How I'd turn your CS function into a revenue engine.
A repeatable brief for any leadership team considering working with me — the operating thesis, what I'd ship in the first 90 days, what I bring on day one, and what I'll need from you.
The Thesis
Customers don't churn from one bad quarter — they churn when you stop feeling like core infrastructure. CS's job is to make you load-bearing.
That means migrating customers from "using the product" to "depending on it," instrumenting health against the behaviors that actually predict expansion, and reserving white-glove capacity for the accounts where it pays back.
Four pillars.
The operating model I bring into every engagement — tuned to your stage, segment, and product.
Tiered service that earns its cost
Three tiers anchored to ACV and strategic potential. White-glove only where it earns its keep. Tech-touch (in-product nudges, automated cadences, async business reviews) carries the long tail without thinning the brand.
The NRR engine
Expansion is a system, not a hope. Every adoption milestone is mapped to a named play — additional seats, locations, modules. Plays trigger from product behavior, not from CSM gut feel.
Onboarding standardized around TTFV
Time-to-first-value is the only TTFV that matters. A structured 30-day program: kickoff with readiness score, integration checkpoint at week 2, first business review at 30 days against real adoption data.
Proactive risk, not reactive saves
Multi-factor health score: usage trend, engagement, integration health, exec sponsor presence. When the score moves, the play moves — no waiting for the renewal dashboard to turn red.
What I'd ship in your first quarter.
Days 0–30
Listen & diagnose
Customer interviews across segments. Map the existing motion: onboarding, QBRs, renewals, escalations. Pull the data — NRR, GRR, expansion, health, time-to-value. End the month with a written diagnostic: what's working, what's load-bearing, what's broken.
Days 31–60
Prioritize & instrument
Pick the 2–3 levers with the highest NRR impact. Stand up segmentation, a v1 health model, and a renewal forecast leadership can read. Align with Sales, Product, and Finance on a shared scoreboard.
Days 61–90
Ship & measure
Roll out the redesigned onboarding, the first expansion play, and the renewal cadence. Publish the first forecast against the new model. By day 90, the team operates against a system — not against heroics.
Pre-built, not improvised.
- →A library of playbooks (onboarding, QBR, renewal, save, expansion) ready to adapt
- →A multi-factor health model and the spreadsheet logic behind it
- →A renewal forecast template Sales + Finance will actually trust
- →A CSM scorecard and capacity model tied to ACV and segment
- →Hiring rubric for CSMs, AMs, and CS Ops — and the interview kit
Honest about the inputs.
- →An exec sponsor (CEO, COO, or CRO) who treats CS as a revenue function
- →Access to product, sales, and finance leadership in the first two weeks
- →One quarter of customer data — usage, support, renewal, financial
- →A clear, written definition of what "good" looks like 12 months out
Three steps, no friction.
Discovery call
30 minutes. You walk me through the business, the team, and what's keeping you up at night. I tell you whether I'm the right fit — honestly.
Tailored brief
Within a week, I send a written brief — my read on your CS function, the 2–3 levers I'd pull first, and the engagement model that fits (FTE, fractional, or advisory).
Engagement
We agree on scope, cadence, and success metrics. I start inside your team — not from outside it — and the first 90 days follow the framework above.
Ready to start with a discovery call?
30 minutes. No deck. Just a frank conversation about where your CS function is today and what would move the needle in the next two quarters.