A successful first 90 days breaks down to focus across three key areas: (1) Deep learning and curiosity around the product and the experience of the customer within that product; relationship building, (2) Hypothesis based experimenting and feedback collection and (3) Planning and alignment of go-forward motions 30 days: * Dedicate ample time to learning about your product - both internally and directly with customers. Why do customers purchase the product? How does the product function within a larger tools ecosystem? What are the barriers to success in using the product? What's the value narrative or ROI in the customer's language? How does the product influence outcomes that customers care about? How is the product priced? How is it viewed in the competitive landscape? * Build relationships internally - meet with cross functional partners to orient yourself to their priorities and OKRs, and how their teams drive customer success (we all own this job collectively). Develop perspectives on how you can best partner with these cross functionals - how can your goals ladder to their goals, which ladder to customer goals and outcomes. * Consider how you will spend your time. Set initial and ongoing goals for time spent internally and with customers. Make it a priority to stay close to the customer either personally through customer advocacy or sponsorship programs, through customer call shadowing or listening strategies, or through skip level/team 1:1s. * Build a bi directional, prioritized relationship with sales. Understanding the organization's pre-sale strategy will be critical to building an effective post sales experience. * If leading an established CS function, assess current processes and measurement strategies 60 days: * Leverage learnings to begin building hypotheses around your ongoing strategy. If setting up a CS team from scratch - you might start building the customer journey and determining the most effective touchpoints for successful product optimization and adoption. If leading an established CS team, this may look like assessing where changes can be made to optimize customer and team outcomes. * Involve the team in priority setting or priority refinement - generate energy around shared goals * If possible, choose a 1-2 key areas of investment to test your perspectives and strategy * Gain buy in from critical cross functionals (sales, marketing, enablement, product/engineering) * Build perspective around a metrics and measurement strategy - how will you know the team is successful? Does the team have the right "skin in the game"? Are you influencing things both within the circle of control for a CS org (for example, team activity targets), but also extending beyond that into circle of influence metrics (customer use of product, value optimization)? 90 days: * Begin synthesizing your learnings from your ongoing internal and external engagements, coupled with anything you have piloted or tested. Refine your strategy across key areas: the customer journey, how other teams will contribute to this journey (marketing, digital teams, services teams), metrics and measurement for the CS org, team culture & morale * Focus on team morale and strategic alignment - host team conversations around how the CS strategy drives customer results, which in turn drives business results. Create clarity in R&R and how results will be measured * Spend time socializing how you are investing your time and focus - this can help to build trust with cross functionals and anchor initiatives to broader business goals (ex: retention, churn mitigation, customer ROI, etc)

Committing to certain KPIs in customer success without considering their broader impact or relevance to overall business objectives can lead to misguided efforts and low outcomes. The metrics needs to be aligned in every phase of customer lifecycle, reviewed and alter accordingly to the goals of the organisation. Example: 1. Attain 0 Churns - GRR is important but it doesn't mean that you can over emphasize on 100% GRR, instead take it slow and have a projection considering all aspects, be it macro or any as such. 2. The same with exemplary NPS scores, expansions too. Have it fair in the business. Do not be in a rush to achieve the impossible. Always have a structured process and a significant increase quarter by quarter instead. It's essential to prioritize metrics that truly reflect customer value, satisfaction, and loyalty, while also driving sustainable business growth and profitability.

The best KPIs that I have seen include: * Net Revenue Retention * Gross Revenue Retention * QBRs completed * Health score impacted (e.g., number of customers who move from red to green) * Number of Account Plans created * Customer Success Qualified Leads generated * Multi-year contracts secured (if CSMs own renewal) * Price increases generated within contracts (again if CSM owns renewal) * NPS

It depends on the level, but the main ones for us are retention (making renewal a non-event), increased customer usage and adoption/engagement, connection to the company values, strong, multi-threaded relationships with customers, and upsells/account expansion which increases product stickiness.

I think the most frustrating thing about Customer Success is that without agreement across the organization about the importance and role of Customer Success, it can become a catch-all. As the quarterback of the customer relationship, that means all things can fall to the CSM. If there are not very clear swim lanes, paths of escalation and role definition, this means the CSM may soon find themselves as; * Customer Support * Collections Specialist * Renewal/Contract Manager * IB seller * Product Specialist * Escalations Manager While a great CSM possesses skills that can help in each of those categories, they cant be all of those things without burning out quickly.

