to match these personas, we maintain an ongoing conversation, like asking diners for their feedback during their dining experience to guarantee contentment throughout their visit. Let's visualize our progress with a graph that tracks our customer satisfaction score over time. Goal Method Metric Result Track customer satisfaction Graph over time Customer satisfaction score Upward trajectory Ensure strategies are effective Monitor metrics Net promoter score (NPS) High NPS, customers returning and bringing friends We're aiming for an upward trajectory, a sign that our strategies are hitting the mark consistently, not just rarely. The net promoter score (NPS) is another metric we keep a close eye on—it's the equivalent of rave reviews in the culinary world. A high NPS means our customers are not just returning, but they're bringing friends along, expanding our family of patrons. ## The future of customer experience research Looking ahead, we're delving into the latest customer experience measurement trends. The rise of predictive analytics lets us preemptively tend to customer needs, while advanced real-time feedback systems offer immediate satisfaction insights. AI-driven personalization engines allow for experiences as unique as a chef's dish crafted for a specific patron. These innovations are key to our ongoing success, helping us stay ahead of the curve and satisfy customers one by one. [Voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) (VoC) programs are getting a major upgrade as well. They are like having a direct line to customer thoughts, giving us the lowdown on what's hot and what's not in real-time. And emotional analytics? This is the key to understanding customer sentiments, vital for ensuring our strategies resonate on an emotional level. All these shiny new tools mean we are on the cusp of a customer understanding renaissance. We are not just keeping up with customer needs; we are staying a step ahead, crafting strategies that are as innovative as they are customer-focused. It's all about making sure our customers are not simply happy but wowed, every single time they interact with us. And with these future trends, we're all set to make that happen. It's a thrilling time to be in customer experience research, and I can't wait to see where these trends take us! [Top customer success predictions for 2024As 2024 dawns, fresh opportunities and hurdles await CSMs globally. To gauge expectations, we spoke to CSC’s 24 in 2024 – the 24 people who we’ve recognized as CS trailblazers – to decipher what lies ahead for the customer success community in 2024.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/02/Untitled-design--34-.jpg)](https://www.customersuccesscollective.com/top-customer-success-predictions/) ## Potential challenges and customer success focus areas In my years of navigating the diverse customer landscape, I've come to realize that maintaining an unbiased perspective in our research is not just a professional responsibility, but a personal mission. It's about being diligent, detail-oriented, and unwaveringly objective. I want to share with you some personal insights and strategies that have been instrumental in preserving the integrity of our research. ### The importance of diverse sampling A diverse sampling approach is essential. I've realized the importance of mirroring our customer base in our samples. In one instance, we almost overlooked an important demographic, but a varied sampling method revealed critical insights, altering and deepening our understanding. ### Standardization and external collaboration I've come to understand the importance of standardization. Developing questions that are straightforward, succinct, and neutral is an ongoing task, but the consistent quality and usefulness of the data justify the effort. Collaborating with external research companies has offered new insights that question our preconceptions and prevent narrow-mindedness. It's been valuable to evaluate our information from an outside viewpoint. Training our research models is also an ongoing journey. I've seen how subtle biases can creep in, and we actively work to counter this through comprehensive training. It's about creating an environment where every response, every piece of feedback, is valued for its authenticity. ### Multiple data sources Utilizing multiple data sources has transformed our research approach. It's like putting together a complex puzzle, where each piece contributes to a complete picture of our customer's experience. This triangulation of data not only validates our findings but also lays a robust foundation for our customer success strategies. I am committed to clarity in our processes. Avoiding confusion and uncertainties is crucial. It builds confidence among our customers, stakeholders, and team members. Clear communication about our data collection and analysis methods promotes a culture of responsibility and high standards. As leaders in customer success, it's imperative for us to concentrate on these tactics. They're essential in maintaining our customer experience research as a model of impartiality. This is an ever-changing process, where each initiative provides fresh insights and chances for development. Central to our philosophy is the dedication to perceive our services from the unbiased perspective of our clients. It's this dedication that motivates us to always enhance our work and create experiences that genuinely connect with our users. Seize the chance to work in customer experience that prioritizes constant enhancement and innovation focused on the customer. Keep advancing this research to provide outstanding experiences that connect with our customers. Your teams can create a future where every customer conversation is spot-on. --- ## The proof is in the pudding If you’re curious about the impact of customer experience research on business success, consider this: companies that invest in understanding and improving their customer interactions often see remarkable improvements. By focusing on what customers truly need and want, businesses can significantly boost satisfaction, loyalty, and overall value. This approach not only enhances the customer experience but also drives substantial growth and success for the company. The exact results can vary depending on the industry and customer base, but the positive trend is clear. ### How customer success can drive revenue with Franca-Sofia Fehrenbach [Video] URL: https://www.customersuccesscollective.com/customer-success-can-drive-revenue-video/ Last updated: 2024-07-23T21:28:40.000Z ## Keep on learning [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/pexels-photo-7948055.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) [Harmonizing the hustle between sales and customer successBalancing sales and customer success is crucial for any growing business seeking to drive revenue while delivering ongoing value. There isn’t anyone better suited to answer our burning questions and shed light on this critical topic than Chris Dishman, SVP of Customer Success at Totango.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Chris-Dishman.jpg)](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-chris-dishman-totango/) [Should Chief Customer Officers own revenue?From the early days of SaaS to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why Chief Customer Officers (CCOs) should own revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveStuti Bhargava![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/07/Stuti-Bhargava--1-.jpg)](https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/) ### Don’t hire a Head of Customer Success... ...without asking these questions URL: https://www.customersuccesscollective.com/head-of-customer-success-interview-questions/ Last updated: 2025-05-30T16:41:04.000Z Hiring a Head of Customer Success? This guide provides 19 essential interview questions – complete with example answers, follow-ups, and expert resources – to help you identify top candidates who can [boost retention](https://www.customersuccesscollective.com/20-tried-and-tested-customer-retention-tips/), reduce [churn](https://www.customersuccesscollective.com/customer-churn/), and [drive revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/). Whether you're a hiring manager crafting your interview strategy or a candidate preparing for an interview, this article will serve as an invaluable resource. ## Interview questions for Head of Customer Success ### 1\. Can you talk us through some of the automations you’ve implemented in your current role? **Aim:** To assess the candidate's experience with improving efficiency through [automation](https://www.customersuccesscollective.com/understanding-the-best-ways-to-use-artificial-intelligence-in-your-customer-success-strategies/). This question helps determine if the candidate can leverage technology to streamline processes, reduce manual workload, and enhance productivity. With [the rise in AI](https://www.customersuccesscollective.com/copilot-and-autopilot-ai-in-customer-support/) and the pressure to “do more with less,” this question will gauge how successful they will be at applying [human-touch](https://www.customersuccesscollective.com/the-balance-between-tech-and-human-touch-during-onboarding/) CS at scale. Understanding their approach to automation provides insight into their problem-solving abilities and technical proficiency, which are crucial for scaling [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/). **Key skills assessed:** - Technical knowledge - Process improvement - Innovation **Example answer:** > "At my previous company, I implemented several key automations to streamline our customer success processes. One significant project was setting up an automated onboarding email sequence using Intercom. This reduced our manual workload by 30% and ensured consistent communication with new customers. > > "Additionally, I developed a health score system in Gainsight to [proactively identify at-risk accounts](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/), allowing us to intervene before issues escalated. These automations improved our overall [customer satisfaction scores](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/) by 15% and saved countless hours of manual work." **Follow-up:** > "Can you provide an example of an automation that didn’t work as expected? What did you learn from that experience?" **Resource:** [Beyond the Bot: AI in Customer Success eBook](https://www.customersuccesscollective.com/ai-in-customer-success-ebook/) ### 2\. You mentioned on your resume that you achieved a renewal rate of 95%. Can you talk us through your role in this? **Aim:** Retention is *the* biggie when it comes to CS. Ask this question to understand your candidate's strategy for maintaining high levels of [customer retention](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/). This question delves into their ability to create and execute effective retention strategies. How your candidate answers this question will reveal their confidence as a leader. If they’re able to rally a team toward common goals, and demonstrate a capacity to use data and [customer feedback](https://www.customersuccesscollective.com/customer-feedback-management-template-framework/) to drive decision-making, you might just have hit the jackpot! **Key skills assessed:** - [Customer retention ](https://www.customersuccesscollective.com/customer-retention/)strategies - [Leadership](https://www.customersuccesscollective.com/leadership-in-customer-success-nils-vinje/) - Data-driven decision-making **Example answer:** > *"Achieving a 95% renewal rate certainly was a team effort – I can’t take full credit for it by any means. That said, the part I played in developing and implementing the strategy was critical.* > > *"First, we created a comprehensive customer health dashboard that allowed us to identify at-risk accounts early. I then instituted a proactive outreach program where we engaged with customers quarterly to ensure they were achieving their desired outcomes. We also implemented a voice of the customer program to gather feedback and make product improvements based on customer needs.* > *"Lastly, I* [*worked closely with our product team*](https://www.customersuccesscollective.com/customer-success-and-product-management-saas-dream-team/) *to develop a roadmap that aligned with our customers' long-term goals, which significantly improved our value proposition at renewal time."* **Follow-up:** > "Can you give an example of a specific customer you saved from churning and the steps you took to avoid that outcome?" **Resource:** [How to increase your customer retention rate ](https://www.customersuccesscollective.com/what-it-means-to-have-a-high-customer-retention-rate/) 💡 Looking for [interview questions for a Customer Success Manager](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/)? Ask and you shall receive! Here's a resource jam-packed with 25 interview questions to ask your next round CSM interviews. [Top Customer Success Manager interview questions (with example answers)If you’re preparing for a Customer Success Manager (CSM) interview – whether you’re an applicant or a hiring manager – this comprehensive guide will provide valuable insights into the key questions you might encounter or should ask.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-309.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CSM-interview-Qs.jpg)](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/) ### 3\. In this role, you’ll be managing four CSMs. What does your current CS team look like? **Aim:** Someone who doesn’t understand the way a team functions, the strengths and weaknesses of said team, isn’t likely to be a good fit. This question, albeit a fairly simple and non-interrogative one, is important to gauge the candidate's experience in managing and structuring a CS team. This question evaluates their ability to build and lead a team, including resource allocation and organizational skills. It provides insights into how they prioritize roles and responsibilities within their team to ensure optimal customer support and satisfaction. **Key skills assessed:** - Team management - Organizational skills and resource allocation. **Example answer:** "My current CS team consists of nine members structured into three tiers. We have four Customer Success Managers who handle our day-to-day client interactions and relationship management. Two Senior CSMs who focus on our enterprise accounts and complex customer needs. We also have one CS Ops Manager who handles our data, reporting, and process improvements. As the second in command of the department, second to our VP, I oversee all these roles and work closely with other departments to ensure alignment and customer-centricity across the organization." **Follow-up:** "How do you handle performance issues within your team? Can you provide an example?" **Resource:** [Building a Customer Success Team Certification](https://learn.customersuccesscollective.com/course/building-a-customer-success-team-certified-masters) [25 Customer Success Manager job interview questionsIf you’re preparing for a Customer Success Manager (CSM) interview – whether you’re an applicant or a hiring manager – this comprehensive guide will provide valuable insights into the key questions you might encounter or should ask.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/07/Untitled-design--72-.jpg)](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/) ### 4\. How would you represent the voice of the customer to senior leadership? **Aim:** Getting an idea of how the candidate would interact with leadership is *essential*. Ask this question to assess your candidate's ability to advocate for customers at a high level. It’s a nice, multi-layered query that examines their communication skills, especially their ability to present data-driven insights compellingly. Plus, it also looks at their strategic thinking in aligning customer needs with business objectives to influence senior leadership decisions. **Key skills assessed:** - Communication - Data presentation - Strategic thinking **Example answer:** "To represent the VoC to senior leadership, I’ve always believed in a data-driven approach combined with compelling storytelling. I would do what I’ve done before in other roles – regularly compile key customer feedback, satisfaction scores, and usage data into a concise dashboard. During meetings with senior leadership, I'd present this data along with specific customer stories that illustrate broader trends or pain points. I'd also prepare recommendations based on this information, tying them directly to business outcomes like retention, upsells, or new feature adoption. When you consistently bring customer insights to the table and show their impact on the company’s bottom line, I've found senior leadership becomes way more invested in customer-centric decision making." **Follow-up:** "Can you share a time when your insights led to a significant change in company strategy?" **Resource:** [How to create an effective voice of the customer program](https://www.customersuccesscollective.com/customer-success-manager-job-interview-questions/) [How to create an effective voice of the customer programThe topic of this article is all about creating an effective voice of the customer program. I’m going to show you some effective strategies for implementing an effective VOC program in a few succinct steps, focusing specifically on![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveAndrea Greco![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/02/voice.jpeg)](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/) ### 5\. How do you keep abreast of customer wants and needs? **Aim:** Any good Head of CS will have tried and tested methods for staying informed about customer requirements. This question focuses on their proactive communication strategies and analytical skills. It reveals their commitment to a [customer-centric approach](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/) and their ability to gather and interpret customer data to anticipate needs and drive continuous improvement. **Key skills assessed:** - [Customer-centric mindset](https://www.customersuccesscollective.com/customer-led-growth/) - Proactive communication - Analytical skills **Example answer:** > "Staying on top of customer wants and needs is crucial in this role. I employ a multi-faceted approach. > > "First, I encourage regular check-ins between our CSMs and customers, ensuring we're always up-to-date on their evolving needs. We also conduct quarterly surveys to gather structured feedback. I personally hold monthly meetings with our top accounts to understand their strategic direction. > "Additionally, I work closely with our support team to identify common issues or feature requests. We use tools like Gainsight to track product usage patterns, which often reveal unspoken needs. > > "Lastly, I stay active in industry forums and events to understand broader trends that might impact our customers." **Follow-up:** "How have you adjusted your strategy based on customer feedback?" **Resource:** [How to Build a Community Playbook](https://www.communityledgrowth.com/how-to-build-a-community-playbook/) [How to Build an Online Brand Community: Download the playbookIt’s no secret that the first step to implementing a solid community-led growth strategy is building the community itself. And yet, there’s not a lot of information out there that breaks down each step to building a community ready for launch. That’s why this had to be![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-310.png)Community-Led AllianceJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/CLA_Build_a_Community_Playbook_Blog_.jpg)](https://www.communityledgrowth.com/how-to-build-a-community-playbook/) ### 6\. Have you ever encountered resistance from a customer or internal stakeholder? If so, how did you handle this? **Aim:** When you ask this, you’re assessing the candidate's conflict resolution and negotiation skills – *huge* for a potential Head of CS. Depending on the candidate’s response, this question helps identify their approach to [managing difficult situations](https://www.customersuccesscollective.com/customer-complaints/) and their ability to maintain positive relationships despite challenges. It also sheds light on their communication style and problem-solving abilities in high-pressure scenarios. **Key skills assessed:** *Conflict resolution, communication, and problem-solving.* **Example answer:** "Oh yes. One instance springs to mind: we needed to sunset a legacy feature that a few key customers heavily relied on. To handle this, I first ensured I understood the full context – why we needed to sunset the feature and the exact impact on the affected customers. I then had open, honest conversations with these customers, explaining our reasoning and actively listening to their concerns. Together, we developed a transition plan that included extended support for the legacy feature and additional training on new features that could replace its functionality. Internally, I worked closely with our product team to ensure the transition was as smooth as possible. This approach turned a potentially negative situation into an opportunity to deepen our relationship with these customers." **Follow-up:** "Can you provide a specific example of internal resistance and how you managed it without compromising the relationship?” **Resource:** [How to improve your customer communications](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) [5 ways to nail your Customer Success Manager interviewWhen preparing for a Customer Success Manager (CSM) interview, knowing what to expect and being ready to demonstrate your skills and experience effectively is vital. You might have the perfect experience under your belt, but if you don’t present this correctly, it could cost you the job!![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGözde Görce![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/photo-1517842645767-c639042777db.jpeg)](https://www.customersuccesscollective.com/5-ways-to-nail-your-customer-success-manager-interview/) ### 7\. We'd like to know a little bit about your customer advocacy program at \[Company Name\]. Can you talk us through the program and your role in it? **Aim:** This question is all about understanding the candidate's experience in developing and managing customer advocacy initiatives. Advocacy can be often overlooked in CS teams, but having experience advocacy can really separate the wheat from the chaffe. Ask this question to evaluate your candidate’s ability to foster strong customer relationships and leverage satisfied customers as advocates. tI also examines their strategic thinking in creating programs that drive customer engagement and loyalty. **Key skills assessed:** *Customer relationship management, program development, and strategic thinking.* **Example answer:** "At \[Company Name\], I spearheaded the development of our customer advocacy program, which we called 'Champions Circle'. The program was designed to recognize and reward our most engaged customers while also leveraging their success stories to drive new business. My role involved designing the program structure, setting up the criteria for membership, and overseeing its implementation. The program included several key components: - A tiered rewards system based on customer engagement and advocacy activities - Exclusive access to beta features and direct input into our product roadmap - Opportunities to speak at our annual user conference and industry events - A private online community for networking and best practice sharing I worked closely with our marketing team to create case studies and testimonials featuring our Champions. We also developed a referral program where Champions could earn additional rewards for successful referrals. The program was a great success, resulting in a 25% increase in customer referrals and a significant boost in positive reviews on Trustpilot and G2\. It also provided invaluable feedback for our product team and helped strengthen our relationships with key accounts." **Follow-up:** "What were some challenges you faced in developing this program, and how did you overcome them?" **Resource:** [Customer Advocacy Certified](https://learn.customersuccesscollective.com/course/customer-advocacy-certified-masters) [Redefining customer advocacy with Haig Kingston, OpenBlendDo your customers rave about your brand to friends and colleagues? They should! Turning satisfied customers into loyal advocates is essential today. Yet most companies drop the ball when it comes to post-sale customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/02/Haig-Kingston.jpg)](https://www.customersuccesscollective.com/redefining-customer-advocacy-haig-kingston/) ### 8\. At \[Company Name\], how did you go about managing churn rate? What was your strategy around churn? **Aim:** Churn is a biggie and will inevitably come up multiple times in your interview. To assess the candidate's approach to reducing customer churn, this question looks at their ability to implement proactive measures to retain customers. Depending on their answer, it should highlight their use of data to identify at-risk accounts and their problem-solving skills in developing interventions to address potential churn triggers. **Key skills assessed:** *Customer retention strategies, data analysis, and proactive problem-solving.* **Example answer:** "We developed a comprehensive health score model to identify at-risk accounts early, implemented a 'rescue program' with personalized outreach, and conducted quarterly business reviews to demonstrate ROI. This proactive approach reduced our churn rate from 12% to 7% over 18 months." **Follow-up:** "Can you describe a particularly challenging case of churn and how you addressed it?" **Resource:** [The State of Customer Churn Report](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/) [Swapping last-minute churn mitigation for proactive risk identificationMy name is David, and I work at LinkedIn, where I lead a team of customer success managers out of EMEA. We work with the largest global clients in the LinkedIn Sales Solutions business.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDavid Collard![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/10/photo-1512138664757-360e0aad5132.jpeg)](https://www.customersuccesscollective.com/swapping-last-minute-churn-mitigation-for-proactive-risk-identification/) ### 9\. You mention in your resume that at \[Company Name\], you improved your onboarding process – what did that onboarding look like? **Aim:** Suss out your candidate's experience in optimizing customer onboarding with this number! This question evaluates their process improvement skills and their ability to design an onboarding experience that accelerates customer time-to-value. But that’s only the half of it! This question reveals their project management capabilities, too, plus their attention to detail in ensuring a seamless onboarding journey. **Key skills assessed:** *Process improvement, customer education, and project management.* **Example answer:** “Our onboarding process includes a welcome email, kick-off call, account setup, customized onboarding plan, training sessions, data migration, configuration, regular check-ins, go-live support, and 30-60-90 day reviews. This approach typically takes 4-6 weeks and significantly improves time-to-value." **Follow-up:** "What specific changes did you make to the onboarding process, and what were the results?" **Resource:** [The State of Customer Onboarding 2023](https://www.customersuccesscollective.com/the-state-of-customer-onboarding-2023/) ### 10\. Can you talk us through your role in revenue expansion? **Aim:** Ask this to assess your candidate's ability to drive upsells and cross-sells. This question explores their sales acumen within the context of customer success. It looks at their ability to identify growth opportunities, demonstrate value to customers, and collaborate with cross-functional teams to achieve revenue targets. **Key skills assessed:** *Sales skills, strategic account management, and value demonstration.* **Example answer:** "I focused on identifying expansion opportunities, demonstrating value through quarterly business reviews, and collaborating with sales and product teams. By developing tailored success plans, we increased our net revenue retention from 110% to 125% over the past year." **Follow-up:** "Can you provide an example of a successful cross-sell campaign you led?" **Resource:** [What is cross-selling?](https://www.customersuccesscollective.com/cross-selling/) [A step-by-step guide to expansionUnlock the secrets to boosting customer lifetime value and discover proven strategies for skyrocketing retention, renewals, and expansion rates.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveNick Chang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_expansion.jpg)](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/) ### 11\. Can you talk us through a really key trend in the feedback you identified at \[Company Name\], how you closed the loop, and the impact that had on the company? **Aim:** You want to stress that at your company, it's vital that there's a clear feedback loop between customer success and product. Ask this question to assess the candidate's ability to facilitate product improvements based on customer feedback. It’ll reveal their cross-functional collaboration skills and their ability to analyze customer feedback to drive product enhancements. What’s more, it also evaluates their impact measurement skills to demonstrate the tangible benefits of their initiatives. **Key skills assessed:** *Cross-functional collaboration, trend analysis, and impact measurement.* **Example answer:** "We identified that customers struggled with our reporting feature. By aggregating feedback and collaborating with the product team, we developed a more intuitive 'report builder' feature. This increased usage by 40%, reduced support tickets by 25%, and improved NPS by 15 points." **Follow-up:** "Can you share another example of customer feedback leading to a product change?" **Resource:** [Understanding the customer feedback loop – and why we need to close it](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) [Understanding the customer feedback loop – and why we need to close itThis guide covers the core stages of an effective feedback loop and why it’s critical to close it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_feedback_loops.jpg)](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) ### 12\. From awareness to advocacy, what does your current customer journey look like? **Aim:** To assess the candidate's understanding of the full customer lifecycle and their approach to managing it. This question explores their strategic planning skills and their ability to design and manage touchpoints throughout the customer journey. It also looks at its customer-centric mindset in ensuring a seamless and value-driven experience. **Key skills assessed:** *Customer lifecycle management, strategic planning, and customer-centric thinking.