Manager Customer Success

Lead the Customer Success function end-to-end with full accountability for retention adoption value realization expansion and team performance. We are looking for a strategic data-governed leader who prevents churn rather than reacting to it sets unambiguous standards and takes decisions off the CEOs plate.

Responsibilities

• Think strategically: Diagnose the why behind retention churn and customer patterns to arrive at decisions and recommendations moving fluidly between individual accounts and aggregate trends not executing from a task list.
• Realize value: Prove the outcomes customers bought ROI lower cost operational gains real adoption and act as the internal report card on product value and differentiation not satisfaction or first-time-user praise.
• Clarity of ICPs: Understand deeply about ICPs and each of the personas that make up a customer. Know when to engage who and how and what they care about deeply. Engage with empathy and not self-focused reasons only
• Own the numbers: Own and improve NRR gross churn product adoption time-to-value customer health and expansion revenue across the customer base.
• Govern by data: Run CS on leading indicators such as usage login recency integration activation health scoring customer maturity and own the instrumentation and reporting pipeline end-to-end not manual pulls.
• Prevent dont react: Identify at-risk accounts early from leading signals build prevention plans with named owners and institutionalize proactive outreach so every CSM owns engagement across their portfolio.
• Quarterback cross-functionally: Own churn as a company problem: hold Product Engineering Sales and Marketing accountable to committed fixes with owners and dates and ensure CSs asks land and not just flagging issues upward.
• Set unambiguous standards: Define pass/fail standards hiring bars and performance benchmarks the team cannot misread and run clear operating cadences and account frameworks.
• Lead people: Coach and develop CSMs address performance gaps decisively and build a team that performs without constant leadership intervention.
• Own decisions: Resolve operational and account decisions independently and remove work from the CEO rather than routing routine calls upward for validation.