Soft skills * Communication - (This is everything from how to communicate with an Executive, to how to deliver a training session, how to manage expectations with customers in the right way and get their buy-in to a Success Plan) * Organisation & prioritisation - More and more is expected of CSMs as the role progresses, balancing time and workload effectively and focusing on the right customers at the right time is key * Storytelling with data - As we get more and more data heavy, CSMs need to be able to interpret the data into insight for their customers and explain it in a way that the customer is able to understand and take action, to influence their goals Hard skills * Change management * Project management * And increasingly tech expertise in CRMs, CS tech (like Hook!) and Sales Engagement software

This question asks about balancing metrics focused on retention and expansion as if they're on opposite sides of a seesaw. They aren't. The path to expansion travels squarely through the metrics you would measure for retention. In other words, you have to earn the right to retain business before you should even fathom expanding. Large accounts are going to expand in two main ways: buying more product or more new teams buying what one team already bought. Both of these expansion paths can only be tread if you are delivering value to the original team for their original purchase. So green lights on retention mean you can then - and only then - run plays to expand the engagement.

Some essential hard skills that are considered must-haves for a customer success leader include: (must have does not necessarily mean now - you can and should be trained on the job) • Analytical skills: the ability to analyze customer data and metrics to identify trends and opportunities for improvement, as well as a deep understanding of customer behavior and the ability to create actionable insights from that data. • Project management skills: managing customer projects and initiatives effectively to ensure timely delivery and customer satisfaction. • Technical skills: navigating technical tools and software used in customer support and engagement. • Product knowledge: a deep understanding of the product or service can help customer success leaders effectively troubleshoot and provide solutions to customer issues. • Problem-solving skills: the ability to quickly and effectively identify and resolve customer issues is crucial for maintaining customer satisfaction and loyalty. • Knowledge of Tools (soft and hard skills): CRM (Jira/SFDC/HubSpot/Zoho etc.), CSM (Gainsight, Einstein, Totango, ChurnZero), and Analytical Tools like (Tableau, SAS/ PowerBI, and Google Analytics). You should get some training as part of your onboarding; however, self-help is the best help. As for nice-to-haves skills: • Industry knowledge: the ability to stay current on industry developments and trends, as well as an understanding of best practices in customer success management. • Financial analysis skills: the ability to evaluate and analyze financial data, such as customer revenue, churn rate, and lifetime value, to identify opportunities for growth and improvement. • Business Acumen: the ability to understand the company's goals and align customer success strategies. • Leadership skills: the ability to inspire, motivate and lead a team of customer success managers and associates to achieve their goals. • Communication skills: the ability to clearly and effectively communicate and collaborate with customers and other stakeholders/inter-department and intra-department are essential for building and maintaining positive relationships.

it's important to distinguish between truly impactful customer success metrics and those that might be over-hyped or less relevant. Here are some specific customer success KPIs from my past experience that often fall into the latter category: 1. Number of Customer Meetings or Check-Ins * Why Over-Hyped: While staying in touch with customers is important, the number of meetings or check-ins doesn't necessarily equate to successful outcomes. * Better Focus: Quality of engagements and the tangible results from those interactions, such as path to achieving outcomes, value delivered or identified growth opportunities. 2. General Customer Satisfaction (Broad Surveys) * Why Over-Hyped: Broad satisfaction surveys can provide a general sense of customer feelings but often miss specific actionable insights. * Better Focus: Targeted feedback around key interactions or milestones (moments that matter), such as post-onboarding surveys or feedback after feature releases. 3. Activity-Based Metrics (e.g., Number of Health Checks Completed) * Why Over-Hyped: Simply tracking activities like health checks or business reviews doesn't measure their effectiveness or impact on the customer. * Better Focus: Outcomes from these activities, such as increased adoption rates, reduced churn, or identified cross-sell opportunities. 4. Number of Customer Success Plans Created * Why Over-Hyped: Creating a plan is only the first step; the real value is in execution and outcomes. * Better Focus: Progress and results from those plans, such as milestones achieved or goals met. 5. Product Feature Usage Metrics * Why Over-Hyped: Tracking the usage of specific product features without context can be misleading if those features aren't aligned with customer goals. * Better Focus: Alignment between product usage and customer success goals, measuring how particular features contribute to the customer’s business objectives and delivering value. Metrics are only as valuable as the insights they provide and the actions they enable. For Customer Success to truly be effective, the focus should be on KPIs that measure meaningful outcomes and deliver actionable insights, rather than those that simply track activity or general sentiment. By prioritizing quality over quantity and aligning metrics closely with strategic business goals, Customer Success teams can better drive long-term value and satisfaction for both customers and the company.

Technical Support response targets! We’ve all been there, and being the first Success Hire is super exciting. You get to wear many hats, get involved all the way through the customer lifecycle and be scrappy to get customers what they need. For us at the beginning, that meant taking on a lot of Technical Support tickets for our EMEA customers, especially in the morning before our then US-based tech support team was online. On the one hand, this gives you a lot of valuable product knowledge that can help you be an impactful CSM, but on the other hand, it can mask the business need to expand technical support teams and can hurt your focus in the long term. If you can, explain early the difference between CS and Tech support KPIs and ensure that anything you take on is temporary!