* **Example answer:** "Our journey includes stages from awareness (marketing efforts) to advocacy (customer referrals). Key stages are consideration (demos, free trials), purchase (smooth onboarding), adoption (training sessions), value realization (quarterly reviews), expansion (upsells), and renewal (timely renewals). We refine this journey based on customer feedback." **Follow-up:** "How do you measure success at each stage of the customer journey?" [Re-examining the customer journey to enhance customer’s experienceWe spoke to Ralph Meyer, Enterprise Customer Success Manager at Procore Technologies, ahead of his presentation at the Customer Success Festival in London. Ralph asks the question: ‘How do we shift from a product-focused discussion to solving business challenges?’![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/11/photo-1489641024260-20e5cb3ee4aa.jpeg)](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/) ### 13\. Have you ever encountered internal pushback when sharing customer feedback? If so, how did you handle that? **Aim:** This question is a real gem for uncovering how your candidate deals with internal politics. Let's face it, not everyone's always thrilled to hear customer feedback, especially when it means more work! You're looking to see if they can navigate tricky waters, stand their ground when it matters, and still keep everyone playing nice. It's all about finding that sweet spot between being the customer's champion and a team player. **Key skills assessed:** *Conflict resolution, persuasion, and cross-functional communication.* **Example answer:** "I encountered pushback when customers requested a feature our product team had decided against. I gathered data, built a strong business case, and secured executive sponsorship. By framing it as a collaborative opportunity, we added the feature to the roadmap, aligning with our technical capabilities." **Follow-up:** "Can you describe a situation where internal resistance was particularly challenging and how you overcame it?" [Customer experience in crisis: Resilience and reputationManaging customer experience is an integral part of maintaining and enhancing brand reputation. This article looks at reputation management.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveTisa Sinclair![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/03/Customer-experience-in-times-of-crisis---Resilience--resolution--and-reputation-management.jpg)](https://www.customersuccesscollective.com/customer-experience-crisis-resilience-resolution-and-reputation-management/) ### 14\. What metrics are you measured against? **Aim:** Here's where you separate the data-driven pros from the gut-feeling amateurs. This question isn't just about rattling off a list of KPIs – it's about understanding if your candidate really gets what makes a CS team tick. You want to see if they can connect the dots between their day-to-day work and the big-picture stuff that keeps the C-suite happy. Are they strategic thinkers? Can they align their performance metrics with business objectives to achieve desired outcomes? **Key skills assessed:** *Performance measurement, data-driven decision-making, and strategic thinking.* **Example answer:** "Key metrics include NRR, customer churn rate, NPS, expansion revenue, customer health score, onboarding completion rate, and customer lifetime value (CLV). We review these metrics monthly and quarterly to drive strategy and identify improvement areas." **Follow-up:** "Can you share an example of how you used one of these metrics to drive a strategic decision?" **Resource:** [What are the go-to KPIs and metrics used in customer success?](https://www.customersuccesscollective.com/measuring-customer-success/) [What are the go-to KPIs and metrics used in customer success?Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/02/measure--1-.jpg)](https://www.customersuccesscollective.com/measuring-customer-success/) ### 15\. You mentioned on your resume you have experience in up-sell campaigns. What was your role in this and how do you identify when a customer is ready to be upsold to? **Aim:** This one's all about sniffing out those golden opportunities to grow accounts. You're not just looking for a salesperson in disguise - you want someone who can spot when a customer's ripe for an upgrade without coming across as pushy. It's a delicate balance, and how they answer will tell you loads about their approach to customer relationships. **Key skills assessed:** Sales skills, customer analysis, strategic thinking **Example answer:** "I led up-sell campaigns by identifying opportunities through usage patterns, growth signals, feature requests, and health scores. We focused on demonstrating additional value and providing a strong business case. This approach increased our up-sell success rate by 30%." **Follow-up:** "Can you share a successful upsell story and how you approached the customer?" **Resource:** [10 upselling best practices every CSM needs to know](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) [10 upselling best practices every CSM needs to knowYour customers can be a lucrative revenue source, and it’s easier to sell to them than sourcing new customers. The trick? Upsell and cross-sell.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGözde Görce![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_up_sell.jpg)](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) ### 16\. When it comes to managing email campaigns, at your current company, does CS own all customer comms? **Aim:** This question is sneakier than it looks. Sure, you're asking about email campaigns, but what you're really digging for is how well they play with others. In most companies, customer comms is a bit of a hot potato - marketing wants a piece, product needs to chime in, and CS is trying to keep it all customer-friendly. You're looking to see if they can juggle all these competing interests without dropping the ball. **Key skills assessed:** *Communication planning, cross-functional collaboration, and customer engagement.* **Example answer:** "At my current company, customer success doesn't own all customer communications, but we play a crucial role in a collaborative approach. We own personalized communications, onboarding sequences, renewal and expansion emails. We work with product for feature updates and marketing for broader campaigns, ensuring consistent, relevant messaging." **Follow-up:** "How do you ensure the consistency and relevance of your customer communications?" [How to improve your customer communications | 14 strategiesStrong customer communication isn’t just nice to have – it’s a must for business success. Discover 14 ways to improve your customer communications.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/05/Untitled-design--60-.jpg)](https://www.customersuccesscollective.com/14-ideas-to-improve-your-customer-communications/) ### 17\. What change have you made since joining \[Company Name\] that you're most proud of? **Aim:** Here's where you get to see what really makes them tick. This question is less about the specific change they made and more about what they value in their work. Are they all about the numbers? Do they get a kick out of solving gnarly problems? Or maybe they're proudest of building a killer team? Their answer will give you a peek into what kind of leader they'd be in your organization. **Key skills assessed:** *Leadership, innovation, and problem-solving.* **Example answer:** "The change I'm most proud of since joining \[Company Name\] is the implementation of a proactive customer health monitoring system. When I joined, we were largely reactive to customer issues, often addressing problems only after they had escalated. This system included a comprehensive health score, real-time monitoring, alerts, and playbooks. This reduced churn by 30%, increased expansion revenue by 25%, and improved NPS scores by 20%. It shifted us from the bowels of reactivity to the lofty heights of proactive customer management." **Follow-up:** "Can you describe another significant change you implemented and its impact?" ### 18\. What are the hallmarks of a healthy customer at \[Company Name\]? **Aim:** This one's a bit of a Rorschach test for CS pros. There's no one-size-fits-all answer, but how they respond will tell you volumes about their CS philosophy. Are they all about usage metrics? NPS scores? Or do they have a more holistic view? You're looking for someone who can paint a clear picture of what success looks like for your customers. **Key skills assessed:** *Customer analysis, success metrics, and strategic thinking.* **Example answer:** "Healthy customers show consistent product usage, wide feature adoption, engagement with our team, timely renewals, expansion over time, positive feedback, quick issue resolution, and achievement of success metrics. We track these indicators through product analytics, customer interactions, and regular health check assessments." **Follow-up:** "How do you address potential issues when you notice a customer's health is declining?" **Resource:** [The customer health score: How to master this metric](https://www.customersuccesscollective.com/the-customer-health-score-how-to-master-this-metric/) [Mastering the customer health score | Patti ZackThere’s a lot of ambiguity around the customer health score metric, namely when should you implement it in your business. Here to dispel any misconceptions about the customer health score is Patti Zack, Chief Customer Officer at FiscalNote, who’s joined us on the CS School podcast.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/CS_School_Patti_Zack.001--1-.jpeg)](https://www.customersuccesscollective.com/mastering-the-customer-health-score-patti-zack/) ## 19\. What kind of training and onboarding videos were you creating? **Aim:** Don't be fooled – this isn't just about their video production skills. What you're *really* after is their approach to getting customers up to speed and keeping them engaged. A solid answer here shows they understand the importance of continuous education in driving adoption and preventing churn. Plus, it'll give you an idea of how creative they can get when it comes to keeping customers in the loop. **Key skills assessed:** *Content creation, customer education, and product knowledge.* **Example answer:** "In my current role, I've been heavily involved in creating a comprehensive suite of training and onboarding videos to enhance our customer education process. These included product overviews, feature-specific tutorials, use case scenarios, best practices, admin setup guides, update announcements, and interactive tutorials. These videos reduced time-to-value for new customers and decreased support load." **Follow-up:** "How do you measure the effectiveness of your training and onboarding videos?" It’s worth pointing out that no hiring manager has the time, or patience, to ask 19 questions in an interview. Nine. Teen. Think of these questions as an optional guideline; the way you conduct your interview is up to you. Ask questions that will genuinely have an impact on your company. ## Customer success can feel like a lonely game... ### ...but it doesn’t have to be. Where do you turn when you need practical advice from someone who’s been there? Who do you ask when you're stuck between a churn risk and a roadmap decision? Where’s the space to share, learn, and grow — without the noise or the paywall? We’ll let you in on a not-so-well-kept secret: **our Insider membership gives you all this... for free.** This is where customer success professionals come to sharpen their skills, swap ideas, and find the answers that don’t live in blog posts. From templates and case studies to weekly insights and a buzzing Slack, if you’re serious about levelling up, this is your launchpad. Whether you're managing your first book of business or building a CS function from scratch, the [**CSC Insider plan**](https://www.customersuccesscollective.com/insider-membership-plan/) has your back. No fluff. No gatekeeping. Just the resources, peers, and playbooks you’ve been searching for. ### Your next CS breakthrough? It probably starts here. [Join for free](https://www.customersuccesscollective.com/insider-membership-plan/) ### Customer Experience Summit | July 10, 2024 URL: https://www.customersuccesscollective.com/customer-experience-summit-july-10-2024/ Last updated: 2026-08-05T12:20:54.000Z Join us to catch up on exciting sessions on Customer Experience from the likes of Dropbox, Oracle, Mastercard and RingCentral. _This post is for paying subscribers only._ ### Should Chief Customer Officers own revenue? URL: https://www.customersuccesscollective.com/should-chief-customer-officers-own-revenue/ Last updated: 2024-08-30T13:40:49.000Z *This article is based on a keynote presentation Stuti gave at Chief Customer Officer Summit New York 2024\. You can watch the full session and others from the event* [*OnDemand*](https://www.customersuccesscollective.com/customer-success-ondemand/) *with a Customer Success Collective* [*membership plan*](https://www.customersuccesscollective.com/signup/)*.* --- As a [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO) with years of experience in the trenches of [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) (CS), I've witnessed firsthand the evolution of our role. From the early days of software-as-a-service ([SaaS](https://www.customersuccesscollective.com/what-is-saas/)) to the post-pandemic world, the landscape of customer relationships has dramatically shifted. That’s really what this article is about; I want to share my personal journey and make a case for why CCOs should own revenue. - The evolution of customer success - The case for Chief Customer Officers owning revenue - Traditional customer success responsibilities vs. revenue ownership - Revenue ownership models for Chief Customer Officers - Implementing revenue strategies in customer success - Learning from industry leaders ## The evolution of customer success The birth of SaaS revolutionized how we interact with customers. Gone are the days when high switching costs kept customers locked in. Now, with subscriptions and easy exits, the concept of [churn](https://www.customersuccesscollective.com/customer-churn/) has become a real threat. This shift demanded a new approach to customer relationships. Companies like Salesforce and Gainsight played crucial roles in solidifying customer success as a discipline. They provided platforms and knowledge that helped us justify the importance of CS to our [leadership teams](https://www.customersuccesscollective.com/why-should-customer-success-be-represented-at-c-suite-level/). I still remember relying on Gainsight's resources to convince my executives that CS was [more than just a buzzword](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/). However, it was the [pandemic](https://www.customersuccesscollective.com/value-of-customer-success-in-covid-era/) that truly highlighted the importance of existing customers. Suddenly, the "new business only" mentality wasn't sustainable. We realized that not only is it [easier to sell to existing customers](https://www.customersuccesscollective.com/who-should-own-the-revenue-for-existing-customers-2/), but keeping them happy is crucial for long-term success. [What’s the next stage in the evolution of customer success?Does your company, and its executives, still treat customer success as a cost center? Do you feel like you’re at the head of the table, or still in the corner of the room?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEdward Chiu![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/FT_14.10.29_evolution-promo.jpg)](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) ### Stuti’s personal journey in customer success My customer success career began in a rather unexpected role: as an Escalation Manager. It wasn't glamorous by any means; I was essentially a buffer, taking angry customer calls so the CCO didn't have to. For some people, this would be their worst nightmare, but I *loved* it. Why? Because when you're dealing with customers who are most frustrated, there's nowhere to go but up! From there, I moved into more proactive roles, learning to prevent issues before they escalated. I was fortunate to have a mentor from the West Coast who opened my eyes to the potential of CS beyond just putting out fires. At BitSight, I built a CS organization from the ground up, growing it from 23 to 75 people. Later, at OneSpan, a public company with over $300 million in revenue, I became their first CCO. If you had asked me during my BitSight days if I'd ever want to own revenue, I would have said, "No way!" I considered myself a purist, focused solely on advocacy and adoption. But my perspective evolved organically. Now, if I don't own revenue, I'm not taking the job. [Your guide to the Chief Customer OfficerEvery now and then, aspects of your business will be in need of refreshing to stand tall amongst the competition. But staying ahead of the curve isn’t an easy feat, especially when it comes to making changes from within.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/CSC_Hub_Page_Meta_Chief-Customer-Officer--1-.jpg)](https://www.customersuccesscollective.com/chief-customer-officer/) ## The case for Chief Customer Officers owning revenue So, why the change of heart? It comes down to impact and influence. As CCOs, we often talk about being the [voice of the customer](https://www.customersuccesscollective.com/creating-an-effective-voice-of-the-customer-program/). We focus on [adoption](https://www.customersuccesscollective.com/5-easy-ways-csms-can-drive-product-adoption/), [usage](https://www.customersuccesscollective.com/product-usage-metrics/), and [advocacy](https://www.customersuccesscollective.com/customer-advocacy-drives-customer-success/). These are crucial, but they're not always quantifiable. In the boardroom, without [revenue responsibility](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/), we're often just another input. Someone else can easily dismiss our insights with a casual, "I don't know what they're talking about. I just talked to a customer yesterday, and they loved us!" When customer initiatives are tied to [revenue](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/), they become priorities, not just nice-to-haves. If I can say, "We can't meet our $100 million renewal revenue target unless we address these customer needs," that's powerful. It moves us beyond being a cost center to being a value center. At OneSpan, this shift allowed me to create experience packages that self-funded my entire organization during a period of layoffs. I didn't have to ask for headcount – I could predict my needs based on incoming revenue. Owning revenue also gives us accountability for the [customer lifetime value ](https://www.customersuccesscollective.com/driving-customer-lifetime-value-by-focusing-on-outcome-success/)(CLV). How many times have you seen sales make a heavily discounted deal, only for CS to bear the burden of supporting a low-value customer? When we own revenue, we can influence these decisions and truly optimize for CLV. [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/pexels-photo-7948055.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) ## Traditional customer success responsibilities vs. revenue ownership Don't get me wrong, [traditional CS responsibilities](https://www.customersuccesscollective.com/what-are-the-roles-and-responsibilities-of-customer-success-teams-in-2022/) like being the voice of the customer, driving adoption, and fostering advocacy are still crucial. But without quantifiable [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) and ownership, it's hard to influence organizational priorities. Customers don't care about our internal structures. They don't want to know if they're talking to a CSM or sales rep. They just want a partner who can help them achieve their desired outcomes without constantly trying to sell them something new. ## Revenue ownership models for Chief Customer Officers In my experience, there are three main models for revenue ownership in CS: 1. [Sales-led](https://www.customersuccesscollective.com/product-led-vs-sales-led-vs-marketing-led-vs-customer-led-whats-the-difference/) revenue 2. CS-led expansions and renewals 3. Dedicated account management team **Sales-led revenue** In this model, all commercial activities are handled by sales, while CS focuses on adoption and usage. This can work well for complex solutions with long sales cycles and renewals as complicated as the initial sale. **CS-led expansions and renewals** Here, new logos are owned by sales, while CS handles [expansions and renewals](https://www.customersuccesscollective.com/a-step-by-step-guide-to-retention-renewals-and-expansion/). This model works well when pricing is straightforward, and processes are clear-cut. **Dedicated account management team** This model adds a separate [account management](https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/) team under the CCO. It's more complex but can be effective for massive enterprise customers with complex environments. Each model has its pros and cons, and the right choice depends on your specific situation. The key is to find a structure that allows CS to drive value while maintaining a focus on customer outcomes. [How revenue & customer success can work together more effectivelyIn many organizations, sales and customer success exist as two distinct entities, interacting only to hand off accounts and, while this setup may work for some, when both teams are aligned, magic happens.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/11/mimi-thian-ZKBzlifgkgw-unsplash--1---1---1-.jpeg)](https://www.customersuccesscollective.com/how-revenue-customer-success-can-work-together-more-effectively/) ## Implementing revenue strategies in customer success Once you've decided to own revenue, how do you approach it? Here are a few strategies: 1. [Personalization and segmentation](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/): This is crucial. While I still believe in revenue-based [segmentation](https://www.customersuccesscollective.com/a-guide-to-customer-segmentation-strategies-and-examples/), it's important to look beyond just numbers and consider the total lifetime value of a customer. 2. [Cross-functional collaboration](https://www.customersuccesscollective.com/customer-success-and-cross-departmental-collaboration/): Work closely with [product, sales, and marketing](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) teams. You can't drive revenue in isolation. 3. [Data-driven](https://www.customersuccesscollective.com/how-systems-and-data-play-a-pivotal-role-in-cs-operations/) decision-making: Use data to secure your information, test your approaches, and prove what works. A/B testing can be incredibly powerful here. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2022/07/CSC-slack-ad-1.jpeg) ](https://www.customersuccesscollective.com/customer-success-community/) ## Learning from industry leaders We can learn a lot from companies that have successfully integrated CS and revenue: - Amazon has leveraged [personalization](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) and segmentation to drive massive revenue growth. - Salesforce aligned its customer success with revenue, focusing on [upselling](https://www.customersuccesscollective.com/10-upselling-best-practices-every-csm-needs-to-know/) and creating a platform to support these efforts. - Microsoft has built a brilliant CS organization that uses data analytics to drive a more [customer-centric approach](https://www.customersuccesscollective.com/how-successful-customers-drive-successful-companies/). ## KPIs for revenue-owning CCOs While traditional CS metrics like NPS and CSAT are still important, revenue-owning CCOs need to focus on financial [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/) as well. These might include: - Net revenue retention - Gross revenue retention - Expansion revenue - [Customer lifetime value](https://www.customersuccesscollective.com/customer-lifetime-value-how-to-calculate-and-increase-it/) Remember, nobody asks a CFO to justify their role. By tying our work to these metrics, we secure our place at the executive table and gain a deeper understanding of the end-to-end process. [What are the go-to KPIs and metrics used in customer success?Picture this: you have an in-demand product, a seemingly solid customer base, and money pouring in. Surely you’ve made it, right? But the thing is, none of these things matter without setting the right measures in place to monitor the good and the bad.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/02/measure--1-.jpg)](https://www.customersuccesscollective.com/measuring-customer-success/) ## What have we learned? The evolution of the CCO role reflects the changing dynamics of customer relationships in the SaaS world. As we move from being seen as cost centers to value drivers, owning revenue becomes not just an option, but a necessity. My journey from skeptic to advocate for revenue ownership wasn't overnight. It was an organic evolution driven by the realization that to truly advocate for our customers and drive outcomes, we need to speak the language of the business - and that language is revenue. For CS leaders considering this shift, remember: owning revenue doesn't mean abandoning our core principles. It means aligning customer success with business success, giving us the power to truly drive change and deliver value. --- ## Like what you've read? If you enjoyed this fresh perspective from Stuti, then this article is just the tip of the iceberg. You can feast your eyes on white-hot insights like this and more – all geared toward the specific needs of C-suite executives – with a ticket to our **Chief Customer Officer Summits**. [Join us](https://events.customersuccesscollective.com/) ### Using AI while being human-first with Danielle Martin, TryHackMe [Video] URL: https://www.customersuccesscollective.com/using-ai-human-first-video/ Last updated: 2024-07-17T08:37:45.000Z ## Learn more Enjoyed Danielle's episode? Why not check out some related reading? 👇 [CS + AI = ? Artificial intelligence in customer successYou don’t have to look far in science fiction, be it in books, TV, or film, to find dystopian depictions of artificial intelligence, commonly abbreviated as AI.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/07/photo-1510511459019-5dda7724fd87.jpeg)](https://www.customersuccesscollective.com/the-future-of-artificial-intelligence-in-customer-success/) [How to integrate AI personalization and recommendation systems into your businessWith the power of artificial intelligence (AI) harnessed to crunch data on customer behavior, sentiment, and needs, businesses can craft tailored, value-driven interactions that captivate and engage customers like never before.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_personalization-1.jpg)](https://www.customersuccesscollective.com/ai-personalization-and-recommendation-systems/) [How generative AI can revolutionize value realizationDiscovering the incredible capabilities of generative AI in customer success can be an exciting, if not, challenging journey. And when it comes to its application in SaaS businesses, AI thoroughly redefines how we engage, understand, and deliver value to our customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveAyman Husain![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/12/Untitled-design--26--2--1---1---1---1-.jpg)](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) ### Customer Success Managers vs. Account Managers [Video] URL: https://www.customersuccesscollective.com/customer-success-managers-account-managers-video/ Last updated: 2024-10-09T10:11:50.000Z ## Keep on learning [Customer Success Managers vs. Account ManagersThey’re both two job titles that float around every business and both seem related, right? But it’s not just a case of rebranding; Customer Success Managers (CSMs) are not Account Managers re-packaged for technology industries like Software as a Service (SaaS).![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/10/2.png)](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) [What is a Customer Success Manager (CSM)?At Customer Success Collective, we love hearing from Customer Success Managers. In fact, we’re obsessed with them and the work they do; our small contribution is to create a hub of educational resources for global CS enthusiasts.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2021/10/spark.jpeg)](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) [BDRs, SDRs, and account executives - what sets them apart?Business development reps (BDRs), sales development reps (SDRs), and account executives (AEs) are all tasked with working with leads and prospects, with the ultimate goal of moving them along the sales funnel.