Executive CX owner at five SaaS startups/scaleups -- one a 10x exit -- with a proven 5-competency model for a post-sale experience that maximizes Net Revenue Retention.
Too often companies leave customer value realization to mass training and hope, and customers begin questioning their investment midway through year one. The right onboarding experience ensures that specific initial use cases drive measurable value, upon which you can then build. I've minimized time-to-value in 5 SaaS startups and scaleups and can help you think through the right approach to ensure quick value attainment.
Too often SaaS packaging doesn't consider both whole product (software + service) and doesn't take into account the need for simple upsell and expansion opportunities. Ensuring your packaging doesn't allow for overselling to new customers, and has simple add-ons and upgrades as value is realized, can ensure that you build seamless revenue expansion potential into your customer experience.
Too often Customer Success is relegated to bothering customers -- for task completion, for training, for usage, for renewal, etc. But rather than chase, Customer Success needs to be driving strategic change inside the customer org, and they do this by having the weight of scorecard or competency model behind them. I can help you think through how to develop such a model to create a prescriptive methodology for CSMs to follow, giving them the authority to manage change and ensure customer outcomes, thereby maximizing both gross and net revenue retention.
Tech tools do not come with process, but too often people assume that buying technology will solve their efficiency problems. But the truth is that people work through processes, and processes are supported by technology. So the Key to success is thinking through your roles and processes before you assess a product. I can help you think through how to properly assess a technology purchase so you can ensure productivity gains from your investment.
Too often, employees in Customer Success and Customer Experience functions are jacks of all trades, and therefore end up as masters of none. If you research employee engagement, you'll find that team members require not only role clarity but also the capacity and competency to be successful at a role. To maximize productivity with knowledge workers, you have to structure roles so they can achieve mastery and feel success. I can help you think through how to define and organize roles in Customer Experience to maximize the achievement of strategic objectives.
