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 CEO’s 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, don’t 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 CS’s 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.