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDaniel O’Dowd![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/04/Screen-Shot-2022-04-01-at-10.14.59--1-.jpg)](https://www.customersuccesscollective.com/bdrs-sdrs-and-account-executives-what-sets-them-apart/) ### Change management in customer success URL: https://www.customersuccesscollective.com/change-management-in-cs-how-to-deal-with-change-in-your-company-for-your-clients-and-for-yourself/ Last updated: 2025-10-13T09:01:40.000Z Customer success is continuously evolving, and our roles are changing all the time. It's important to acknowledge that we may not always be happy with these changes. For those who aren’t familiar with change management, I’ll be discussing how we implement change in our companies, for our customers, and also for ourselves. At my company Zaptic, we implement SaaS and software solutions, particularly for industries like manufacturing that may not be very tech-savvy. Often, these industries have little to no prior experience with technology. A significant portion of our time is dedicated to managing change for individuals who aren’t comfortable with technology or with altering the way they are accustomed to doing things. This is the core of what we do. In this article, I’ll go over the fundamentals of change management and how you can enable change in your company. ## Understanding change management Change management is about influencing people to do things differently. Let's address a common misconception: [customer success](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/) is often seen as the "sexy" department that every company wants, yet few truly understand what it entails or how to set it up for success. As [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSMs), we must implement change within our companies, for our customers, and for ourselves. We have to get comfortable with these changes because much of our job involves setting expectations and guiding customers through doing things in new ways. This process isn’t always easy. All change starts with individuals. You, as individuals, need to [manage change](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/) for yourself. Your customers, too, are individuals – not just faceless entities. We must interact with them on a personal level. Whether dealing with ourselves, our customers, or colleagues within our company, we often find that change management involves addressing individual needs and expectations. It's essential to recognize that managing expectations extends to higher management and within our departments. As a Growth Coach, I work with many CSMs, helping them grow within their roles and the CS space. A common theme I hear is that their roles are constantly evolving – just when they get comfortable, new changes arise. Recently, CSMs have been tasked with [revenue KPIs](https://www.customersuccesscollective.com/measuring-customer-success/). Traditionally, the role focused on strategic goals and customer outcomes. Now, there’s an added emphasis on revenue metrics, including net retention, growth retention, and expansion. CSMs are increasingly accountable for sales-related targets, such as identifying opportunities and driving growth. They face questions about how much they sell to existing clients and are often required to track their time spent on upselling and cross-selling activities. There is mounting pressure on CSMs to contribute to sales within the CS space. Many CSMs I speak with have noticed this shift. It's a significant change we must manage, as it redefines our roles and expectations. We need to be prepared to [navigate these challenges](https://www.customersuccesscollective.com/a-customer-success-playbook-for-navigating-uncertainty-and-change/) and continue delivering value to our customers and companies. [Adoption and change management in customer successWe at Microsoft deliver some of the best practices around adoption and change management, especially as it relates to customer success. In this article, I’m going to share some of the insights I have gained in my role as CSM.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveRahul Gokhale![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/01/change.jpeg)](https://www.customersuccesscollective.com/adoption-and-change-management-in-customer-success/) ## Why people fear change People fear change because it taps into our most basic instinct: survival. Whether in your own company or with your customers, this fear is prevalent. Much of our role involves managing or dealing with the psychology of our clients. When we set expectations, we need to convince and persuade them. Change is challenging because it threatens our sense of security and survival. Once we feel secure and comfortable, we can start to belong to a group or even become someone we weren't before. However, change disrupts this comfort, triggering survival fears. Common concerns among CSMs facing changes include: - Am I going to meet my targets? - I’ve never sold anything before. - I’m not used to being salesy or pushy. - What if I don't perform well in my role? - Will I be put on a personal improvement plan? These fears arise when our roles change and new responsibilities are introduced. It's natural to feel apprehensive about meeting these new demands. To navigate these challenges, changing your mindset is crucial. Although it sounds simple, seeing things from a different perspective can significantly improve your role. For instance, if you’re now bound to new targets and responsibilities, view it as an opportunity to learn and add new skills to your CV. Consider it a chance to move to another role within your company or even to a different company. When implementing changes for your clients, remember that it takes time for them to adjust. Recent studies suggest it takes around 66 days for individuals to start feeling comfortable with new processes. So, be patient and kind to yourself as you navigate these changes. Similarly, extend that patience and kindness to your customers and colleagues. Change doesn't happen overnight; it requires time and careful planning. ## Guiding customers through change Just as individuals fear change, your business customers do too. Implementing a new product or process in your customer's company often involves significant changes that can be daunting for them. When I started in customer success management six years ago, I was working for an American company establishing itself in Europe. Customer success was a blurry concept, and my customers didn’t understand my role. They were used to dealing with support or account managers and couldn’t grasp the changes we were implementing with new software. When introducing a new product to your customers, it's essential to understand their perspective. They may see it as just another piece software, questioning its necessity and the additional work it brings. Common concerns include: - What is this new product for? - Why do we need to use it? - How much additional work will it create? - Will I understand it and perform well with it? Your customers may resist change because it takes them out of their comfort zone, triggering their survival instincts. They might feel comfortable with their current processes and view new changes as unnecessary complications. ## Communicating the "why" To guide customers through change, start with the "why." Clearly communicate the purpose of your product and the problem it solves for their company. This understanding is crucial for gaining their buy-in. If your clients don’t grasp the reason behind the product, they’ll see it as just another task rather than a valuable tool. Customers are primarily interested in how the product will help them perform better in their roles, so motivate your them by showing how your product will benefit them personally. Highlight how it can help them achieve their KPIs and make them look good in front of their managers. Enable your customers by providing clear, simple steps on how to use your product effectively. Support them through the initial phases of adoption, offering guidance, training, and resources. Go above and beyond at the beginning to ensure they feel confident and competent using the new system. This early support is crucial for long-term success. Inspire your customers by celebrating their successes, no matter how small. Highlight their achievements and progress with the new product. Frame it as a collaborative effort – working together to implement change. Reinforce that you’re there to help them look good to their managers and succeed in their roles. Guiding customers through change requires patience, empathy, and clear communication. By understanding their fears and addressing their concerns, you can help them see the value in your product and support them through the transition. Remember, change takes time, and building trust and confidence with your customers is key to successful implementation. ## Practical steps for introducing new software When introducing new software to an entire division, there are critical steps to ensure a smooth transition and successful adoption. First, articulate the value of the new system. Explain how it will bring significant benefits, such as cost savings and efficiency improvements, to the company. However, you can’t stop there; you must also communicate this value to the users. When discussing the new software, focus on the vision and the value it brings. Clearly articulate how it will improve their work processes and contribute to their success. This involves facilitating information and learning, not just for the users but also for higher management. Gaining buy-in from higher-ups is crucial for ongoing support and successful implementation. In every meeting with your customers, whether it’s a call, a meeting with the users, or a session with higher management, make it a point to highlight the wins and successes they have achieved with the new software. Celebrate the positive outcomes and progress, no matter how small. This reinforcement helps to build confidence and demonstrates the real value of the product. Highlighting successes and maintaining a value-driven approach will help you guide your customers through the change, ultimately leading to a more positive and productive experience for everyone involved. ## Enabling change in your company One significant challenge many [CSMs](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) face is organizational misalignment. This occurs when the C-suite level doesn’t clearly understand the purpose and value of customer success. Many companies do not have a [Chief Customer Officer](https://www.customersuccesscollective.com/chief-customer-officer/) (CCO), leading to a lack of clarity about our role. While every company wants a customer success department because it's trendy, they often don't know what it entails or how to facilitate it. To address organizational misalignment, it's essential to define the role of CSM clearly. Work with your manager or VP, or take on the project yourself to outline what the CSM role encompasses. Distinguish it from sales, support, and implementation. Clearly define what CSM brings to the company. When roles are well-defined, there's less confusion and overlap, leading to better collaboration and less friction. Higher management must understand the value of CSM to invest in it. This means effectively communicating our value and vision. Without a clear articulation of what we do and why we are essential, higher management won't see the need to invest in us. This can result in a lack of resources, insufficient team members, and inadequate tools. For example, while Salesforce is excellent, it's primarily designed for sales, not for CSMs’ unique needs. Cross-functional collaboration is another significant challenge. Other departments may not understand the CSM role, leading to confusion and inefficiency. It's vital to establish clear lanes for each department. When everyone understands their responsibilities and how they complement each other, collaboration improves. Building strong relationships with sales, for example, can provide valuable insights and foster a more cohesive approach to customer success. A critical aspect of gaining higher management's buy-in is attaching a dollar value to the CSM role. Traditionally, sales are seen as the primary revenue driver because their actions result in immediate financial returns. In contrast, CSMs’ contributions are more subtle and long-term. However, it's essential to demonstrate that 80% of revenue comes from existing clients, a domain CSM heavily influences. By quantifying our impact, we can justify the investment in our department. To enable change within your company, start by defining and communicating the value of the CSM role. Foster cross-functional collaboration and build strong relationships with other departments, particularly sales. Most importantly, quantify the financial impact of CSM to secure necessary investments from higher management. By addressing these challenges, you can create a more aligned, collaborative, and effective Customer Success department. [Why Customer Success Managers need technical skillsIn this article, discover why CSMs should not only be focusing on assisting customers, but developing their technical skills so they can serve customers better, and ultimately reduce churn and boost revenue.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMichael Calizo![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/05/Why-Customer-Success-Managers-need-technical-skills.jpg)](https://www.customersuccesscollective.com/why-customer-success-managers-need-technical-skills/) ## Key takeaways for dealing with change When dealing with change, whether within your own company or for your customers, the first step is to identify the main stakeholders. Ask yourself: - Who are the key stakeholders? - Who do I need to convince of my value and presence? - How will they be impacted by this change? Creating a list of these stakeholders is crucial. Understand their concerns, and articulate the value you bring. [Communicate](https://www.customersuccesscollective.com/how-to-effectively-communicate-the-value-of-the-cs-function/) effectively to ensure they recognize the importance of your role. Securing buy-in from top management is essential. Without support from higher-ups, your efforts are likely to face significant obstacles. Make sure to: - Clearly communicate the value of your role and the changes you are implementing. - Demonstrate how these changes will positively impact the company. Having top management's support can facilitate smoother transitions and ensure that your initiatives receive the necessary resources and attention. Consistently articulate the value you bring to the company and your clients. This involves: - Reiterating the benefits and positive outcomes of your efforts. - Providing concrete examples of successes and improvements. - Highlighting the long-term impact on the company's goals and objectives. By continually showcasing the value of your contributions, you can foster a better understanding and appreciation of your role, both within your company and with your clients. ## Final thoughts Dealing with change effectively requires a strategic approach. Identify and understand your stakeholders, secure buy-in from upper management, and consistently communicate the value you bring. By following these steps, you can navigate changes successfully and drive positive outcomes for your company and your customers. ### How to turn “boring” customer surveys into your feedback secret weapon URL: https://www.customersuccesscollective.com/customer-surveys/ Last updated: 2026-04-08T15:35:11.000Z When you consider all of the developments made in [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) over the last decade, you’d be forgiven if you think of customer surveys as relics of a bygone era, a time that pre-dates [SaaS](https://www.customersuccesscollective.com/what-is-saas/). Surveys, [QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/), and annual account reviews may all originate from a time of customer support and account management, but don't be fooled – these tools are just as important today as they were thirty years ago. When used strategically and alongside other [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) methods, gathering customer insights is more crucial than ever, with surveys remaining one of *the* most powerful tools in a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/)’s (CSM) arsenal. But let's face it – we've all seen surveys done poorly. Like all [data collection](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) about people, surveys are a tool that can be misused – and boy, do we know the eye-rolls they can induce! When done right, surveys can be your secret weapon – so long as you don’t rely on them as your sole method for customer feedback. This article will divulge seven proven strategies to make your surveys truly worthwhile. Every. Single. Time. - Take a strategic approach to customer surveys - Framework for effective surveys - Close the feedback loop - Harness the power of Customer Success Managers - Combat survey fatigue and boost survey participation ## Take a strategic approach to customer surveys Here's the thing: you really want to leverage surveys for different milestones along the [customer journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/). Instead of a one-size-fits-all approach, create specific surveys for different stages. For instance, if you're looking to gather information about the [customer onboarding](https://www.customersuccesscollective.com/customer-onboarding/) process, why not create a three or four-question survey asking about that specific experience? Questions like: - “What did you like about the onboarding process?” - “What didn't you like?” - “What can we improve on? - What would you like to see us do differently? These four questions alone will get you far more information than an [NPS score](https://www.customersuccesscollective.com/how-to-leverage-nps-data-to-make-decisions/) at that stage. The key is to look along that [customer journey](https://www.customersuccesscollective.com/re-examining-the-customer-journey-to-enhance-the-customers-experience-and-add-value/) and ask, "Where are different places where we want to get a little more insight that we currently don't have?" Start small. You don't have to survey the entire [customer journey](https://www.customersuccesscollective.com/addressing-the-gaps-in-the-customer-journey/) at once. Pick one or two key areas where you feel you don't have enough information or where you suspect processes can be improved. ### Framework for effective customer surveys But let's break down the ultimate survey approach into a simple framework: **1\. Strategize** This is where you **plan** your survey methodology. Don't just throw random surveys at your customers. Instead, base your strategy on the [outcomes and objectives](https://www.customersuccesscollective.com/the-power-of-outcomes-based-thinking-podcast/) you want to achieve. What insights do you need? What decisions will this data inform? **2\. Systemize** Okay, now you will want to [**implement**](https://www.customersuccesscollective.com/how-to-optimize-your-implementation-process-for-long-term-success/) your surveys based on your customer lifecycle. To do this, create a system where surveys are triggered at specific points in the customer journey, ensuring you're gathering relevant [feedback](https://www.customersuccesscollective.com/propel-your-business-forward-with-customer-feedback/) at each stage. **3\. Actualize** Now, this is crucial—you need to **act** on the feedback you receive. There's no point in collecting data if you're not going to use it. Make sure you have robust processes in place to review survey results, identify actionable insights, and implement changes based on [customer feedback](https://www.customersuccesscollective.com/using-customer-feedback-and-win-loss-interviews-to-improve-your-product/). By following this framework, you ensure that your surveys are purposeful, consistent, and impactful. [Your guide on customer feedbackCustomer feedback is one of the most essential parts of a customer success strategy, letting you understand and improve the customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_feedback.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) ## Close the feedback loop Now, here's a crucial point that many overlook: [closing the feedback loop](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/). Think about it – nobody likes to help somebody and then never hear what happened with that help. We all want to know how the story ends, right? When customers can see that you're genuinely trying to understand their experience and that you're acting on their feedback, they become much more open to responding to future surveys. It's about building trust and showing that their opinion truly matters. So, how do we close this loop effectively? It's simple: 1. Inform customers about how their [feedback](https://www.customersuccesscollective.com/how-to-leverage-customer-feedback-to-build-great-products/) is being used. 2. Share the changes you're making based on their input. 3. Keep them updated on the progress of these changes. This approach doesn't just increase [customer engagement](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/); it also boosts their willingness to participate in future surveys. Remember, it's not just about collecting data – it's about creating a dialogue with your customers. [Understanding the customer feedback loop – and why we need to close itThis guide covers the core stages of an effective feedback loop and why it’s critical to close it.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEmma Bilardi![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_feedback_loops.jpg)](https://www.customersuccesscollective.com/how-to-manage-the-feedback-loop/) ## Harness the power of your Customer Success Managers Use your CSMs in your survey strategy. These are our soldiers on the ground, working with customers day in and day out. CSMs are invaluable in implementing survey strategies and convincing customers to participate. They have the existing relationships with customers and can explain the value of survey participation in a way that resonates. CSMs can help identify areas where more customer insight is needed. They often intuitively understand customer challenges, even when customers struggle to articulate them clearly. This insight can inform your survey design, ensuring you're asking the right questions to uncover meaningful insights. Encourage your CSMs to: - Explain the value of survey participation to customers - Provide input on survey questions based on their customer interactions - Help interpret survey results in the context of their customer relationships - Facilitate the feedback loop by sharing survey outcomes with customers When you bring these elements together under the voice of the customer umbrella, you create a formal system for continually collecting data, analyzing it, and iterating on it. It's a cycle: [identify gaps](https://www.customersuccesscollective.com/bridging-relationship-gaps-with-customers-by-leveraging-customer-success-principles/), collect data, make changes, and then feed it right back into identifying new areas for improvement. [How to build a proactive customer success function with dataHaving built customer success teams from the ground up, I can tell you that data is key when it comes to being proactive. In the ever-changing business landscape, it’s not enough to just win customers over – we need to anticipate and address their needs to deliver the maximum value possible.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJosh Horsman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/01/photo-1542903660-eedba2cda473.jpeg)](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) ## Combat survey fatigue and boost survey participation Let's address the elephant in the room: survey fatigue. We've all experienced it, both as professionals and as consumers. So, how do we keep our customers engaged and willing to provide feedback? The key is to emphasize the action that will be taken as a result of their participation. When asking customers to complete a survey, be transparent about your intentions. You might say something like: > *"I understand you get surveys all the time – I do too. But we're doing things differently. We're going to follow up and let you know what happened with your feedback."* This sets the bar high, so make sure you follow through. Provide regular updates on your findings and planned changes. You don't have to wait until you've fully analyzed all the data or implemented changes. Even interim updates can be valuable: > *"Remember that survey you took a couple of weeks ago? We're still analyzing the data, but here's what we're finding so far. We're considering these changes based on the feedback. We'll keep you updated on our progress."* Another powerful technique is to show that feedback reaches high-level executives and influences decision-making. Share thoughts from your leadership team about the survey results. This demonstrates that customer feedback is taken seriously at all levels of the organization. Here are some techniques to boost your response rates: 1. **Set clear expectations:** Let customers know upfront how their feedback will be used. 2. **Provide updates:** Keep customers informed about the insights gained from the survey and the actions being taken. 3. **Show executive involvement:** Demonstrate that survey results are reaching top-level decision-makers. 4. **Preview upcoming surveys:** Create anticipation by letting customers know what future surveys will cover. Remember, it's not about the survey itself – it's about how you close the loop that makes the biggest difference. --- ## Get Customer Research Certified Transform insights into action, amplify your strategy, and ensure your brand speaks the language of its customers. 👀 Uncover the real desires and needs of your customers to drive product success. 🎙 Master the art of structuring potent interviews for the most impactful insights. 🧩 Boost buy-in and collaboration by effectively communicating research results to your team. [Enroll today](https://learn.customersuccesscollective.com/course/customer-research-certified-masters) ### How to break into a customer success operations job URL: https://www.customersuccesscollective.com/customer-success-operations-job/ Last updated: 2026-05-12T14:33:21.000Z It’s not easy starting out in a new role, especially if that role is already a subsect of a relatively new field like customer success. [Customer success operations](https://www.customersuccesscollective.com/what-it-takes-to-build-a-world-class-customer-success-team/) (CS Ops) is an emerging area that plays a crucial role in helping organizations scale their customer success efforts. For those looking to transition into this niche, understanding the unique challenges and opportunities it presents is critical. I’m **Roger Mendez, the Global Leader of Strategic Programs in Customer Success and Acceleration at Cisco.** In this article, I draw on my experience of over eight years to provide insights on how to break into CS Ops, what to expect, and how to thrive in what I believe to be the new innovative frontier of customer success. I’m specifically going to discuss: - [The mental shift from moving into CS Ops from a CSM role](https://www.customersuccesscollective.com/customer-success-operations-job/#moving-into-customer-success-operations-from-a-general-customer-success-manager-role) - [The key skills needed of a CS Ops Manager](https://www.customersuccesscollective.com/customer-success-operations-job/#skills-needed-to-become-a-customer-success-operations-manager) - [The unique opportunities of CS Ops](https://www.customersuccesscollective.com/customer-success-operations-job/#the-unique-opportunities-of-customer-success-operations) - [The challenges of CS Ops](https://www.customersuccesscollective.com/customer-success-operations-job/#the-challenges-of-customer-success-operations) - [A day in the life of a CS Ops Manager](https://www.customersuccesscollective.com/customer-success-operations-job/#a-day-in-the-life-of-a-customer-success-operations-manager) 🎪 Looking for more on CS Ops? Ask and you shall receive! Roger spoke more about this very topic at[ ****Customer Success Festival San Francisco**](https://events.customersuccesscollective.com/location/sanfrancisco/) on ****September 4-5, 2024**. You can watch it OnDemand with a CSC membership plan. [Hit "replay"](https://customersuccesscollective.com/signup/) ## Moving into customer success operations from a general Customer Success Manager role One thing I love about customer success is cultivating relationships and maintaining a relationship standard across the organization. In my early days as a [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM), one of my favorite customers was Nationwide. During a visit to Ohio, a key stakeholder confided in me about a decision they were considering between Cisco and a competitor. They valued my opinion and saw me not just as a Cisco employee, but as a trusted advocate who could consult with them on advantageous decisions. Going from a broad CSM role into customer success operations definitely requires a significant mental shift. In CS Ops, the dynamics change because your *company* becomes your customer. For example, at Cisco, I work with various key stakeholders and different groups within the organization. We have teams focused on building specific actions and deliverables for customer success, and teams dedicated to enabling field teams with the right tools and resources to accelerate their customers' time to value. [The ultimate guide to customer success operations (CS Ops)Customer success operations, otherwise known as CS Ops, is a new type of role we’re beginning to see crop up within customer success. Like any ordinary operations role, CS Ops functions within customer success to help it run smoothly.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/09/operations-cs--1---1---1---1---1---1---1---1-.jpeg)](https://www.customersuccesscollective.com/customer-success-operations/) Transitioning to CS Ops means managing multiple groups and parts of the organization. It's not just about working with a few stakeholders anymore; it's about ensuring the entire organization moves forward effectively. A philosophy I follow is that it's okay to fail, but “fail fast and let others know where you're going so they can help you get back on track.” In CS Ops, our role is to ensure every team across the company feels supported and successful. This transition has been exciting but challenging. Instead of focusing solely on success plans and ROI, the focus is now on large-scale implementation across all organizational segments, including enterprise, commercial, EMEA, and APJ. Scaling at an accelerated rate requires coordination and effective communication across all these segments. ## Skills needed to become a Customer Success Operations Manager If you're interested in transitioning into a CS Ops role, it's important to understand the unique blend of skills and mindset required. Here are some pathways and initial steps to consider: ### Embrace innovation and creativity CS Ops is a new and innovative field. Organizations recognize the need for a CS Ops foundation to create programs and achieve operational excellence. If you're excited about changing the direction of your company and have a creative mindset, CS Ops could be a great fit for you. Unlike roles that rely on established formats and processes, CS Ops requires [innovative thinking](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences/) and a willingness to develop new strategies. [Leverage innovation to create positive customer experiencesPost-sales professionals like Customer Success Managers (CSMs) are in a greater position, now more than ever. Why? They’re in a unique position to elevate the customer’s experience, as their role usually brings them close to the customer’s business.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveKarim Hambach![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/04/photo-1501349800519-48093d60bde0.jpeg)](https://www.customersuccesscollective.com/leveraging-innovative-and-disruptive-practices-to-create-positive-customer-experiences/) ### Leverage data insights One of the key aspects of CS Ops is working with [extensive data](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/). As a CSM, you're on the front line, strategically and tactically working with customers to address their needs. In CS Ops, you'll be looking at data from a broader perspective. You'll analyze customer spending, [engagement](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/), and progress in their customer success journey. This involves identifying [segments](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) of customers who might not be seeing the full value of customer success and creating programs to [address these gaps](https://www.customersuccesscollective.com/addressing-the-gaps-in-the-customer-journey/). If you love working with data, CS Ops will provide ample opportunities to dive into analytics and derive actionable insights. ### Build relationships with key stakeholders A great jumping-off point that I recommend to anyone is to start [building relationships](https://www.customersuccesscollective.com/make-em-stick-6-ways-to-build-long-lasting-customer-relationships/) with key stakeholders in your customer success team. Try to understand what your company's CSMs do, including their focus on expansion opportunities, adoption, and renewals, etc. Your objective is to engage with these various stakeholders to identify what's relevant and important to them. Establishing a strong network within your company will be crucial as you transition into CS Ops. ### Develop a framework Establishing a framework for CS Ops is critical. I use the acronym “[V.A.L.U.E.](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/)” to guide this process: - **Validate**: Validate your company's initiatives and goals. - **Awareness**: Create awareness of what you want to achieve within CS Ops. - **Learning**: Understand the resources available to excel in your role. - **Utilization**: Measure the utilization of tools and resources within the company. - **Embed**: Fully immerse yourself in CS Ops to ensure your impact on the business is felt. ### Get curious and involved If this hasn't come across in this article, I'll reaffirm my stance: start getting curious about CS Ops and get involved in relevant programs wherever you can. Breaking into CS Ops requires a combination of innovative thinking, data analysis skills, strong relationships with stakeholders, and a strategic framework. 1. Understand the different aspects of customer success and how they intersect with operations 2. Immerse yourself in customer success 3. Commit yourself to continual learning By following these steps, you'll be well on your way to a fulfilling career in CS Ops. ## The unique opportunities of customer success operations ### Staying mindful and present One of the opportunities in CS Ops is staying mindful in the current moment. When you're helping customers accelerate their use of technology, feedback becomes essential. Customers often express what's working well and what needs improvement. In CS Ops, however, the focus shifts from immediate customer feedback to evaluating the effectiveness of actions toward organizational values and customer success goals. This shift helps you stay present and pivot as needed, ensuring alignment with the overall business strategy. ### Building strategic foundations At Cisco, we create strategic foundational pillars to ensure that any new process or program aligns with our core values and customer success objectives. Whether it’s improving the renewal process or enhancing the activation process, we ask ourselves how these actions align with our foundational pillars. This alignment helps maintain consistency, accountability, and a clear focus on our long-term goals. ### Innovating customer experience Another exciting aspect of CS Ops is the opportunity to innovate customer experiences. For example, Cisco has developed a self-serve portal where customers can log in and track their customer success journey. This not only provides transparency but also empowers customers by giving them visibility into their progress. Being part of such innovative initiatives is incredibly rewarding and positions us as game-changers in the industry. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/06/CSC_-Membership_CTA_Banners_2.png)](https://www.customersuccesscollective.com/pro-plus-membership/) ## The challenges of customer success operations ### Building out structure A significant challenge in CS Ops is establishing a robust structure. Measuring customer success and developing foundational pieces can be complex. It's essential to track various aspects of customer success and involve multiple teams, including those responsible for digital assets and customer journey mapping. Depending on customer segmentation and spending, the customer success experience needs to be tailored, adding to the complexity. ### Managing multiple priorities CS Ops involves working with numerous key stakeholders across the organization. Each stakeholder may have different priorities and metrics. Ensuring alignment while addressing these diverse priorities can be challenging. Unlike traditional CSM roles, which focus on specific areas such as customer sentiment, product usage, and retention, CS Ops might involve juggling 50 different priorities simultaneously. This requires careful management and a clear understanding of each stakeholder's goals. ### Scaling effective processes [Scaling](https://www.customersuccesscollective.com/the-art-and-science-of-scaling-customer-success/) effective processes across the organization is another challenge. If a process works well in one area, replicating it across other regions, product lines, or customer segments requires meticulous planning and execution. Ensuring that these processes align with the company's overall strategy and foundational pillars is crucial for successful scaling. CS Ops offers unique opportunities for innovation, strategic alignment, and customer empowerment. However, it also presents challenges in building structure, managing multiple priorities, and scaling processes. Staying mindful, focusing on strategic foundations, and embracing innovation means professionals in CS Ops can navigate these challenges and drive significant value for their organizations. [Strategies for customer engagement at scaleFinding the time and resources to fully engage with every customer at every stage can be a real struggle. As a CSM at Intercom, I understand the challenges that come with keeping customers engaged and satisfied, especially for startups and companies with limited resources.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMatt O’Boyle![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_customer_engagement.jpg)](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) ## A day in the life of a Customer Success Operations Manager In a CS Ops role, no two days are the same, which keeps the job exciting and dynamic. Unlike a traditional CSM role, where you might have a more predictable routine, CS Ops involves a variety of tasks that change based on the business's needs. For example, one day I might be hosting office hours for hundreds of CSMs, discussing their top priorities and challenges. The next day, I could be building a dashboard to analyze customer insights and user behavior with our products. Another day might focus on accelerating the customer journey from purchase to 100 days of product usage. I could also be working on a campaign for upcoming [renewals](https://www.customersuccesscollective.com/renewals-toolkit/). The diversity of tasks is one of the reasons I love my job. At Cisco, my role centers around strategic programs and top initiatives, which can change quarterly. In one quarter, I might be working on new product innovation, and in the next, I could be integrating acquisitions. This variability requires **adaptability** and a **strategic mindset.** An essential part of my role involves being a brand advocate for Cisco. For instance, I had the opportunity to visit a top customer in New York City with our VP of Customer Success. During this visit, I not only represented Cisco but also took customer feedback to drive improvements. This dual role of advocating for the customer and influencing change within Cisco makes the job fulfilling. One of the best pieces of advice I received was to maintain a "beginner's mind." This means approaching each task as if you're seeing it for the first time, which fosters creativity and innovation. Even though you might have prior experience, looking at things with fresh eyes can lead to significant improvements and new ideas. CS Ops at Cisco encourages creativity and innovation. I've had opportunities to pitch ideas directly to senior executives, who are eager to hear new perspectives. They don't just want you to do the work; they want to hear your ideas and see how you can implement change. This level of empowerment is exciting and makes the role an adventure. ## Customer success operations in a nutshell CS Ops is far from typical. It's varied, dynamic, and filled with opportunities to innovate and influence change. The ability to work on different strategic initiatives, engage directly with customers, and drive improvements within the organization makes it an exciting and rewarding career. By approaching each task with a beginner's mindset and a creative spirit, you can thrive in the ever-evolving field of customer success operations. 🎪 If you're looking to understand more about CS Ops and just what. that entails, we've got just the thing for you. You can watch Roger's keynote, in full and OnDemand, along with hundreds of other sessions, with a CSC membership plan. [Tune in](https://customersuccesscollective.com/signup/) ### What it takes to build a world-class customer success team URL: https://www.customersuccesscollective.com/what-it-takes-to-build-a-world-class-customer-success-team/ Last updated: 2025-08-28T16:23:47.000Z *This article is based on a presentation given by Matt at our Customer Success Festival in London, 2023.* *Catch up on this presentation, and others, using our* [*OnDemand service*](https://www.customersuccesscollective.com/customer-success-ondemand/)*. For more* [*exclusive content*](https://www.customersuccesscollective.com/tag/membership-content/)*, visit your* [*membership dashboard*](https://www.customersuccesscollective.com/signup/)*.* --- Building a world-class customer success team is crucial for driving measurable customer results and fostering long-term business growth. I've seen firsthand how the right team dynamics, a clear vision, and strong cross-functional partnerships can transform customer success efforts. In this article, I'll share strategies and practical steps for creating and nurturing a high-performance customer success team, including: - Building a world-class team, - Team dynamics, - Focusing on critical metrics, and - Cross-functional partnerships. ## The importance of a focused team The first thing is the importance of focusing on the team. As we navigate CS, a key question arises: how can our software application do more to accelerate and become the vehicle for driving measurable customer results? There has been significant discussion about the potential capabilities of [generative AI](https://www.customersuccesscollective.com/revolutionizing-customer-value-realization-with-generative-ai/) to aid in this endeavor. However, I’m a firm believer that people – the humans – when part of thriving high-performance teams, can still make a tangible difference to customer value and, consequently, to the revenue outcomes that we, as customer leaders, care about. We must always remember the importance of high-performing teams in driving outsized impact. But this leads us to an essential question: how *do* you create a world-class team? I’m going to discuss four key areas that are crucial in this process: 1. **Recruitment**: This involves how you hire and ensure you're bringing in the right folks, and once you have the right people, how do you nurture their talent? 2. **Team dynamics**: As leaders, we need to constantly think about team dynamics to ensure the team can drive outsized impact. 3. **Focusing on critical metrics**: It's vital to keep the team hyper-focused on the right critical metrics. 4. [**Cross-functional partnerships**](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/): We cannot operate in isolation; we need to break down silos to enhance customer value generation. ## Building a world-class team There are a number of steps to [building a world-class team](https://www.customersuccesscollective.com/the-blueprint-for-building-an-elite-customer-success-team/): ### Clear and compelling vision Building a world-class team starts with establishing a clear and compelling vision. In my 10 years in customer management and [leadership roles](https://www.customersuccesscollective.com/strategies-leadership-new-managers-cheatsheet/), I've developed a vision that has worked well for me, although it may not be universal. My focus is on how customer success can accelerate the delivery of measurable results to key customer roles, whether they are champions or economic buyers. This is achieved by building and maintaining high-quality relationships. This vision is something I consistently communicated at CultureAmp, in team meetings, one-to-one engagements, and all interactions. I firmly believe in the value of constant communication. My rule of thumb is that when you think you're over-communicating, you're probably just doing the right amount. ### Recruiting the right talent The next crucial step is attracting the right talent for your team of [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/). Here are the four key attributes I look for: 1. **Curiosity**: I assess this by the quality of questions candidates ask during interviews. Are they asking high-quality questions? Have they researched our business? This type of curiosity is vital as it helps CSMs understand the critical business contexts that customers are dealing with. 2. **Empathy**: I evaluate [empathy](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) by asking candidates about their experiences dealing with difficult customer feedback. This helps me understand if they have the emotional intelligence (EQ) and self-awareness to handle challenging customer interactions. It's also an indicator of their coachability. 3. **Relationship-building skills**: I ask candidates to walk me through how they built rapport quickly with a key point of contact in their most recent role. This demonstrates their ability to establish and maintain important relationships. 4. **Integrity**: Integrity is non-negotiable. I want team members who help build a trust-based and authentic culture. To gauge this, I ask about situations where they had to break the rules and the reasons behind their decisions. This helps me understand their ethical framework and decision-making process. ### Nurturing talent Nurturing talent is a hallmark of great leadership. It’s about helping team members become the best versions of themselves. I focus on four tenets of high-performance people management: 1. **Coaching**: This involves asking high-quality, open-ended questions to help team members work through challenging customer scenarios. I use the SIN funnel (Situation, Obstacles, Next steps) to encourage critical thinking and build a growth mindset and resilience. 2. **Ongoing feedback**: This includes both positive reinforcing feedback and constructive feedback. I use the situation-behavior-impact (SBI) model to provide specific, actionable feedback that helps team members grow. 3. **Communicate clear and compelling plans**: This is linked to the clarity of vision. Leaders must provide clear expectations and accountability. This clarity is crucial for the team to focus on the right goals and metrics. 4. **Hold accountability**: Esure the team is being held accountable for the work they do. By focusing on these areas we can build and sustain a world-class customer success team. This foundation allows us to drive significant results and create a lasting impact on customer value and revenue outcomes. ## Team dynamics To achieve world-class outcomes for customers and our business, we must consider the team dynamics that facilitate these results. Here are three crucial elements: ### Psychological safety As a leader, it's essential to create a psychologically safe environment. This concept, widely researched by Dr Edmondson, revolves around allowing everyone on the team to express their true views without fear of negative consequences. It's about [nurturing a culture](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/) where people feel safe to speak up and share their thoughts. To foster this environment, I focus on role modeling vulnerability. For example, in team meetings, I might share that I've had a bad day or discuss a recent mistake I've made. This authenticity encourages others to do the same, creating a culture of openness and trust. Vulnerability acts as a force multiplier, enabling faster learning from feedback and fostering trust. Trust, in turn, is the currency of high-performing teams. ### Shared context Another critical aspect of team dynamics is providing shared context. I spend considerable time compressing hierarchy to ensure everyone understands the rationale behind leadership decisions. For instance, if we change our segmentation focus, I explain why we made that decision and its implications for different team members. Sharing the context behind decisions, including cross-functional perspectives on product changes or roadmaps, helps team members understand the broader picture. Even if they disagree, they are more likely to commit to the decision. This shared understanding quickens decision-making on the front lines, empowering team members to make better choices in service of the customer. ### Celebrating wins Celebrating wins is vital for maintaining morale and momentum. As leaders, we should amplify and celebrate successes, both for our customers and our teams. Sharing customer success stories and recognizing great work openly boosts positivity and motivation. Remember to have fun, too. This simple yet often forgotten aspect can significantly impact team dynamics. I have experience leading distributed teams and have found value in bringing the team together for intentional in-person moments, such as quarterly offsites. These events combine social interactions with work activities, strengthening team bonds. In virtual scenarios, I incorporate fun elements as well. One of my favorites is the "Good News Friday" concept, where we end the week by sharing positive news, not just about our customers but anything uplifting. This practice keeps the team inspired and ready for the next week. By focusing on these elements —psychological safety, shared context, and celebrating wins— we can create a team dynamic that drives world-class results for our customers and business. ## Focusing on critical metrics Focusing the team is crucial for achieving world-class results. As I mentioned earlier, this starts with metric clarity. There is a lot of discussion in the industry around revenue metrics and customer health scores. As [customer leaders](https://www.customersuccesscollective.com/customer-success-leaders-lessons-learned/), we’re ultimately accountable for the financial performance of our business, which includes gross and net retention rates. However, the key is to focus on the leading indicators that drive these financial outcomes. Here are the two primary metrics I emphasize: ### Measurable results for key customer roles Measurable results are vital. Health scores are useful, but one of their biggest limitations is that they often don't consider the actual measurable results delivered. Research has shown that customers who are even slightly aware of measurable results, despite them being suboptimal, are six times more likely to stay than those who aren't focused on measurable results at all. This highlights the importance of focusing on metrics that matter to the customer, not just proxies like NPS or product usage. Measuring customer success should involve metrics that the customer cares about, aligning with their business outcomes. [CS teams](https://www.customersuccesscollective.com/hiring-and-developing-customer-success-teams/) are best placed to drive these results because they work with customers daily. By focusing on measurable results, we can ensure that we’re meeting the customers' needs and enhancing their satisfaction and retention. ### Measuring the strength of relationships The second key metric is the strength of relationships with key customer roles, specifically champions and economic buyers. I use a simple five-point scale to quantify this: 1. **No relationship**: No meaningful connection with the customer. 2. **Initial engagement**: Some interaction but limited depth. 3. **Developing relationship**: Customer occasionally seeks our advice. 4. **Strong relationship**: Customer regularly engages with us for advice. 5. **Trusted advisor**: Customer sees us as a thought partner, even on issues beyond our product. Each month, teams should evaluate and record the strength of these relationships for both champions and economic buyers. This metric is especially critical in enterprise segments where renewals are complex and involve multiple stakeholders. Strong, multi-threaded relationships across different levels of the customer organization are crucial for successful renewals and expansions. ### Building a robust revenue forecasting model These two metrics —measurable results and relationship strength— are the foundation for building a robust revenue forecasting model. By analyzing cohorts of customers based on these metrics, we can identify those at risk and those ripe for expansion: - **At-risk customers**: Poor relationships and no measurable results delivered. - **Customers ready for expansion**: Strong relationships and excellent measurable results. - **Customers in the middle**: Opportunities for further engagement and value expansion. This model helps us hold our team accountable and also enables us to hold our cross-functional partners accountable. It ensures that we’re all aligned and working towards the same goals, recognizing that we do not operate in isolation. Focusing on these leading indicators and consistently measuring them means we can drive significant improvements in customer value and ultimately enhance our financial performance. This not only helps us achieve our goals but also builds a more resilient and effective customer success organization. ## Cross-functional partnerships In CS, we’re uniquely positioned to champion a customer-obsessed mindset across the entire company. This is not just a buzzword but an operating philosophy that should permeate every aspect of the business. As [CS leaders](https://www.customersuccesscollective.com/skills-for-future-customer-success-leaders/) and CSMs, we can be the driving force behind this transformation. As a leader, I invest a significant amount of time in building and nurturing cross-functional partnerships. These partnerships are vital, not only with other [go-to-market](https://www.customersuccesscollective.com/align-customer-success-with-go-to-market/) (GTM) teams but also with the product organization. By adopting a compassionate leadership approach —empathizing with what’s happening in their world and taking mutual action— we can drive better customer outcomes and results. CS acts as the hub of customer intelligence. We gather and synthesize insights from various customer interactions, making us central to understanding and improving customer experiences. Here are some specific [cross-functional partnerships](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) that are crucial for driving better customer value: 1. **CS and marketing/sales**: Collaboration in identifying the Ideal Customer Profile (ICP) is critical. Aligning on who our ideal customer is, and iterating on this over time, ensures that our marketing and sales efforts are targeted effectively. This alignment is not static; it should evolve, potentially on a monthly basis, or at least quarterly or semi-annually. 2. **CS and sales**: The handoff process from sales to post-sale teams is a pivotal moment. If this transition is mishandled, it can lead to significant issues for both the customer and the CS team. Ensuring a smooth handoff is essential for setting up customers for success. 3. **CS and account management**: In organizations where account managers focus on commercial aspects like renewals and expansions, close collaboration with CS is vital. Clear roles and responsibilities help in driving renewals and identifying expansion opportunities effectively. 4. **CS and product**: Our products must evolve to drive measurable customer results. CS teams are invaluable thought partners to product teams, providing critical feedback loops. This collaboration helps in creating pathways within the product that lead to desired outcomes for customers. Regularly iterating on these pathways based on customer feedback ensures that we continually improve the customer experience. By focusing on these [cross-functional partnerships](https://www.customersuccesscollective.com/how-customer-success-teams-can-develop-key-cross-functional-relationships/), we can embed a customer-obsessed mindset throughout the organization. CS teams, acting as the hub of customer intelligence, play a critical role in aligning marketing, sales, account management, and product teams towards a common goal: driving measurable customer results and delivering exceptional value. This ensures that we’re not only meeting but exceeding customer expectations, thereby fostering long-term loyalty and success. ### Why communities are non-negotiable for digital customer success URL: https://www.customersuccesscollective.com/communities-customer-success/ Last updated: 2025-12-03T18:53:51.000Z If you work in [customer success](https://www.customersuccesscollective.com/what-is-customer-success), your job is to help your customers become more successful – and that’s no mean feat. All anyone hears about these days is how customer acquisition costs are rising and making it that much harder for sales teams to drive new business. This is why driving sustainable [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) through your *existing* customers has become a critical mandate. That's where **online customer communities** come into play. They serve as a powerful catalyst for scaling [customer success operations](https://www.customersuccesscollective.com/customer-success-operations/) and fostering [customer-led growth](https://www.customersuccesscollective.com/customer-led-growth). ## What is a community? If you’re new to the world of online customer communities and how they relate to customer success, let’s catch you up. An online community is a group of people with a shared interest who communicate over the internet. Businesses can harness the power of community for their own customer base, which is different from social networking communities like Twitter, Reddit and YouTube, in that there are more guidelines and requirements for joining. Customer communities are dedicated spaces businesses carve out to give their customers a chance to engage and learn from one another. According to the resident community experts at [Community-Led Alliance](https://www.communityledgrowth.com/what-is-community-led-growth/), a branded online community is professional, as opposed to social, centered around a brand or an organization: > *“Through their shared purpose within this, they can help each other, and the organization, to grow. Building a branded online community means the customer isn’t left with just one avenue for information, i.e. via your website, but they can connect with other customers, members, employees, and collaborators.”* Establishing an online community for your product or service presents an excellent opportunity to scale your customer success initiatives and communication efforts, especially when resources are limited. Scaling customer success is often a hot topic at our Customer Success Festivals, and – in a rather meta observation – it's also a frequent discussion point in our free [Customer Success Collective Slack community](https://www.customersuccesscollective.com/customer-success-community/)! A community is managed by – you guessed it – Community Managers, who have a lot of common ground with Customer Success Managers, namely the shared goal of making sure their customers are as successful and happy as they can be. It seems, therefore, an incredibly useful tool to have in a CSM’s arsenal to: - Share customer feedback - Collaborate on content creation - Plan and host events like webinars - Provide support Being able to tap into an active and engaged hub of customers seems like a sure way to promote your brand value and find out how customers feel about your product. The **State of Customer Churn Report** revealed that most companies (**61.5%**) do **not** have a dedicated community for their customers. **Less than 40%** of businesses have communities and customer success teams. ![The State of Customer Churn Report revealed that most companies (61.5%) do not have a dedicated community for their customers. Less than 40% of businesses have communities and customer success teams.](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/06/Screen-Shot-2024-06-27-at-09.18.44.png) Source: [The State of Customer Churn Report](https://www.customersuccesscollective.com/state-of-customer-churn-2023-report/) [**Melanie Lawn**](https://www.linkedin.com/in/melanielawn)**, ex-Chief Revenue Officer at Forecast:** > “Customers often want to speak to other customers and more importantly want to learn and discuss user cases together. Having a positive, proactive customer community will have a positive impact on churn. But the opposite is true too – it’s important to be mindful of how you manage your customer community.” [**Michelle Wideman**](https://www.linkedin.com/in/michelle-wideman-66a763)**, Chief Customer Officer at Silverfort:** > “COVID-19 really impacted how and when folks work. Customers are constantly saying they want to be able to self-serve as much as possible. Communities enable us to provide a 24/7 resource for customers to be able to leverage.” ## Benefits of community-led customer success The benefits of a [community-led](https://www.communityledgrowth.com/what-is-community-led-growth/) customer success model are numerous. First and foremost, it provides a platform for 24/7 access to resources. Customers can find a build video or get answers on a Saturday afternoon when it suits their schedule rather than waiting for a CSM's business hours. Additionally, communities facilitate a broader range of interactions and support beyond what a single CSM could provide. In communities, customers get the knowledge and experience from your in-house product experts and the collective wisdom of our whole customer base. This encourages a culture of customer self-service and peer support. Customers can learn from watching guided videos, reading step-by-step documentation, and asking questions that get responses from Community Managers (CM), Customer Success and Support Managers, other team members, and their fellow customers. [**Heidi Rhodes**](https://www.linkedin.com/in/heidirhodes/)**, Head of Global Customer Success & Sales (CX) at Meta:** > "If you don't have things like [customer advisory boards](https://www.customersuccesscollective.com/getting-to-grips-with-customer-advisory-boards-and-their-benefits/), or communities or champion events, practitioner support as one of the motions that you're doing in customer success, now is a great time to rethink about those things as we're being asked to do more with less." [**Michelle Wideman**](https://www.linkedin.com/in/michelle-wideman-66a763)**, Chief Customer Officer at Silverfort:** > “For vendors, it also helps reduce the cost of goods sold by reducing the number of support team members you need to add if you can get to a spot where customers start answering and troubleshooting other customers' questions. But the community is only as strong as its content and engagement, so it does require a dedicated resource, but I’m a firm believer that it pays off.” This approach allows companies to create an environment where customers can support each other, effectively scaling customer success efforts. [What is community-led growth?Community-led growth is a strategy that uses an engaged community to acquire and retain customers, while also expanding the reach of a business.![](https://www.communityledgrowth.com/content/images/size/w256h256/2021/12/CLA-logo.png)Community-Led AllianceJade Warne![](https://www.communityledgrowth.com/content/images/size/w1200/2022/06/john-schnobrich-2FPjlAyMQTA-unsplash--1-.jpg)](https://www.communityledgrowth.com/what-is-community-led-growth/) ## The importance of communities when scaling customer success When you transition from a traditional one-to-one customer success model to a scale program, there's simply not enough bandwidth for a single [Customer Success Manager](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) to meet with each customer on a regular cadence, according to **Wes Gibson, Customer Success Manager at Bynder**. You need a medium where customers can come together and get the same level of service and value, but in a way that makes sense for those running that community. [**Wes Gibson**](https://www.linkedin.com/in/wes-gibson23)**, Customer Success Manager at Bynder:** > "Communities enable customers to interact, share knowledge, and find solutions without needing one-to-one interactions with CSMs. They provide a forum for sharing new resources and ways to accomplish traditional customer success tasks, like building something in our product, but through videos and written instructions that customers can access self-service, 24/7\. The importance of building online communities for customer success becomes even more apparent when resources are limited." But communities aren’t just a gold mine of resources for customer success to tap into – they can serve as a valuable resource for [product teams](https://www.customersuccesscollective.com/finding-harmony-between-customer-success-and-product/), too. By digitizing [customer engagement in an online community](https://www.customersuccesscollective.com/customer-vs-community-engagement/), you're creating a goldmine of written feedback that product leaders can directly access. [**Heidi Rhodes**](https://www.linkedin.com/in/heidirhodes/)**, Head of Global Customer Success & Sales (CX) at Meta:** > "If you’re investing in creating that community online, then there is written feedback there that they can peruse. Right? They can self-serve themselves and go through and read those comments directly. So you're allowing your product team to self-serve there." This direct line to customer insights can significantly enhance product development and customer satisfaction. [Customer vs. community engagement: Know the differenceNot all forms of engagement are created equal. Understanding the distinctions between customer engagement and community engagement is crucial.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEve Chatfield![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/06/Untitled-design--64-.jpg)](https://www.customersuccesscollective.com/customer-vs-community-engagement/) ## Creating a personal touch in communities While leveraging an online community is all about scalability, you can't let it become a faceless experience. A smart move made by many communities is to have *real* people create content and engage in the community. Whether that’s having your Community Manager personally record videos, having you, the CSM, document your processes, or always having a team member hosting events or responding to questions. This personal touch is crucial for building trust and familiarity. They see the Community Manager’s face from videos, get emails from the CM or CSM with my name on them, and know they're engaging with a real person, not just an anonymous knowledge base. [Your guide on customer feedbackCustomer feedback is one of the most essential parts of a customer success strategy, letting you understand and improve the customer experience.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_feedback.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) ## Continuous feedback and improvement [Customer feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) is instrumental to customer success – it simply doesn’t work without it. Whether that’s post-onboarding, when they're mid-cycle, or at renewal, you should always closely monitor feedback. This input directly shapes how you iterate on the community experience. For example, if customers indicate they don't find value in certain types of content, you should probably discontinue it. If they request more guidance around specific features or use cases, you should prioritize creating videos and documentation accordingly. Keeping a weathered eye on what’s performed well is critical. With your community management team, you can perform quarterly audits of our community content, analyzing user engagement metrics to see what's resonating and what may need improvement. The great thing about communities is that instant feedback loop – you can quickly identify high-performing posts that struck a nerve and double down on that type of valuable content. [A customer-centric approach to customer segmentationCustomer segmentation is more than just categorizing clients into who’s paying the most per annum; it’s about their diverse needs, aligning services accordingly, and crafting personalized success pathways.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/03/Untitled-design--43-.jpg)](https://www.customersuccesscollective.com/a-customer-centric-approach-to-customer-segmentation/) ## Segmentation strategies ### Ensuring relevance As your business grows, the breadth of your customer base will change, too. However, let’s not throw caution to the wind here; having a large, diverse customer base requires specialist attention. You should *never* apply the “spray-and-pray” method, no matter how tempting an option. Effective segmentation is critical for delivering relevant information to the right audiences. You can use tools to analyze customer needs, industry nuances, and product usage to tailor relevant messaging and resources. For instance, some content may be tailored to higher-value customers, while other resources will have broader applicability across customer tiers. Create a baseline of generally helpful content, then layer on more targeted segments as needed. This segmentation strategy will allow you to avoid overwhelming customers with irrelevant information, keeping the community focused on providing value to each person's specific context and use case. ## Engagement strategies ### Creating valuable, thought-provoking content To keep your community vibrant and engaging, create high-quality, valuable content that drives continuous participation. Here are a few key strategies: ### Best practice videos Rather than just releasing uninspiring product announcements that provoke little engagement, try developing videos explaining the "why" behind new features and sharing best practices for maximizing their value. Customers don't just want to know what's new—they’ll already have received an in-app/in-product notification about that! What they *really* want is guided advice on how to implement it. ### Thought leadership posts Use your community as a platform for driving conversations around broader topics pertinent to your product and current trends in your industry. These thought-provoking posts will undoubtedly spark insightful discussions and peer sharing of experiences. ### Targeted outreach By connecting your community to a customer success software solution, you can trigger automated emails to customers based on their product usage, making personalized content recommendations. If they haven't leveraged a new feature, for example, we can send them a link to our best practice guide. ## The future of community-led growth As companies increasingly rely on expansions and renewals from their existing customers as a revenue engine, the community model presents exciting opportunities. Be curious! Working in customer success at an organization with a customer community affords you a unique opportunity to explore the different ways to leverage said online community as a catalyst for facilitating customer-led growth and identifying expansion opportunities. Here are some ideas you can test: - Use polls and surveys to uncover unmet customer needs that could drive upsell paths - Start tracking engagement to identify power users who may be interested in additional products - Trail "office hours" for customers to discuss strategies with product experts - Set up a dedicated space for submitting product feedback and feature requests Your overall vision for your customer community shouldn’t just be for support and enablement but as a two-way conversation for fueling our customer's growth in tandem with your own. The potential for growth through community-led initiatives is substantial. When customers are deeply engaged with your product and community, it can lead to significant upsells and cross-sales opportunities. As [**Jairaj Sounderrajan**](https://www.linkedin.com/in/jairajsounderrajan/)**, SVP of Customer Success and Self-Serve Experience at Telnyx,** puts it: > "It's all about growth. Here, customers are deeply immersed in the product, leading to potential upsells and cross-sales. This is the epitome of true adoption, evident when the net revenue retention (NRR) begins to soar due to increased value extraction by users." [Redefining CS: The digital shift to automation and communityIn a world increasingly steered by digital momentum, understanding customer success through a digital lens is both a necessity and an opportunity. While automation and AI are rapidly reshaping the landscape, they only form part of the story.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJairaj Sounderrajan![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/09/Untitled-design--22-.jpg)](https://www.customersuccesscollective.com/redefining-customer-success-the-digital-shift-to-automation-and-community/) ## Advice for building a customer community For any customer success leaders considering launching an online community, our advice is this: 1. **Clearly define the purpose.** Is it for self-service resources? A discussion forum? Product feedback? Determine the primary use case(s) first. 2. **Collaborate with your customer support team to crowdsource what customers need most.** What are the frequent questions, common requests, and areas where they currently struggle? That should shape your initial content roadmap. 3. **Create valuable, easily accessible content** that will encourage customers to adopt the community early on. If they can't instantly see the value, they likely won't return. 4. **Have a real human face and voice.** Don't let it feel like a faceless knowledge base - let your team members personalize the experience. 5. **Be prepared to iterate and evolve based on customer feedback and engagement metrics.** Not everything will work, so double down on what resonates and adapt or discontinue what falls flat. Building an online customer community is an iterative process of collaboration, creating valuable content aligned with customer needs and continuously optimizing based on data. But when done well, it becomes a powerful catalyst for scaling your customer success operations and driving growth through a customer-led model. When starting to build your community, it's crucial to understand what your customers want and need. As [**Maranda Dziekonski**](https://www.linkedin.com/in/marandaanndziekonski/)**, Senior Vice President, Customer Success & Operations at Datasembly,** advises: > "I've been having conversations with some customers as well about what would it look like for you or what would success look like for you? If I was to put a community out there, what would you want to see in it? What value?" This customer-centric approach ensures that your community provides real value from the start. Finally, remember that building a community can take many forms. Some companies have found success with simple solutions, like Maranda at Datasembly: > "I've even thought about doing something simple and starting a Slack channel, which I've done before, for our customers to be able to talk and have different themes for rooms." The key is to create a space where customers can interact, share knowledge, and support each other, taking some of the burden off individual CSMs. ## Wrapping up Ultimately, building a strong customer community can become a powerful tool for scaling your customer success efforts. Fostering a vibrant community not only enhances customer support and engagement but also creates new opportunities for customer advocacy, which can drive further growth and success for your business. [**Ash Turner**](https://www.linkedin.com/in/ash-turner-1405411a9/)**, Senior Customer Success Manager at Zendesk:** > "Community is one of biggest things that we found as a huge arsenal for us for scaling our customer success... tracking customer advocacy actions when they serve as a reference." ## ### Aligning sales and customer success with Natalie Fraser [Video] URL: https://www.customersuccesscollective.com/aligning-sales-customer-success-video/ Last updated: 2024-06-24T15:28:36.000Z ## Learn more Enjoyed Natalie's episode? Why not check out some related reading? 👇 [How to perfect customer success and sales alignmentFostering seamless collaboration between customer success and sales teams involves transforming traditional boundaries into synergistic partnerships. In this article, we’ll share the practical strategies and insights to significantly improve CS and sales alignment.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveNatalie Fraser![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/How-to-perfect-customer-success-and-sales-alignment.jpg)](https://www.customersuccesscollective.com/how-to-perfect-customer-success-and-sales-alignment/) [Harmonizing the hustle between sales and customer successBalancing sales and customer success is crucial for any growing business seeking to drive revenue while delivering ongoing value. There isn’t anyone better suited to answer our burning questions and shed light on this critical topic than Chris Dishman, SVP of Customer Success at Totango.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Chris-Dishman.jpg)](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-chris-dishman-totango/) [Harmonizing the hustle between sales and customer success: Part 2In the second installment of our podcast two-parter inspecting the relationship between customer success and sales, it was our pleasure to chat with Taylor Hodges of JLL Technologies, about why aligning sales and customer success is more than just a strategy.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/11/Taylor-Hodges-.jpg)](https://www.customersuccesscollective.com/harmonizing-the-hustle-between-sales-and-customer-success-taylor-hodges/) [11 steps to a seamless sales handoffEmbarking on the journey of refining sales and customer success handoffs is a pivotal aspect of a CSM’s career. It’s not just about transferring information, it’s about creating a seamless, collaborative process that sets the stage for long-term customer relationships.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveRob Zambito![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_sales_cs_handover.jpg)](https://www.customersuccesscollective.com/steps-to-a-seamless-sales-handoff/) ### Why great leaders should fuel culture to foster inclusivity and inspire action URL: https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/ Last updated: 2026-03-06T07:35:56.000Z *This article is based on Katie's keynote presentation at* [*Customer Success Festival Sydney 2022*](https://www.customersuccesscollective.com/customer-success-festival-sydney-2022-ondemand/)*.* --- During my tenure at LinkedIn, I've learned that one of the most important drivers of team success is something intangible yet immensely powerful: *culture*. Too often, culture is seen as fluffy or secondary to tangible business goals. But the reality is, [culture](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) should never be an add-on – it must be an integral part of how we lead our teams. I'm passionate about fueling culture to foster inclusivity, unleash peak performance, and inspire authentic action from employees. In this guide, I'll share my philosophy on team culture, backed by real-world examples and data insights. You'll learn practical strategies for [customer success](https://www.customersuccesscollective.com/what-is-customer-success/) leaders to build thriving cultures that empower teams and drive extraordinary business outcomes. Keep reading if you want to gain an understanding of: - [Team culture](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#understanding-team-culture) - [The power of an inclusive culture](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#the-power-of-an-inclusive-culture) - [Diversity, inclusion and belonging](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#diversity-inclusion-and-belonging-dib) - [Practical tips for customer success leaders](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#practical-tips-for-customer-success-leaders) - [The statistics behind culture](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#the-statistics-behind-culture) - [The ROI of your investments](https://www.customersuccesscollective.com/guide-to-building-an-extraordinary-culture/#the-roi-of-your-investments) Shall we begin? ## Understanding team culture Every team has a culture, whether explicitly defined or not. At its core, team culture encompasses the values, beliefs, attitudes, and behaviors shared by team members. It's the unspoken guidelines for how we work together, communicate, and make decisions. Just as every individual has their own unique personality, teams develop their own distinct cultures shaped by the diverse personalities, backgrounds, and experiences of their members. An unhealthy team culture can breed toxicity and dysfunction. A thriving culture, on the other hand, cultivates collaboration, psychological safety, and peak performance. As a leader, your role is not just to assemble a talented team, but to intentionally shape the cultural environment that allows that talent to truly shine. ## The power of an inclusive culture At LinkedIn, we have a saying: "Happy employees equal happy customers." This mantra reflects the deep connection between the workplace culture we create for our employees and the experiences we deliver for our customers. When employees feel cared for, included, and empowered to be their authentic selves, the ripple effect is immense: - They are **3.2 times** more likely to be happy at work. Happiness is infectious - it radiates outward, enhancing collaboration and fueling peak performance. - They are **3.7 times** more likely to be passionate advocates who recommend your company to others. A strong, inclusive culture is a magnet for top talent in today's competitive recruitment landscape. - They provide exceptional customer experiences. Unhappy, disengaged employees simply cannot deliver the [empathetic](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/), proactive service that builds lasting customer relationships and loyalty. So what does an inclusive culture look like in practice? It starts with ensuring every individual feels welcomed, valued, and drawn into important conversations and decisions. It's about creating psychologically safe environments where people feel empowered to speak up, share ideas, and be their full, authentic selves without fear of judgment or consequences. On my own team at LinkedIn, we took steps to understand different communication styles and create spaces tailored to introverts and extroverts alike. For example, we did a "Working with Introverts" training session to appreciate the unique strengths of our more reserved teammates and give them opportunities to have their voices heard. In one case, we had a highly experienced but introverted colleague who often remained quiet while our Gen Z team member enthusiastically shared ideas. By consciously making space and slowing down conversations, we empowered our introverted colleague to contribute her invaluable wisdom and perspective. Practices like this strengthen team dynamics and cohesion. [Build a customer-centric culture that’ll empower your employeesAs a CS leader, there’s a responsibility to set the standard through your actions. Fundamentally, any big change needs to come from the top. To ensure each customer interaction counts and your whole company recognizes and values each customer interaction, this needs to come from the C-suite.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/penguin-1719608_1280--1-.jpg)](https://www.customersuccesscollective.com/empower-your-employees-by-building-a-culture-that-values-every-customer-interaction/) ## Diversity, inclusion and belonging (DIB) An inclusive culture is built on three pillars: diversity, inclusion, and belonging. Here's what each pillar represents: Diversity is the glorious mix of different backgrounds, identities, experiences, abilities and perspectives present in your team. Inclusion means proactively ensuring each of those diverse voices and perspectives is welcomed into conversations and decision-making processes. Belonging is the profound feeling of being authentically valued, accepted and celebrated for your truest self and all the unique gifts you bring to the table. Too many companies stop at diversity, checking a box by assembling a diverse group of people but failing to cultivate the inclusive environment and deep sense of belonging required to reap the extraordinary benefits of diversity. When you harness the power of DIBs, you unlock incredible collaboration, innovation and growth. [Busting the myths of empathy and accessibility | Niina MajaniemiLet’s face it: the wonderful world of B2B is filled with a lot of technical terms, and the customer success field isn’t immune. Even though words like “empathy” and “accessibility” appear simple, everything isn’t quite what it seems. It’s time for a second look.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/CS_School_Niina_Majaniemi.001--1-.jpeg)](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/) One of my most profound experiences with the transformative impact of belonging happened with a new colleague who joined LinkedIn. Despite over 20 years of prior experience, he shared that in his first week at LinkedIn, he finally felt able to bring his full, authentic self to work – to truly belong. He’d found a supportive home to share important parts of his identity and personal story that had been suppressed in previous roles. Imagine the unbridled creativity, passion and commitment that gets unleashed when every single team member experiences that level of acceptance and belonging! Those are the hallmarks of an unstoppable, high-performing culture. [Why we need to amplify diverse voices in our companiesLearn from a CMO why diversity is important in a business and how to do it effectively for the benefit of your customers, fellow employees, and society as a whole.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectivePatrick Reynolds![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/photo-1609466686153-8da47ddda47b.jpeg)](https://www.customersuccesscollective.com/why-we-need-to-amplify-diverse-voices-in-marketing/) ## Practical tips for customer success leaders So how can customer success leaders put this into practice and cultivate incredible team cultures? From personal experience, I recommend: ### 1\. Increasing diversity, inclusion and belonging awareness and education Simply raising awareness is a crucial first step. Provide education on the principles of diversity, inclusion, belonging and cultural intelligence. Look at training resources to build an understanding of diverse communication styles, unconscious biases, microaggressions and how to be an ally. ### 2\. Creating safe spaces Establish dedicated forums, feedback channels and open discussion opportunities where team members feel safe to be vulnerable, share perspectives and co-create cultural norms. One powerful exercise my team did was run "unfiltered" sessions with no agenda - just open forums for real, authentic conversations to bubble up. ### 3\. Celebrating diverse identities and traditions The team I lead has members from 16 different countries, so what did we do? We made it a point to celebrate diverse cultural holidays and invite colleagues to share insights into traditions that enrich our cultural literacy. We even created a global "culture" playlist where team members contributed their favorite songs and the stories behind them. ### 4\. Proactively seeking quieter voices Work proactively to draw out voices and perspectives that may get drowned out, whether due to introversion, communication styles or unconscious bias. Tactics like breaking into small groups and using digital whiteboards give more reserved individuals opportunities to be heard. ### 5\. Leading with listening and curiosity The best leaders lead by asking questions, listening intently and exhibiting genuine curiosity and care about team members' experiences, identities and aspirations. Inclusive leaders proactively make space for others – avoid dominating conversations and let diverse voices shine. [Diversity, equity and inclusion in customer success salariesOver the past few decades, there has been a high demand for pay transparency in the workplace. This is due to revelations of major discrepancies between different factions in the workplace; either white people being paid higher than people of color, or men earning more than women.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/07/photo-1615119799858-2b4aebdc80d8-1.jpeg)](https://www.customersuccesscollective.com/how-do-customer-success-salaries-reflect-diversity-equity-and-inclusion/) ## The statistics behind culture The business case for prioritizing culture is overwhelming. In addition to being 3.7 times more likely to recommend your company to prospective hires, data shows: - [66% of Gen Z employees](https://hbr.org/2022/06/gen-z-employees-are-feeling-disconnected-heres-how-employers-can-help) want to see greater investment in mental health support to enhance workplace culture and environment. In the age of the “Great Resignation” talent wars, mental health and wellness are key to attracting and retaining younger employees. - [Four in ten millennials](https://www2.deloitte.com/content/dam/Deloitte/si/Documents/deloitte-2023-genz-millennial-survey.pdf) say they feel stressed or anxious at work all or most of the time. As a demographic making up over a third of today's workforce, millennial expectations can't be ignored. Culture is one of the top drivers of employee engagement, performance and retention. According to a Gallup survey, disengaged employees cost U.S. companies between $450–$550 billion annually in lost productivity. An engaging, inclusive culture keeps your workforce motivated and productive. Most importantly, data proves that robust cultures of empowerment and support translate to superior customer experiences that ultimately drive growth and success. ### Strategies for cultural transformation If your current culture is falling short, all is not lost! Cultural change is an ongoing journey of intentionality, open-mindedness and sustained effort across your leadership team. The process starts with leaders modeling authenticity, vulnerability and an insatiable commitment to continuous learning and growth. You must embody the attributes and behaviors you want to instill in your team. Next, co-create the vision for your desired culture together with your team. What values, mindsets and behaviors will you cultivate? How will you make your cultural aspirations tangible in everyday workflows, decision-making, communication and interactions? Gain team-wide input and buy-in. Over time, reinforce desired cultural norms through consistent practices and rituals. Demonstrate the behaviors you want to see through the way you lead meetings, give feedback, recognize excellent work, and address conflicts or underperformance issues. What gets recognized gets replicated. Most importantly, [lead with empathy and patience](https://www.customersuccesscollective.com/busting-the-myths-of-empathy-and-accessibility-niina-majaniemi-microsoft/). Transforming an organizational culture takes time and will encounter stumbles and resistance along the way. Persist through the challenges and celebrate small wins. [What is burnout and how you can prevent itExplore a comprehensive guide tailored for senior leaders, offering insights into recognizing and combating burnout. This article delves into the nature of burnout, its symptoms and causes, risk factors, and strategies for prevention and mitigation.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/07/What-is-burnout-and-how-you-can-prevent-it.jpg)](https://www.customersuccesscollective.com/what-is-burnout-and-how-you-can-prevent-it/) ## The ROI of your investments Investing in developing a robust, inclusive team culture is one of the highest-return activities for customer success leaders. The payoffs span: ![The ROI of your investment into culture](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/06/Screen-Shot-2024-06-19-at-17.37.06.jpg) ### Retention and recruitment Top talent wants to work in fulfilling, supportive environments. Companies investing in culture and belonging attract the industry's best while keeping their superstar employees engaged and loyal. ### Diversity of thought A culture of belonging allows you to fully harness the power of cognitive diversity - where different backgrounds, experiences and perspectives spark higher creativity and innovation. This translates into better problem-solving for your customers' toughest challenges. ### Employee performance Countless studies show that employees who feel cared for, included and able to bring their full selves to work are more engaged, motivated and productive. An intentional culture maximizes your team's potential. ### Customer experiences At the end of the day, your employees' passion, energy and initiative make the difference between checkbox task completion and consultative collaboration that drives measurable value for customers. Highly engaged employees deliver the above-and-beyond service that builds retention and advocacy. When you invest in building an intentional culture of inclusivity, empowerment and belonging, the returns on investment are exponential across talent, performance, customer success and [overall business outcomes.](https://www.customersuccesscollective.com/building-a-company-culture-that-drives-revenue-growth/) [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/06/CSC_-Membership_CTA_Banners_2.png)](https://www.customersuccesscollective.com/pro-plus-membership/) ## The journey continues… While phrases like "culture matters" and "our people are our greatest asset" are popular corporate platitudes, truly embodying those beliefs as a leader is a profound and transformational work. It requires shedding the mindset that culture is a "nice-to-have" extra task and elevating it to a strategic imperative that unlocks incredible organizational potential. It means resisting the urge to slap a fresh coat of paint on a fundamentally flawed cultural foundation - and instead doing the hard work of overhauling antiquated behaviors, biases, and ways of operating. Most powerfully, it demands leaders to embrace deep self-awareness and vulnerability. We must examine our own blind spots, triggers, and areas for personal growth as cultural catalysts. Building thriving, high-performing cultures is the highest calling of leadership because it impacts lives on a human level. It's about creating environments where people feel safe to take risks, find purpose, and maximize their talents in service of something greater than themselves. At its core, it's about leading with empathy and championing every individual's desires to feel valued, to learn and grow, to forge genuine connections, and to contribute their unique gifts in a profound way. As customer success leaders, we must embrace this sacred responsibility and become architects of cultures that unleash the deepest reserves of human potential. The journey is never complete, but every step forward creates expanding ripples of impact - for our teams, customers, businesses and the world around us. After all, happiness is contagious - and culture is the catalyst. --- ## Don't struggle with leadership on your own There's a treasure trove of leadership resources at your fingertips. **Pro+ membership** is the pinnacle professional development experience, featuring enviable resources like this: **🔖** Explore our library of **10+ educational courses** **🛠 75+** battle-tested and community-vetted **templates** **🎟️ One free ticket** to an in-person Customer Success Festival **🔥** 24/7 access to a **community** of 8,000+ customer success professionals [Become a Pro+ member](https://www.customersuccesscollective.com/pro-plus-membership/) ### How to shift from tactical to strategic customer success URL: https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/ Last updated: 2024-11-11T08:34:34.000Z [Customer success](https://www.customersuccesscollective.com/what-is-customer-success/) is a proactive strategic function that helps customers achieve their strategic outcomes using a product or service. However, there’s one big problem in customer success: [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) (CSM) are overloaded with clients, meaning it's very easy to get bogged down in tactical matters. As a CSM, it’s important to take a step back and align your company efforts with your customers' needs. This symbiosis, when effectively executed, leads to [revenue growth](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) and [customer satisfaction](https://www.customersuccesscollective.com/customer-satisfaction-vs-customer-loyalty/). Your role as a CSM involves fitting your product or service into your customer's broader picture, and for that, you will need to start doing these three main things: - [Moving from day-to-day issues to long-term goals and impact.](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#moving-from-day-to-day-issues-to-long-term-goals-and-impact) - [Building stronger value-driven relationships.](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#building-stronger-value-driven-relationships) - [Positioning your product as an essential business solution.](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#positioning-your-product-as-an-essential-business-solution) How can you make this happen? Here’s how: - [Active listening](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#1-active-listening) - [Strategic questioning](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#2-strategic-questioning) - [Storytelling](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#3-storytelling) - [Executive presence](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#4-executive-presence) - [Cross-functional thinking](https://www.customersuccesscollective.com/tactical-to-strategic-customer-success/#5-cross-functional-thinking) ## Moving from day-to-day issues to long-term goals and impact It's easy to get bogged down in immediate, tactical concerns when clients come to you with pressing issues. However, it's important to shift the conversation towards long-term goals and the potential impact your product or service can have on achieving those goals. One effective approach is to **create an agenda** for client calls that prioritizes strategic points first. Share this agenda with the client at the start of the call to set the tone and ensure you both follow it. When clients raise tactical questions, you can acknowledge their importance while steering the discussion back to strategic alignment: > *"Yes, I understand this is something we need to address, and it's on the agenda. Before we get to that, let's first align on how our solution can support your long-term objectives."* ## Building stronger value-driven relationships Demonstrating that you've prepared for the conversation by **researching and understanding your client's main goals** is key to [building trust](https://www.customersuccesscollective.com/how-to-distribute-empathy-at-scale/) and showing that you have their best interests at heart. When conversations revolve around how they can achieve their goals, [KPIs](https://www.customersuccesscollective.com/measuring-customer-success/), and targets, you build stronger, more [value-driven relationships](https://www.customersuccesscollective.com/amplify-your-customers-success-with-value-led-frameworks/) – the kind where clients look forward to speaking with you rather than just showing up for a scheduled meeting. Take this opportunity to build trust by addressing broader business challenges. Demonstrate that because you know your client, you can anticipate potential challenges or roadblocks ahead and make sure you bring them up proactively. There’s no better way to get your clients to trust you than by showing that you truly understand their business and are committed to their success. [Customer value realization: If you build it, they will comeWhat comes to mind when you think of value realization? What actually is value realization? How do we help the customer realize the value of the product or service we’re offering? At what point does the customer realize value?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCristy Rahman![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/05/photo-1552862750-746b8f6f7f25.jpeg)](https://www.customersuccesscollective.com/customer-value-realization-if-you-build-it-they-will-come/) ## Positioning your product as an essential business solution Focus the conversation on how your product or service directly addresses your customer's business goals and challenges. Position your offering as an indispensable solution that aligns with their strategic objectives and desired outcomes. Rather than presenting a list of product features, frame each aspect as a means to solve their specific pain points and achieve their vision for the future. Every discussion should tie your product roadmap and capabilities back to the customer's goals. People don't buy products; they buy solutions to their problems that enable new opportunities. Shift the perspective from tactically reviewing your product to strategically articulating how it comprehensively addresses their core business needs both today and in the long term. The key is making the customer's priorities the focal point, not your product itself. Demonstrate how tightly integrated your solution is with their definition of success. When you align your value proposition to their critical goals, it strengthens the partnership and opens doors for further innovation as their needs evolve. [Customer success strategy checklistA comprehensive guide designed to help you develop and optimize your customer success processes.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/icon/android-chrome-192x192-38.png)Customer Success CollectiveHannah Wesson![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/thumbnail/Customer-success-strategy-checklist2.png)](https://www.customersuccesscollective.com/customer-success-strategy-checklist-framework/) ## Techniques for strategic conversations To effectively transition from tactical to strategic conversations, CSMs can employ several powerful techniques: ### 1\. Active listening The foundation of any successful strategic conversation is active listening. This means listening to understand, not just to respond. Repeat or summarize what you hear to ensure you've fully grasped the customer's perspective and to reinforce that you're truly listening. ### 2\. Strategic questioning Strategic questions explore the future, customer needs, and long-term objectives. Examples include: **Question 1** "What's your company's strategy for the next year?" **Question 2** "What is your digital strategy, and what changes will you be making to adapt to the coming year?" **Question 3** "How is the budget allocated to your department looking for the year ahead?" **Question 4** "What problem are you trying to resolve with our solution?" **Question 5** "How were you resolving this problem before using our product/service?" **Question 6** "Why do you want to resolve this problem? What's the broader goal you're working towards?" **Question 7** "When you solve this problem, what will you do with the result? What's the ultimate outcome you're seeking?" **Question 8** "How does success look for you in this area? How will you know you've achieved it?" The "5 whys" technique can also be powerful in uncovering the root cause or true goal behind a customer's immediate needs or requests. Another line of strategic questioning revolves around your customer's competitors: **Question 1** "Who are your main competitors in this space?" **Question 2** "What are the key things you're competing against them for?" **Question 3** "How can our product or service give you a competitive advantage over those competitors?" ### 3\. Storytelling [Storytelling](https://www.customersuccesscollective.com/how-customer-success-can-wield-the-power-of-storytelling/) is a powerful way to connect with customers and help them envision the potential impact of your solutions. Share success stories from other clients, connecting specific product features or capabilities to the goals and outcomes they were able to achieve. Put names and real examples out there – chances are, the clients you work with are already listed on your company's website, so there's no need to be vague. If you have well-known brands in your portfolio, highlight their successes with your product or service. Your customers want to be successful, and they're interested in knowing what success looks like in practice. By sharing relatable stories of how others have leveraged your solutions to overcome challenges and achieve their objectives, you paint a vivid picture of what's possible for them. [How customer success can wield the power of storytellingI’m going to share with you the importance of storytelling and how it can impact your day-to-day, especially within the customer success org.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveSam Basile![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/01/photo-1521225753516-46438a76f25a.jpeg)](https://www.customersuccesscollective.com/how-customer-success-can-wield-the-power-of-storytelling/) ### 4\. Executive presence The way you carry yourself and communicate during strategic conversations can have a significant impact on how you're perceived by customers. Aim to project an air of confidence and competence without coming across as arrogant or dismissive. Be confident in the answers and insights you provide, but also acknowledge when you don't have all the answers – it's perfectly acceptable to say, "I don't have that information at hand, but I'll look into it and get back to you." The important thing is to convey that you're in control, that the customer can trust you to handle their needs, and that you're committed to finding the right solutions for them. ### 5\. Cross-functional thinking As a CSM, it's important to think beyond just your immediate role and consider how the conversations and decisions you're having with a customer could potentially impact or create roadblocks in other areas of their project or organization. Demonstrate this cross-functional awareness by raising potential concerns or opportunities that may span different departments or functions within the customer's business. This shows that you're thinking holistically about their success, not just within the narrow confines of your product or service. [Customer success: Building cross-functional relationshipsConnection is important – it stems from a desire to understand one another. Learning your colleagues’ goals, how they’re measured, and what’s most important to them is going to be key to getting what you want. And the same applies to you.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveKimberly Ayala![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/01/Untitled-design--30-.jpg)](https://www.customersuccesscollective.com/build-and-maintain-cross-functional-relationships-between-customer-success-marketing-product-and-sales/) ## Understanding the customer At the heart of successful strategic alignment is a deep understanding of your customers – their company, industry, competitors, and the specific challenges they face. A key component of your role as a CSM is to know how to articulate the value your solution can provide in driving solutions to those challenges. Demonstrate a firm grasp of the industry landscape and the competitive forces your customer is up against. Share insights and perspectives that show you've done your research and can speak knowledgeably about their business context. When you can speak to their realities and pain points with authority and then map your product or service as the solution to those challenges, you establish yourself as a trusted partner invested in their long-term success, not just a vendor selling a product. ## Conclusion While it's tempting to get mired in tactical, day-to-day issues as a Customer Success Manager, true success for both your customers and your company hinges on strategic alignment. Achieving this requires a fundamental mindset shift - moving beyond a narrow, product-centric view to a holistic, future-focused perspective focused on driving your customers' long-term success and desired outcomes. Implementing the strategies outlined here – transitioning from tactical to strategic conversations, building value-driven relationships, focusing on impact over features, and deeply understanding your customers' businesses – will elevate you from a product vendor to a trusted strategic partner. However, this transformation won't happen overnight. It demands conscious effort and continuous refinement of skills like active listening, strategic questioning, storytelling, and projecting executive presence. The path isn’t easy, but the rewards are immense – stronger customer relationships, increased revenue opportunities, and the profound satisfaction of playing an integral role in your customers' success stories. As a CSM, you have the power to shape those narratives and cement your reputation as the kind of invaluable advisor that customers actively seek out. ### The formula for acquisition and retention success URL: https://www.customersuccesscollective.com/the-customer-connection-equation-unveiling-the-formula-for-acquisition-and-retention-success/ Last updated: 2026-08-07T10:09:35.000Z I have always wanted to be an entrepreneur. In 2011, after the birth of my baby girl, I realized I would never sleep again. So, with all this extra time, I decided to start a business. During this time, I learned two crucial aspects of running a business: acquiring customers and turning them into promoters. However, I soon realized I couldn't scale this business. As my daughter grew, so did my interest in business issues. Fast forward to 2016, and I became a boy mom. With even less sleep, I decided to start a new business, this time aiming for more freedom. I looked at successful entrepreneurs and thought they had the best lives – working when they wanted and enjoying flexibility. So, I started an agency, hoping for more flexibility. In this new business, I had to master customer acquisition again but also learn about customer retention. As I ran this business, I realized I was spending too much time with my customers, so I wrote one of the first books on implementing HubSpot. This way, clients who didn't want to hire my services could buy my book on Amazon instead of calling me in the middle of the night. As I worked with numerous customers, both startups and scale-ups, I noticed a common problem: they struggled with retention strategies. Intrigued by HubSpot's concepts, I wanted to know more. So, instead of starting another business, I sold my agency and joined HubSpot. My goal was to help them scale their services to partners, focusing on [customer retention strategies](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/). In this article, I'll share the key strategies, including: - Building effective acquisition funnels, - Customer retention strategies, and - Implementing measures of success By mastering these areas, you'll be well on your way to achieving both acquisition and retention success. Let's dive in! [Why your customer retention strategy is dead – and how to fix itIn business, any key stakeholder wants consistency and positive outcomes. That’s why getting ahead of problems and fixing them before they manifest is a corporate superpower. And in a subscription business, retention is king.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/01/Untitled-design--27-.jpg)](https://www.customersuccesscollective.com/why-your-customer-retention-strategy-is-dead/) ## Building effective acquisition funnels Let's first look at building effective acquisition funnels. We know that the best companies at building acquisition strategies are B2C companies. Let's take our favorite frenemy, Amazon, as an example. We love them for their convenience, but we might hate them because we don’t own stock. However, let's focus on how Amazon gets us to purchase from them every single time, specifically through their product, Audible. I don't know about you, but I love reading books. However, between my responsibilities with my four kids, I often don’t have the time to read a book at night. So, I choose to listen to books during my commute or while doing chores. This brings me to the question: why did I subscribe to Amazon Audible? What made me make that purchase? _This post is for subscribers only._ ### State of Customer Success Report 2024 URL: https://www.customersuccesscollective.com/state-of-customer-success-report-2024/ Last updated: 2025-09-18T11:13:54.000Z ## Gain the edge you need to excel in customer success in 2024. **The fourth edition of our State of Customer Success Report unpacks just how customer success is interpreted and carried out by companies across the globe.** Get your copy Stop scratching your head wondering if your customer success role matches your peers'. It's time to *start* owning CS with confidence. We’ve surveyed over 200 CSMs and CS leaders to understand what customer success looks like in 2024 so you can keep up to date with the latest in the field. ## Want answers to these questions? 👔 What’s the most common CS leader to CSM ratio? 🏡 Do CSMs mainly work from home, or the office? 📈 Who owns what? Is customer success typically responsible for account expansion? 🤑 Show me the money! Is customer success rewarded for revenue growth with a commission of the sale? 🤬 What are the most common internal barriers CSMs and CS leaders face? 📏 Which KPIs are most common to measure customer success teams in 2024? 🤖 People have been talking a big talk about AI… but are CSMs actually using it? 📚 Okay, are companies enabling their CSMs with proper cross-departmental training? 👀 Am I doing the right thing? What are the main responsibilities of customer success? Access every insight ## Why every CSM needs this report **Reason #1:** It’s tough keeping up with the developments in customer success, tons can change year on year. Save yourself hours flicking through Google with one master resource. **Reason #2:** Not only is customer success a rapidly evolving business function, but it operates across different industries, products, KPIs, and – perhaps most critically – across different customer needs. **Reason #3:** Because of this variety of interpretations, we surveyed customer success professionals from across the globe, to get a better understanding of the essential values, responsibilities, and strategies employed by customer success teams. 💡 Pssst! Did you know that our [Pro members](https://www.customersuccesscollective.com/signup/) can say **adios* to the [form filling](https://www.customersuccesscollective.com/member-reports/)? ## Want answers to these questions? 👔 What’s the most common CS leader to CSM ratio? 🏡 Do CSMs mainly work from home, or the office? 📈 Who owns what? Is customer success typically responsible for account expansion? 🤑 Show me the money! Is customer success rewarded for revenue growth with a commission of the sale? 🤬 What are the most common internal barriers CSMs and CS leaders face? 📏 Which KPIs are most common to measure customer success teams in 2024? 🤖 People have been talking a big talk about AI… but are CSMs actually using it? 📚 Okay, are companies enabling their CSMs with proper cross-departmental training? 👀 Am I doing the right thing? What are the main responsibilities of customer success? Here's your free copy [ ![](https://pma-assets-external.ams3.cdn.digitaloceanspaces.com/Content/CSC/Newsletter_Upsell_Footer_CSC.png) ](https://www.customersuccesscollective.com/partner-with-us/) ## 25 topics. Four editions. Commentary from four experts. One free report. ### The rise of customer success 2.0: Driving innovation and growth URL: https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/ Last updated: 2026-01-19T11:35:08.000Z As someone who has been in the technology industry for over 30 years, I've witnessed several transformations that have reshaped how businesses leverage technology. But the shift we're seeing now with the rise of customer success may be one of the most profound. In this article, I'm going to examine: - [The birth of customer success](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#the-birth-of-customer-success-10) - [The next transformation](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#customer-success-20-the-next-transformation) - [How customer success goes beyond retention and drives growth](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#transcending-retention-customer-success-as-a-growth-driver) - [The rise of specific CSM roles ](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#the-rise-of-%E2%80%9Cgrowth-csms%E2%80%9D-and-%E2%80%9Cadvocacy-csms%E2%80%9D) - [How to disrupt the pre-sales process](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#disrupting-the-pre-sales-process) - [The omnipresent customer success mindset](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#the-omnipresent-customer-success-mindset) - [How to embrace customer success 2.0](https://www.customersuccesscollective.com/innovation-growth-customer-success-2-0/#my-advice-for-embracing-customer-success-20) ## The birth of customer success 1.0 You've likely heard this analogy before: The “Model T” Ford was to cars what software-as-a-service (SaaS) is to technology and businesses. Just as the Model T democratized automobile access, the rise of SaaS democratized technology by giving businesses more choice and control over the solutions they adopted. At first, the idea of letting go of on-premise control in favor of cloud services seemed unthinkable to many. But the business imperative to "move faster" and meet rapidly changing customer demands eventually drove SaaS adoption, even if it meant sacrificing some bespoke capabilities for the sake of progress over perfection. It was this SaaS wave that sparked the emergence of customer success as a discipline I'll refer to as "customer success 1.0." As businesses embraced the subscription model, a new role focused solely on accelerating time-to-value and ensuring customers achieved their desired outcomes became essential. ## Customer success 2.0: The next transformation While customer success 1.0 represented a major step forward, businesses now face even greater demands for continual innovation and faster technology adoption in the wake of disruptions like COVID-19\. Simply retaining customers is no longer enough - the name of the game is driving sustained growth and adoption. This means customer success must undergo its own evolution towards what I call "customer success 2.0." According to research, 47% of businesses say legacy mindsets and processes are holding them back from innovation. In today's experience economy, that's an existential threat. Customers know the power of innovative technology better than ever before, and they won't accept reversion to the old, sluggish ways of working. [Your guide to driving revenue growth with customer successIn this article, I’m going to be talking about customer success as a growth driver. I hope that what I share is going to be relevant to your daily lives and that it sparks some interesting discussions.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJovana Djapa![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/12/pexels-photo-7948055.jpeg)](https://www.customersuccesscollective.com/your-guide-to-driving-revenue-growth-with-customer-success/) ## Transcending retention: customer success as a growth driver In the 2.0 phase, customer success will transcend its traditional focus on retention alone. While that will always remain a critical piece, the core mission will be fostering rapid, continuous adoption and driving tangible business growth through technology. Think about how most organizations currently leverage technology across three levels: 1. Modern organizations focus on keeping systems current, secure and compliant 2. Connected organizations using technology as a strategic tool to enable processes, analytics, etc. 3. Generative businesses unleashing tech's full potential to create new revenue streams As we progress towards being generative, innovative businesses, customer success will be critical for accelerating that transformation. We'll work hand-in-hand with customers to identify opportunities, remove blockers, and ensure they realize the maximum value that directly impacts topline growth. [How to make customer advocacy a customer-centric partnershipFeast your eyes on a brand-new customer advocacy framework that empowers customers, shifts from one-sided to mutually beneficial partnerships, and leverages customer-led referrals to drive business growth.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveHaig Kingston![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Untitled-design--47-.jpg)](https://www.customersuccesscollective.com/customer-advocacy-a-customer-centric-partnership/) ## The rise of “growth CSMs” and “advocacy CSMs” For Customer Success Managers (CSMs), this evolution will likely split our roles into two complementary paths: growth CSMs and advocacy CSMs. Growth CSMs will partner deeply with pre-sales teams to specialize in opportunity identification, navigating the adoption curve, and handing off teed-up opportunities to sales for the close. In many ways, we'll disrupt the traditional pre-sales process by becoming the front-line growth engine feeding the funnel. Advocacy CSMs, on the other hand, will play the more conventional role of nurturing and maintaining the long-term customer relationship post-sale. You could view them as the "custodians" charged with driving effective adoption, retention, and expansion within their book of business. There's no one-size-fits-all for which path an individual CSM will take. It may depend on your strengths, interests, and customer scenarios. Some may thrive wearing both hats. But I do encourage you to start thinking about which direction feels most energizing. No matter which way you lean, there are four skills I recommend doubling down on if you want to trailblaze customer success 2.0: 1. Build strong partnerships with your pre-sales counterparts now. There's a wealth of knowledge we each bring to the table that will be mutually beneficial. For growth CSMs, developing this relationship will be critical. 2. Learn how to build and deliver a powerful point of view, supported by data. Our role isn't just to agree with the customer, but to guide them based on envisioned best practices. Defining and articulating a defensible vision will be highly valuable. 3. Seek out public speaking opportunities to present that point of view. Customer success is becoming too critical to businesses for it to stay in the shadows. We need confident voices shaping the conversation. 4. Get hands-on experience identifying, nurturing, and pushing opportunities through the funnel. For growth CSMs, this will be our bread and butter for fueling predictable revenue streams. [The untapped potential of the customer success philosophyEven in name, customer success is wholly unambiguous about its one mission: To make customers successful; and to achieve their desired outcomes with the product or service they’ve bought. This ethos should perforate every corner of an organization: From product, to marketing to sales.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveCourtney Elyse Jones![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/03/Untitled-design--38-.jpg)](https://www.customersuccesscollective.com/the-untapped-potential-of-customer-success-as-a-company-wide-mindset/) ## Disrupting the pre-sales process The traditional view of customer success has been that it lives in the loop between sales and delivery - we come into play once the deal is done. But in the world of customer success 2.0, that linear model gets turned on its head. Instead of an endless loop, we're looking at more of an infinity symbol workflow. And that symbol is about to get disrupted, with more and more opportunities originating from the success side rather than the sales side of the equation. Why? Because in our role, we're already operating in that critical "whitespace" - the uncharted territory where new processes, use cases, and ways of driving value get defined through hands-on partnerships with innovative customers. We're the ones building the roadmap from firsthand knowledge. So instead of always inheriting opportunities from sales to then nurture, we'll increasingly create them through design partnership activities. We'll get a head start defining the paths to value, which sales can then swoop in to prosecute commercially. It's a symbiotic model, just with more of the demand-gen originating with customer success. Just look at the results our VMware customer success team has already seen. We monetize success not just through renewals, but through proactive services that have become a powerful growth engine, consistently beating out conventional lead sources in sales conversions. ## The omnipresent customer success mindset Of course, evolving traditional roles and processes is just one dimension of the customer success 2.0 transformation. Ultimately, this needs to be a cultural shift that embeds a customer growth mindset across every function of the entire organization, not just within the customer success department. Just as quality management rose to prominence in the industrial era and process engineering did in the automation age, customer success represents the defining professional discipline for our current cloud era. And it will be just as omnipresent and integrated into the fabric of successful businesses. So in addition to defining the paths for rapid value realization, customer success teams should also embrace the opportunity to catalyze this transformation. We need to evangelize and role model the customer growth mindset everywhere - with sales, marketing, product, finance, and all the way up to the executive suite. Become masters of collaboration, breaking down silos and knowledge segregation. Drive a relentless focus on ensuring every group, every process, every decision creates sustainable value for customers. Because again, that's the only path to realizing innovation and organizational growth in an experience-driven economy. At VMware, one of my top priorities is embedding customer success leaders within each line of business to proliferate our methods, our tools, and most importantly, our obsessive dedication to customer outcomes. I'm dedicated to making customer growth the centerpiece of our company's DNA. [What’s the next stage in the evolution of customer success?Does your company, and its executives, still treat customer success as a cost center? Do you feel like you’re at the head of the table, or still in the corner of the room?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveEdward Chiu![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/FT_14.10.29_evolution-promo.jpg)](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) ## My advice for embracing customer success 2.0 If there's one piece of advice I can leave you with, it's this: listen to your customers. Listen more than you speak. Customers will tell us every time where our product roadmaps should go and what's needed for their continued success. We just have to get out of our own way, set our egos aside, and let their voices show us the path. Of course, listening isn't enough on its own. We also need robust mechanisms and processes for capturing those firsthand insights in a way that can be swiftly operationalized and disseminated across customer teams, partners, and leadership - everyone who plays a role in driving positive outcomes. Those forward-deployed teams like customer success who intimately understand the use cases, the pain points, and creative ways customers are achieving value? We have to ruthlessly mine and scale that tribal knowledge for competitive advantage. That rich ethnographic research is what will keep us ahead of the pack in servicing the Generative businesses pushing innovation's boundaries. And for those of you already operating as customer success pioneers, I strongly encourage you to get certified and credentialed. There's an influx of new talent entering this profession, and many will come brandishing formal customer success education and certifications. Don't let them one-up you on paper when you've paid your dues through hard-earned experience. Get certified to validate your expertise. The customer success 2.0 transformation is already underway whether we're ready or not. Analysts predict we could see it hitting an inflection point and going mainstream within the next 18-24 months based on current trajectories. Businesses simply can't afford to be laggards in embedding this growth-oriented discipline anymore. What does this mean for your career trajectory? Opportunities like we've never seen before. That's why it's critical you take intentional steps now to get ahead of the curve. Is the growth CSM path calling you, with its mandate to be an elite opportunity hunter and expansion catalyst? Then bump up your skills around articulating vision, public speaking, pipeline management, and pre-sales partnering. Or does the advocacy CSM path feel more authentic, nurturing long-term customer relationships as a trusted advisor and retention champion? If so, double down on mastering the art of effective adoption planning, team leadership, commercial savviness, and becoming a domain expert. Regardless of the direction you take, I guarantee one thing: In the age of customer success 2.0, the role of the CSM is only going to become more strategic and more tightly woven into the very fabric of your organization. We may no longer be subservient to sales, but partners in co-creating value and driving meaningful business impact. So get ready to embrace this new reality, because customer success 2.0 is rising. And when it hits, it's going to disrupt everything we think we know about our discipline in the best way possible. That's the transformation I'm striving to lead every single day at VMware. And I hope you'll join me in being a catalyst, not just for the sake of our respective companies, but for the entire industry. The time is now to stop viewing customer success as an auxiliary function, and start celebrating it as the beating heart that will pump innovation through the business world's veins. Who's with me? ## Find a Customer Success Festival near you If you enjoyed Catherine's article, you'll love the treasure trove of insights at our Customer Success Festivals all across the globe. Why not check out our events calendar and find a location that suits you? [Join the CS train](https://events.customersuccesscollective.com/) ### Customer vs. community engagement: Know the difference URL: https://www.customersuccesscollective.com/customer-vs-community-engagement/ Last updated: 2024-07-18T10:23:17.000Z Not all forms of engagement are created equal. Understanding the distinctions between customer engagement and community engagement is crucial. While both concepts share common ground in fostering relationships, they serve distinct purposes and require tailored approaches. In this article, we delve into: - What engagement is as a concept - The importance of customer and community engagement - What the differences are between how these concepts are used ## What is engagement? First, let’s begin by establishing a definition of engagement as a concept within business. In customer success, engagement refers to: > “The process of creating a meaningful and interactive relationship between a brand and its target audience. It is a measure of the level of involvement and interaction that consumers have with a brand or its content.” Engagement is typically measured through various metrics such as email click-through rate, product adoption, product usage, in-app message responses, and through various sentiment metrics like CSAT scores, health scores and time-to-first-value (TTFV). These metrics are used to gauge the effectiveness of your customer success efforts and produce best practices to drive genuine value for the customer and support brand integrity and image. Engagement can take many forms, including logging on to use the product, interacting with the brand on social media, opening emails informing the customer of product updates, and interacting with customer communities. Effective engagement strategies are tailored to the specific needs and preferences of the target audience, and they typically involve creating compelling content that resonates with consumers and encourages them to take action. Ultimately, engagement is a key factor in building brand loyalty and increasing customer retention. By creating meaningful connections with your customers, your brand can foster a sense of community and establish itself as a trusted source of information and inspiration. [A lesson in understanding customer engagement – and how to increase itA customer roadmap can be volatile. From customer onboarding and the implementation stage to customer retention or a potential conflict stage, there are multiple avenues the customer could take in their journey. As a customer success professional, the one you want to focus on is value.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/09/photo-1503676260728-1c00da094a0b.jpeg)](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/) ## The importance of customer engagement The importance of customer engagement is easily expressed by the fact that a huge component of customer success is engagement, whether that’s engaging with your whole customer base, a specific segment, or an individual customer. The act of customer engagement supports many of the goals including, but not limited to: ### Increasing customer retention Engaging customers regularly helps to build stronger relationships, which in turn increases the likelihood of customers returning to your brand. By creating positive experiences and interactions, brands can encourage customers to stay loyal and continue to do business with them. For example, sending personalized emails and offers to customers based on their purchase history can make them feel valued by you, leading to increased retention rates. ### Driving customer advocacy Engaged customers are more likely to recommend your brand to others, which can organically lead to an increase in brand awareness and growth. Encouraging customers to leave reviews, share their experiences on social media, and participate in referral programs can help to boost advocacy and expand your brand’s customer base. ### Enhancing customer experience Using the various channels at your disposal, such as email, social media, and in-store experiences, you can gain valuable insights into customer preferences and behaviors. This can help tailor what you offer and market to each customer segment. By doing so, you better meet customer needs and expectations, ultimately leading to a better overall customer experience. ### Boosting customer lifetime value Engaged customers tend to make more repeat purchases and spend more money over time, leading to higher customer lifetime value (CLTV). By keeping customers engaged you can drive long-term revenue growth. > “Building and nurturing customer relationships is a fundamental pillar of advocacy. I truly believe I should be my customers’ biggest advocate, and I show that through action. > > “When I first reach out to a customer, I do not initially ask them to participate in any marketing activity. Instead, I offer them a space to get to know each other, share their experiences, and make myself available as an extra resource. I then take the time to personalize their journey by delivering value-based connections aligned with their objectives. > > "By putting customers’ interests and goals at the forefront of the opportunities I offer, I am able to build strong customer relationships for long-term engagement, and ultimately, long-term success." \- **Valeria Gomez, Manager of Customer Programs at Airtable** [How community marketing and customer success teams can work togetherWhen you think about the goals of community marketing and customer success teams, it can be difficult to pick apart exactly how they differ. After all, they’re both trying to make the customer as happy as possible, right?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveJade Warne![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2024/05/CSC_Framework_Tiles_community.jpg)](https://www.customersuccesscollective.com/how-community-marketing-and-customer-success-teams-can-work-together/) ## Why is community engagement important? Community engagement is important in community marketing for several reasons. Mainly, because without it, you’ll have a community that’s just sitting there not doing anything. It takes members who are engaging with what you are doing to make the whole act worthwhile. Our sister community, aptly named **Community-Led Alliance**, defines community-led growth (CLG) as "a strategy that uses an engaged, supportive community to acquire and retain customers - while expanding the reach of a business." So, essentially you can’t have a community-led strategy without engagement. ### Empowers members Engaging with the community empowers individuals by giving them a voice in decision-making processes and an opportunity to influence the direction of their community. ### Promotes social inclusion It helps create an inclusive environment that values the contributions of all members, regardless of their backgrounds, experience, or status. ### Builds a sense of belonging Community engagement helps to foster relationships and connections among individuals and their communities, leading to a sense of belonging. This strengthens the overall social fabric within a community and encourages people to continue engaging. ### Facilitates problem-solving By involving community members in identifying and addressing issues, solutions are more likely to be effective, sustainable, and tailored to the specific needs of the community. ### Builds trust Regular and transparent communication between community members and organizations fosters trust, which is crucial for the successful implementation of new projects and initiatives, as well as getting honest and actionable feedback. ### Resource sharing and collaboration Engagement facilitates the sharing of resources, knowledge, and skills among community members and organizations, leading to more efficient and effective outcomes. In summary, community engagement is essential for creating strong, inclusive, and resilient communities where individuals and organizations work together to address shared challenges and Opportunities. [ ![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1000/2023/01/CSC_CTA_Certified_Banners_CS_2.jpg) ](https://certified.customersuccesscollective.com/p/customer-success-certified-core) ## Understanding the differences between community and customer engagement Customer engagement and community engagement, although related, have distinct differences in their focus, objectives, and strategies. Here’s a comparison of the two concepts, broken down into focus, objectives, and commonly used strategies: ### Customer engagement #### 1\. Focus Customer engagement primarily revolves around the relationship between a business or organization and its customers or users. It aims to foster long-term relationships and loyalty by creating meaningful interactions with customers. #### 2\. Objectives The main objectives of customer engagement are to enhance customer satisfaction, increase customer retention, and drive revenue growth. It involves understanding customers’ needs, preferences, and behavior to deliver personalized experiences and improve products or services. #### 3\. Strategies Customer engagement strategies include offering excellent customer service, providing personalized content or offers, creating user-friendly interfaces, and gathering feedback through surveys or reviews. Social media platforms, email marketing, and loyalty programs are often used to facilitate these strategies. ### Community engagement #### 1\. Focus Community engagement focuses on the relationships and interactions among individuals within a community, which can include businesses, organizations, and residents. It seeks to create a sense of belonging and shared purpose, empowering community members to participate in decision-making processes and work together to address common challenges. #### 2\. Objectives The main objectives of community engagement are to increase reach and awareness, share knowledge, create brand advocates, and facilitate problem-solving. It aims to create strong, resilient communities that can address shared challenges and opportunities. #### 3\. Strategies Community engagement strategies involve organizing events, providing resources or platforms for collaboration, and fostering communication and transparency. This can include webinars, workshops, online forums, and social media groups where members can share ideas, knowledge, and experiences. [Drive customer engagement through effective communicationsMy name is Lawrence Ang, and I work with the customer success team at The Financial Times. In this article, I’ll be focusing on customer communications and engagement. Obviously, I’m basing this very heavily on my own experiences, but there are certainly variations for different people.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveLawrence Ang![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/01/old-phones--1---1-.jpg)](https://www.customersuccesscollective.com/drive-customer-engagement-through-effective-communications/) ## TL;DR In summary, customer engagement focuses on the interactions between businesses and their customers, with the goal of driving customer satisfaction, loyalty, and revenue. Community engagement, on the other hand, emphasizes the relationships and connections within a community, seeking to foster collaboration, inclusivity, and resilience - this, ultimately, is beneficial for the organization or team behind the community in sharing knowledge and spreading awareness of a particular shared interest. While both strategies share some common elements – and CSMs may be the teams behind these types of communities – each strategy's focus, objectives, and goals are distinct, and understanding those differences is key to executing each strategy well. --- ## Ready to become a customer success maestro? If you want to master the essential competencies for customer success and accelerate your career, [**Customer Success Certified: Core**](https://certified.customersuccesscollective.com/p/customer-success-certified-core) is the most comprehensive training out there. Get ready for a deep dive into every crucial aspect of the CS role. You’ll uncover cutting-edge strategies for customer onboarding, activation, advocacy, and beyond. Learn how to: ✅ Tackle churn ✅ Optimize expansion ✅ Ace CS metrics. This is your chance to equip yourself with the confidence, practical skills, and competitive edge you need to excel. The actionable tools and unparalleled expertise will take your strategies to the next level so you can deliver results. What are you waiting for? Enroll in **Customer Success Certified: Core** today and start your journey to CS mastery! [Enroll today](https://certified.customersuccesscollective.com/p/customer-success-certified-core) ### CS Ops: The innovative frontier of customer success with Roger Mendez, Cisco URL: https://www.customersuccesscollective.com/cs-ops-podcast-roger-mendez/ Last updated: 2024-06-06T08:00:04.000Z [In this episode](https://alliance.ghost.io/podcast/csc-cs-school/?wchannelid=hwaw5bc3aq&wmediaid=c5qz4ffddy) of the [**CS School**](https://alliance.ghost.io/podcast/csc-cs-school/)podcast, we're joined by **Roger Mendez, Global Leader of Strategic Programs, Customer Success & Acceleration at Cisco**, about the critical role of customer success operations, AKA "CS Ops." ## Learn more about CS Ops with Roger... IRL 🎪 Looking for more? Ask and you shall receive! Roger is speaking about this very topic at[ ****Customer Success Festival San Francisco**](https://events.customersuccesscollective.com/location/sanfrancisco/) on ****September 4-5, 2024**. [Get your ticket](https://events.customersuccesscollective.com/location/sanfrancisco/) ## What's this episode about? We discuss the unique challenges and opportunities that CS Ops presents, as well as the specific skill sets and pathways that aspiring professionals in this domain should cultivate. Join us as we unpack the intricacies of CS Ops, learn about Roger's day-to-day operations, and explore the future of this vital aspect of customer success within the tech industry. Whether you are a seasoned professional or just starting your journey, this episode promises to be an informative and engaging exploration of a field that is rapidly gaining prominence. ## Key discussion points – at a glance - How and why CS Ops differs from traditional customer success - How to transition into CS Ops - The importance of personalization and proactivity - Why cross-functional collaboration is at the heart of CS Ops - Why you need to take a data-driven approach - How to scale your Ops function for operational excellence - Tips on overcoming challenges - A typical CS Ops day - Roger's breakthrough moments - The future of CS Ops ## A little bit about Roger Roger is passionate about the customer journey, revenue retention, and achievement of desired business outcomes, and has extensive product knowledge coupled with creative ideas for innovation and customer success. As one of the original team members in Cisco's CS function, he's been integral in building it and its CS Ops division from the ground up. ## Resources 🔗 Connect with Roger on [LinkedIn](https://www.linkedin.com/in/alexturkovic/?ref=customersuccesscollective.com) 📽 Continue your CS Ops education by attending Roger's session at [Customer Success Festival San Francisco](https://events.customersuccesscollective.com/location/sanfrancisco/agenda) on **September 4-5, 2024**. 📚 Learn more about CS Ops and building your dream team for success with a [certification](https://certified.customersuccesscollective.com/p/building-a-customer-success-team) ## Be on the pod! Did you enjoy this episode? If so, please subscribe to the CS School podcast and leave a rating and/or a review – we appreciate your support! Alternatively, you can speak to us on our socials, or get involved with the discussion on the Customer Success Collective [Slack channel](https://www.customersuccesscollective.com/customer-success-community/). Have you got something to say? Perhaps you wanna be on the podcast, or know someone who’d be a great guest? Get in touch, contact [hello@customersuccesscollective.com](mailto:hello@customersuccesscollective.com). 📩 ### How to identify and reduce customer churn URL: https://www.customersuccesscollective.com/how-to-reduce-customer-churn/ Last updated: 2026-02-04T18:02:47.000Z Reducing [customer churn](https://www.customersuccesscollective.com/customer-churn) is crucial for any business that depends on recurring revenue and subscriptions. Even a small increase in [retention](https://www.customersuccesscollective.com/customer-retention) can translate into significant revenue gains and cost reductions over time. In today's crowded marketplace, consumers have more options than ever before. It's all too easy for them to leave for a competitor if you don't consistently meet their expectations. The good news is that with the right strategy and commitment, you can substantially reduce customer churn. --- --- With a mix of product improvements, customer service enhancements, and loyalty incentives, you can dramatically increase renewal rates as well as customer lifetime value. In this article, we explore some of the most effective ways to keep more of your paying customers coming back month after month, specifically: - [What customer churn is](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/#what-is-customer-churn) - [Why businesses want to reduce it](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/#why-is-it-important-to-reduce-customer-churn) - [The differences between voluntary vs. *in*voluntary churn](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/#involuntary-vs-voluntary-churn) - [Common causes for why your customers are churning](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/#common-causes-for-why-your-customers-are-churning) - [8 proven customer churn prevention techniques](https://www.customersuccesscollective.com/how-to-reduce-customer-churn/#8-proven-customer-churn-prevention-techniques) Keep reading to learn the key steps for slashing churn and driving growth by delivering consistently positive customer experiences. ## What is customer churn? [Customer churn](https://www.customersuccesscollective.com/customer-churn/) is a metric highlighting how many of your customer base decided to no longer use your product and/or service, during a certain period. Put simply, churn rates will tell you if your customers are staying or going, and this will guide your efforts moving forward. ![Churn rate calculated with an equation: the number of customers lost during a time period divided by the number of customers at the start of that time period](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Copy-of-CSC_Article_Header_Meta_.jpg) The good news is [calculating your churn rate](https://www.customersuccesscollective.com/a-complete-guide-on-how-to-calculate-and-reduce-customer-churn/) is uber-simple; it’s a case of dividing the number of customers lost during a particular period, by the number of customers you had at the beginning of that given period. For example, if a company has 100 customers at the start of the quarter, and when the second quarter begins this number has decreased to 85, then the churn rate would be 15% because they have 15% *fewer* customers at the commencement of Q2 than at the start of Q1. ## Why is it important to reduce customer churn? Many companies pour their blood, sweat, and tears into understanding the ins and outs of customer churn, and why it’s a fundamental part of their business operations. And with good reason; as we alluded to earlier, customers are a vital cog in ensuring the wheels of a business keep on turning, and although the odd customer may slip through the net here and there when a company loses a lot of customers, they hemorrhage money, and that’s never a recipe for success. Many advocate the notion that attracting new customers is much trickier than keeping hold of existing clientele. Once you’ve done the hard work in getting them through the door, reducing churn is essential, as you may well find yourself in a position where it’s extremely difficult to win customers back, if they slip through your grasp. The reboarding process is considered notoriously difficult and is also an expensive process for a company. Before you start planning to introduce contingency plans in a bid to minimize or reduce churn, it’s important to identify the two types: 1. Voluntary churn 2. Involuntary churn. ## Involuntary vs. voluntary churn **Involuntary churn** is when a customer’s access to a product or service is ended by the company itself. For example, if payment methods can’t be processed, or the customer is violating the terms and conditions of their contractual agreement, these are typically considered suitable grounds for the company to bring an agreement to a close. As the name suggests, the customer is involuntarily ending their association with the company, and the decision is taken out of their hands. ![Steps to of involuntary churn](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2024/04/Copy-of-CSC_Article_Header_Meta_--1-.jpg) **Voluntary churn** is when the customer takes it upon themselves to stop using the product or service. This can be attributed to factors such as poor service quality or financial reasons. Unlike involuntary churn, a conscious decision is made by the customer to end the agreement on their own accord, i.e. they volunteer to relinquish their access to the company’s services. ## Common causes for why your customers are churning There are six common causes of customer churn. Let's look into each of them to determine how they impact churn rates. ### High pricing Nailing your [pricing strategy](https://productmarketingalliance.com/how-to-identify-a-suitable-pricing-strategy/) isn’t only important for a successful product launch. In fact, it’ll contribute a great deal to pleasing the customers who are a part of your target market. In many ways, pricing is tricky, because everyone’s bound by varying degrees of financial boundaries. However, you can get the golden nuggets of information you need by speaking with your audience and understanding their respective budgets. This will help you create a product that: 1. Will solve their problem 2. Won’t break their bank account If prospective customers believe your product is overpriced, then they’ll seek a lower-priced alternative, and you’ll be left kicking your heels, while your competitor benefits from poor planning. That said, it isn’t only overpriced products you need to think about. If you release an offering and it’s ludicrously cheap, this can make them think twice about whether your product is credible, and they may be tempted to pay marginally higher prices with another provider to secure a product they perceive to be of higher quality. ### Poor customer service Have you ever bought a product, encountered technical difficulties, and experienced a thoroughly forgettable experience when you’ve sought help? If so, you’ll be *au fait* with one of the main reasons so many companies experience high levels of customer churn. Bringing an awesome product to the customer is just a piece of a pretty large puzzle. You can have the greatest product on the market, but if your customer support network is appalling, this will have a profound impact on user experience, and before you know it, they’ll be here one minute, and gone the next. Ask yourself truthfully: if a customer experienced a problem and needed technical support, could they get the help they need quickly, efficiently, and practically? If you’re unable to answer with a resounding "yes," then go back to the drawing board, and start from scratch, because poor customer service will more often than not have one outcome – sky-high churn rates. [Intercom’s strategies for customer engagement at scaleMatt O’Boyle from Intercom shares his insights and strategies for measuring customer success at scale, monitoring forums, collaborating with product marketing and engaging with lower-tier customers.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMatt O’Boyle![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2022/01/Speech-tissue-question.jpeg)](https://www.customersuccesscollective.com/customer-engagement-and-the-metrics-that-matter-intercom/) ### Lack of customer engagement The [customer journey](https://www.customersuccesscollective.com/become-a-top-customer-centric-brand-by-mapping-out-your-customer-journey/) doesn’t end when they hand over your cash and receive your product or service; companies need to show a vested interest in engaging with their customers to create an emotional bond between their brand and their clientele. When brands [engage with their customers](https://www.customersuccesscollective.com/a-lesson-in-understanding-customer-engagement-and-how-to-increase-it/), this makes them feel special, and prompts customers to buy on a more consistent basis and promote a company’s products and services on a broader scale; it’s an essential element of a successful customer success strategy. When companies don’t engage with their customer base, people have no emotional ties with the organization. This makes the decision to seek an alternative far easier than if they’re being treated well. You wouldn’t want to be somewhere where you don’t feel welcome. If it isn’t good enough for you, why should it be good enough for your customers? [![State of Customer Success Report 2025](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/09/State-of-Customer-Success-2025-Banner-ad--1--1.jpg)](https://www.customersuccesscollective.com/state-of-customer-success-2025-report/) ### Your service doesn’t deliver Patience is a rare trait amongst consumers; customers want and expect immediate gratification. It may be a bitter pill to swallow, but if your service isn’t up to scratch, you’re running the risk of losing custom. Ultimately, a customer purchases a product or a service to solve their pain point: if their eyesight is bad, then they’ll buy a pair of glasses, if they’re bored of watching the television and need something else to entertain them, they may buy a book, if their car’s too small for the family, they’ll head to the dealership and buy a new one. It’s a perpetual cycle that’s showing no signs of slowing. When a buyer has a problem, signs up for your service, and it doesn’t tick the boxes, they jump ship and look for something that does do what they expect it to - it’s one of the biggest contributors to customer churn rates. ### Flaws, glitches, and bugs Customers buy a service to make their lives easier and from a business perspective, to improve their levels of customer service. For example, social media scheduling tools offer two-fold benefits to companies, as they allow teams to deliver content en-masse and save time, whilst also keeping their customers up to date with key developments. When there are technical issues with a product or service, however, this has a domino effect; the provider suffers, and customers relying on the service can lose trust, prompting them to perhaps seek an alternative, to avoid a repeat occurrence. ### Your product is deemed a luxury When the purse strings need tightening, key stakeholders sit down, consider their outgoings, and make a list of what to keep, and what to sacrifice. Unfortunately, for some companies, their products don't survive the cull, and they’re deemed an unnecessary expense that can be chopped from the monthly bill. [![Become a CSC Insider: Access exclsuive content and templates for free](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2025/07/Insider-2.jpg)](https://www.customersuccesscollective.com/insider-membership-plan/) ## 8 proven customer churn prevention techniques We’ve cherry-picked just some of the contributory factors associated with customer churn rates, but ultimately, identifying ways to stop customers leaving is what matters for you and your business. Check out some ways you can reduce customer churn and boost those all-important retention rates. ### 1\. Act on customer feedback Sure, it’s the biggest cliche in the book, but you need to put the customer’s needs first; if you aren't keeping your customers happy, you’re leaving yourself susceptible to higher churn rates. You mustn’t make decisions based on assumptions; speak with your customers and validate your thoughts. By communicating with them, your customers will see you’re putting their best interests first, increasing morale, and brand loyalty. Whether it’s [customer advisory boards](https://www.customersuccesscollective.com/getting-to-grips-with-customer-advisory-boards-and-their-benefits/) or focus groups, make the most of customer insights to gain an understanding of what your customer's thoughts are now, and where you can improve your products in the future. And [feedback](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) isn’t always based solely on what you didn’t do right. For example, customer feedback may reveal that your USP didn’t catch the attention of your audience at all, and they preferred another feature, in which case, your brand positioning and messaging can be tweaked, accordingly. In acting proactivity, as opposed to reactively, this allows you to rectify potential hiccups before they happen, instead of picking up the pieces further down the line. [Your guide on how to obtain and leverage customer feedbackFeedback can help you identify and understand gaps across your business, and influence the change necessary to improve these products, services, or operations.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/01/return-1825515_960_720--1-.jpg)](https://www.customersuccesscollective.com/your-go-to-guide-on-how-to-obtain-customer-feedback/) ### 2\. Incentivize customers Incentives attribute value to your customers, and, in turn, enhance overall satisfaction. As we mentioned before, [winning customers back is hard](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/). Rewarding your customers for using your service suits both parties: they’re often enticed by the freebie, and you keep them out of the clutch of your competitors. For example, have you ever gone to McDonald's over Burger King because you’re one stamp away from a free coffee, despite the fact Burger King is two blocks away and McDonald's is a 15-minute walk away? In that case, you have first-hand experience of the powers of customer incentives. [How to re-onboard customers lost to churnFor whatever reason, customers can be lost to churn. It’s a situation all businesses will find themselves in. The trick? Have a strong customer success strategy in place.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveGrace Gupta![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/06/photo-1492176273113-2d51f47b23b0.jpeg)](https://www.customersuccesscollective.com/how-to-re-onboard-customers-lost-to-churn/) ### 3\. Lean into personalization Let's consider this email example. It's a product update email: > *Hey there,* > > *\[Company's Name\] has a brand-new range of products you may be interested in.* > > *Click here for more information.* > > *Thanks,* > > *\[Company's team\]* We'd bet good money your reaction to this email was the same as ours: it was boring, generic and impersonal. 🥱 No one wants to bore their customers. Let’s try this on for size, instead: > *Hey \[Customer's Name\],* > > *We’ve checked out your previous purchases, and have picked a few brand-new products from our range we think you’ll love!* > > *And because we’re in a giving mood, here’s a 20% discount code for you to save some cash, but be quick – this offer expires this weekend!* > > *Take care,* > > *Your friends at \[Company's Name\]* By addressing the recipient with their first name, including tailored product suggestions for the customer, as well as an incentive of a limited-time-only voucher, the second email is much friendlier, less generic, and feels as though a person is talking to the customer, whereas the first draft could well apply to anyone in the database. 👍 Customers are interested in relevance; if they’re targeted with services that aren’t appropriate for their age, demographic, price budget, etc. then the likelihood is they’ll focus their attention on companies who take the time to learn about what they want, and more importantly, deliver it to them. Impersonal messaging is suggestive that your company hasn't taken the time to learn about the customer and their requirements, and they’ll be made to feel like a mere statistic, a cog in a wheel. [Leveraging technology to balance scale and personalizationThank you for choosing to read my article on leveraging technology to balance scale and personalization. My name’s Mary Poppen, I’m the Chief Customer Officer at Glint, now part of the LinkedIn family.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveMary Poppen![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2021/08/balance.jpeg)](https://www.customersuccesscollective.com/leveraging-technology-to-balance-scale-and-personalization/) ### 4\. Introduce an action plan When you experience customer churn, it’s essential to have an action plan in place to try and understand why they churned, how you prevent a repeat occurrence, and what you can do to keep your existing customers happy. ### 5\. Identify the problem Ultimately, an action plan must establish where things began to unravel for your company, and why the person decided to take their custom elsewhere. Sometimes, companies can be embarrassed about reaching out and asking churned users why they’re not happy with the service provided, but so long as you approach the customer the right way, many will be happy to reciprocate and provide feedback to help you identify your flaws. ### 6\. Use your findings There are times when companies find out information and decide to ignore it because it isn’t what they want to hear. Develop a thick skin, listen to criticism, and use the feedback and findings to improve your future strategy. After all, what’s the point in looking for an answer, only to hide from the truth? ### 7\. Share your knowledge Customer success teams play a critical role in establishing an understanding of how customer churn is affecting a business, yet you need to ensure that every team across the business is informed of your findings. Always be sure to share insights, and communicate essential information to enhance your offerings. ### 8\. Go above and beyond Regardless of your customer’s core reasons behind investing in a service, they’ll always appreciate getting more than they bargained for. Additional services offered at no additional cost can make the world of difference in convincing your customers you’re the right fit for them and that you have their best interests at the forefront of your mind. For example, a customer may enroll in a webinar on [OKRs](https://www.customersuccesscollective.com/your-guide-to-customer-success-okrs/). Why not send them a complimentary eBook to supplement their learning? Small, yet significant details such as these will go a long way to building trust and confidence amongst your customers, and they’ll be inclined to stick around for much longer. ## How to prevent churn in a nutshell Customer churn is a problem within the business that isn’t going away anytime soon. However, if you understand it, prepare for it, and introduce relevant measures, the impact on your business can be managed, via cross-team collaboration. --- ## Turn retention theory into real results You’ve just learned *what* great retention looks like... now learn how to actually do it. [**Customer Retention Certified: Masters**](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) gives you ready-to-use frameworks, metrics, and playbooks you can apply immediately to reduce churn and drive long-term growth. ✅ Practical, expert-led lessons ✅ Real-world case studies from leading CS teams ✅ Lifetime access so you can revisit when it matters most **Learn today. Apply tomorrow.** [ Start your certification ](https://learn.customersuccesscollective.com/course/customer-retention-certified-masters) ### Do QBRs have a place in customer success? URL: https://www.customersuccesscollective.com/qbrs-in-customer-success/ Last updated: 2024-12-18T14:52:09.000Z Quarterly business reviews, or **QBRs**, have long been a staple in the post-sales playbook. However, the role and format of these meetings are evolving. Many customer success leaders look to drive more strategic value and alignment with their clients. In this guide, we’ll explore: - [Fresh perspectives on QBRs](https://www.customersuccesscollective.com/qbrs-in-customer-success/#rethinking-the-traditional-qbr) - [Tips for elevating these touchpoints](https://www.customersuccesscollective.com/qbrs-in-customer-success/#tips-to-elevate-your-customer-touch-points) - [Best practices](https://www.customersuccesscollective.com/qbrs-in-customer-success/#qbr-best-practices) - [Common challenges](https://www.customersuccesscollective.com/qbrs-in-customer-success/#managing-qbr-challenges) ## Rethinking the traditional QBR There seems to be an emerging shift in [customer success](https://www.customersuccesscollective.com/what-is-customer-success) away from rigidly timed, one-size-fits-all QBR meetings. A lot of customer success professionals will associate the QBR with [account management](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/). ### Naming and cadence Many are re-evaluating the frequency, naming convention, and overall purpose of these touchpoints. After all, the "Q" in QBR is just a reference to time. Rather than focus on rigid meetings once per quarter, [Customer Success Managers](https://www.customersuccesscollective.com/what-makes-a-good-customer-success-manager-great/) should focus on the broader customer journey and engage based on customer milestones and impact. There’s a growing feeling that QBRs often blur the lines with other [touchpoints](https://www.customersuccesscollective.com/addressing-the-gaps-in-the-customer-journey/). To combat this, there’s a push to distinguish them as higher-level, strategic meetings rather than routine check-ins. How you refer to these meetings and the frequency truly depends on your organization's philosophy and what works for your customer base. There’s a movement against the strict quarterly cadence, instead calling them **executive business reviews (EBRs)** or **strategic alignment meetings** to reflect this mindset shift. Many teams are shifting to **performance reviews,** using data to guide conversations and support alignment with their client's objectives. This ties into the broader move toward **joint business planning** with customers. Essentially, teams want these meetings to be [proactive](https://www.customersuccesscollective.com/how-to-build-a-proactive-customer-success-function-with-data/) planning and strategizing sessions rather than retrospective updates. However, others still see value in quarterly or even more frequent sessions to dive deeper into the client's business and initiatives. The naming and cadence rely on striking the right balance for your scenario. However, the unifying idea is that these are distinct meetings that are separate from regular check-ins and focused on strategic conversations. ## Tips to elevate your customer touchpoints ### Data-driven, not data-drenched Data and [metrics](https://www.customersuccesscollective.com/customer-success-metrics/) are central to QBRs/EBRs, but they should be used judiciously to support the strategic narrative rather than dominate the presentation. The [data](https://www.customersuccesscollective.com/using-customer-data-to-build-proactive-customer-success-function-with-josh-horsman/)to should start the conversation by framing where the client has been, but then lead into understanding their subjective concerns and needs for the future. Executives in your client’s organization tend to check out when bombarded with too much raw data. The focus should be on showing measurable value, business impact, and strategizing for the next phase. You should aim to [present data in a consumable way](https://www.customersuccesscollective.com/the-power-of-data-visualization-and-storytelling-in-customer-success/)upfront that directly ties into strategic goals and future opportunities rather than just reciting figures. ### Structuring meaningful conversations So what does an effective QBR/EBR format look like? First and foremost, it should have a clear and distinct goal defined upfront – *never* go into it aimlessly. Then the flow should enable an interactive dialogue by sprinkling questions throughout rather than delivering a one-way presentation. A good approach is to set an open discussion tone from the start to facilitate a genuine back-and-forth conversation. You can kick things off with a thought starter based on recent news or industry trends relevant to your client. This helps ground the dialogue in their current context before diving into specifics. Aim to balance quantitative data with qualitative insights, storytelling, and strategic expertise. You want to empower a balance of art and science in the meeting delivery. Then, when deciding upon a future roadmap, you might want to consider a collaborative exercise where you access the client's top priorities and focus areas based on their evolving goals and initiatives. ## QBR best practices There are several best practices you can follow and recommend to enable productive, tailored QBRs/EBRs: - Get buy-in and participation from internal stakeholders and champions. Share the presentation deck in advance and have them showcase contributions. - Customize the content based on the customer's current stage in their lifecycle and journey with your solution. Your messaging should be refined for that context. - Use benchmarking data and relevant comparisons – this helps gain engagement and spark valuable discussions about where they stand. - Maintain the momentum by continually "peeling the onion" and asking probing follow-up questions throughout to maintain an open dialogue. - Rely on presentation templates to guide the workflow and enable efficient scaling of the process, while allowing flexibility to tailor per situation. ## Managing QBR challenges Unfortunately, even with a clear focus and the best of intentions, you're still likely to hit a few snags along the way – *c'est la vie*! But don't stress, we've got your back. A couple of unique challenges we’ve seen members of the CSC community encounter with QBRs and customer success models: - The substance and approach differ significantly if you're a one-to-many CSM versus a one-to-few or one-to-one model. Account load and complexity really impact your ability to customize. - While some customization is required, you can't fully reinvent the wheel for every single client. The goal is to tailor your approach using a general framework and template rather than start from scratch. - Maintaining consistent messaging and strategy across different customers and customer success managers is critical for a cohesive experience. - Discovery of the customer's evolving needs and priorities should be an ongoing process that continuously informs these meetings - it doesn't stop after onboarding. [Time management hacks for customer success professionals“Wow, can you believe we’re nearly in April already?” 😱 I’ll bet you a pretty penny you’ve either heard this phrase or said it yourself at some point recently. It’s no secret that time passes fast, and it can either be an ally to you or an adversary – depending on how it’s used.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveTarek Saed![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/03/Screen-Shot-2022-03-23-at-16.47.56.jpg)](https://www.customersuccesscollective.com/time-management-hacks-for-customer-success-professionals/) ## The future of QBRs While perspectives vary, most of us agree these meetings should ultimately be "strategic checkpoints" focused on the customer's future direction versus rehashing the past. The point is to understand *their* goals and provide collaborative recommendations to increase value and alignment. You can frame it as empowering your team to balance qualitative art and quantitative science in these meetings. Infusing strategic insights and storytelling alongside metrics and data visualization. You should think about rebranding away from the QBR label to position them as forward-looking sessions. The unifying thread is using these touchpoints to drive alignment around the customer's evolving needs and co-create a purposeful roadmap for driving increasing value. It shouldn't be a one-sided update, but an open exchange. As the customer success discipline matures, QBRs and other established practices will continue to evolve. Staying open-minded, focusing on meaningful dialogue, and constantly improving will be the path forward for yourself and the wider CS field. [Enabling efficiency and creating value through digital-led customer successThe world of customer success has undergone significant transformations in recent years, driven by the rise of digital-first approaches and the ever-changing economic landscape.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2023/05/Customer_Success_Collective-Icon.png)Customer Success CollectiveDavid Gunn![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/06/jon-tyson-FlHdnPO6dlw-unsplash--2---1--1.jpg)](https://www.customersuccesscollective.com/enabling-efficiency-and-creating-value-through-digital-led-customer-success/) ## The ultimate QBR toolkit **Fine-tune your strategy and create reviews that truly resonate with your customers.** Quarterly business reviews (QBRs) should tell a compelling story and be data-driven, but getting all of the data you need and starting from scratch can be a challenge. So are you ready to re-evaluate the way your team creates and delivers your QBRs? You've come to the right place.👇 ### The next stage in the evolution of customer success [VIDEO] URL: https://www.customersuccesscollective.com/the-next-stage-in-the-evolution-of-customer-success-video/ Last updated: 2024-10-04T17:13:49.000Z ### Learn more Enjoyed this video? Why not check out some related reading 👇 [What’s the next stage in the evolution of customer success?Does your company, and its executives, still treat customer success as a cost center? Do you feel like you’re at the head of the table, or still in the corner of the room?![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveEdward Chiu![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/2023/03/FT_14.10.29_evolution-promo.jpg)](https://www.customersuccesscollective.com/whats-the-next-stage-in-the-evolution-of-customer-success/) [The changing face of customer success in modern timesCustomer success isn’t static, and nor should it be. Like the world around us, the needs of our customers are ever-changing. Keeping up can be tricky, but don’t worry because in this article I’m going to explore how customer success can evolve with the modern world.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveJeff Justice Williams![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2022/01/future-hand-green.jpeg)](https://www.customersuccesscollective.com/the-changing-face-of-customer-success-in-modern-times/) [Your complete guide to customer successIf you want to build a business that gives your customers exactly what they want, you need to make customer success a priority.![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w256h256/2024/07/android-chrome-192x192.png)Customer Success CollectiveCustomer Success Collective![](https://storage.ghost.io/c/6f/66/6f66cab9-7939-4355-91c0-409dddffd4d9/content/images/size/w1200/2023/01/APAC-reloaded-meta---1---1-.jpg)](https://www.customersuccesscollective.com/what-is-customer-success/) ### Defining your purpose within your customer success role URL: https://www.customersuccesscollective.com/defining-your-purpose-within-your-customer-success-role/ Last updated: 2026-08-07T10:07:14.000Z Finding and defining your purpose within a professional role can be both challenging and rewarding. I'm **Kelly Paterson, Director of Account Management at Workable**, and I’ve navigated through numerous projects and organizational shifts, each offering valuable insights into the importance of purpose in our work. My experience underscores the necessity of a shared vision, the significance of individual contributions, and the transformative power of understanding our broader impact. In this article, I'll share the strategies and outcomes of Project Skopos, a four-week program designed to help our team at Workable discover and embrace their purpose, leading to improved job satisfaction and team performance. ## Purpose, AKA “Project Skopos” "Skopos" means "purpose" in Greek, reflecting our roots as a Greek company. The essence of the project was to explore and define our purpose. But what exactly is “purpose”? It's the driving force behind our actions and the reason we exist. Purpose serves as our North Star, guiding us, motivating us to make meaningful contributions, find fulfillment, and create a positive impact in our lives and the wider world. Understanding and defining purpose is crucial for our [Account Managers](https://www.customersuccesscollective.com/what-is-the-difference-between-customer-success-managers-and-account-managers/) and their daily tasks. But how does this sense of purpose tie into what we do every day? Let's delve into Project Skopos to understand this better. ### What was Project Skopos? Project Skopos was a four-week program designed to help our team find their purpose at Workable and beyond. We initiated this project during the COVID-19 pandemic when remote work made us feel more disconnected than ever. The project's objectives were to remove the isolation of remote working, encourage big-picture thinking, increase motivation, job satisfaction, output, and overall happiness, as well as drive better results. ### How we implemented Project Skopos The project was structured as a four-week framework, each week focusing on different aspects of discovering and defining purpose. [![Project Skopos: How did we do it?](https://lh7-us.googleusercontent.com/Odk3Y0Y7C6HGizP-KYs62hX-sNBk1gebfylrVaICeOPdwJ4_x32YHL76BfRCsl4-3O899FvB9JgeSZLonEpo1_Gd4QktHNgbQgRgD8XBH47DhuqIbiGBWYJjW7vlQ3MLzfpsDb9eD_t6tkNOcWlzkM4)](https://customersuccesscollective.com/defining-your-purpose-within-your-customer-success-role) Here’s a detailed breakdown of what we did each week: **Week 1: Establishing a baseline** The first week was all about introducing the project to the team and establishing a baseline understanding. We conducted a team survey to gauge our starting point and held one-on-one interviews. Additionally, we reviewed an article from the Harvard Business Review on the importance of purpose in the workplace, setting the stage for our journey. **Week 2: Values and self** In the second week, we focused on understanding our values and ourselves. During our team meeting, we discussed Workable’s core values. Each team member performed a personal [SWOT analysis](https://www.revenuemarketingalliance.com/a-guide-to-swot-analysis-for-b2b-marketing/) (Strengths, Weaknesses, Opportunities, Threats), which led to the creation of individual personal development plans. We also assigned some homework to reinforce these concepts. **Week 3: Team values and impact** The third week shifted the focus to team values and the impact we have as a team. We conducted paired interviews during team meetings and engaged in various team-building activities. This helped us understand our collective strengths and areas for improvement. **Week 4: Bringing it all together** The final week was about integrating everything we had learned. We took a step back to consider our broader impact on our customers and the world. We also discussed the key takeaways from the project, solidifying our understanding of purpose and its importance in our roles. Let’s take a closer look at how each week worked in detail. _This post is for subscribers only._ _Includes the latest 500 public posts. Use `/sitemap.xml` for the complete archive of public content._