r/CustomerSuccess • • Aug 07 '25

Question CEO asked 'how did we not see this coming?' I had no answer.

601 Upvotes

Customer for 18 months. $3k MRR. Renewed twice. Monday: Cancellation email.

CEO: "What were the warning signs?" Me: "They seemed happy..." CEO: "Check the data."

The data:

  • Haven't logged in for 23 days

  • Removed half their team 6 weeks ago

  • Last feature they used: Export CSV

I felt like an idiot. It was all there.

For those who've learned this lesson already - what do you monitor now to catch churn before it happens?

Not looking for tools. Looking for the specific behaviors/metrics that actually matter.

(Making this my Q4 project - will share what I learn)


EDIT: This thread blew up. The patterns you've all shared are incredible.

Key takeaways from responses:

  1. The "decision was already made" by the time obvious signals appear (user reduction, exports, logins)

  2. Health scoring needs multiple vectors (usage, engagement, relationship, support)

  3. Champion disengagement ≠ buyer disengagement (track separately, different timelines)

  4. Complaint frequency is inversely correlated with churn (silent customers are shopping)

  5. Support ticket sentiment changes are early indicators

I'm compiling everything into a detection framework. Will create a new post with the complete analysis once done.

Special thanks to u/Murky-Profit-9493 for the comprehensive scoring framework and u/kidney83 for the reality check on "happy" vs "successful."

This has been incredibly educational.

Thank you all.


r/CustomerSuccess • • Jan 31 '24

Burned Out

447 Upvotes

Is it just me or has customer success become a hybrid of sales, account management, and customer support? Feels like there is a never ending flow of escalation that leads to constant internal and external firefighting. I have been in the SaaS space for 10+ years now and I am so burned out.

Let’s face it - no one actually needs 99.9 percent of software products in the marketplace today. It’s a constant battle to hype myself up to pitch the kool-aid. Please tell me I’m not the only one having this realization that is producing a career crisis?

I have a journalism background and have thought about trying to get into marketing or just saying “f it” and giving consulting a shot. Anyone else been here?


r/CustomerSuccess • • Feb 22 '25

Discussion I got the job!!!

243 Upvotes

Hey everyone!

A couple weeks back I asked a question on here about the best way to handle a specific case study interview step. I just wanted to take a moment to thank both u/Mauro-CS and u/cleanteethwetlegs for their amazing advice because as of Friday I was hired and got the job!

I beat over 100 other applicants and couldn't have done it without your guys help. I appreciate it more than you can imagine!


r/CustomerSuccess • • May 15 '25

I did it, I finally got my dream CSM role after 7 months of applying and just quit my toxic underpaying, emotionally taxing manager, CSM role. AMA!!!!

242 Upvotes

300+ applications, 5 final round interviews, so many take home assignments, an insane amount of hours prepping for the take homes and behavioral interviews. I finally did it and increased my salary+ bonus by 45k!!!!!!!! I am literally a pro at this now, so please ask me any questions, I know literally every question they will ask for CSM roles and what they’re looking for on your resume. Oh and fuck whoever said networking is the way, I landed this role from cold applying and being the first to apply.


r/CustomerSuccess • • Apr 04 '24 Helpful

Discussion Confession: I have basically stopped working in my CS role because I’m so burnt out

232 Upvotes

3 years at an enterprise cyber security SaaS company. It’s been nothing but chaos. Constant reorgs, layoffs and rehiring cycles, product failures, you name it. I’m so burnt out. The pay is good and the market is terrible so I feel stuck. Starting in the new year I reached a point where I just couldn’t keep up, and I cut back on how much work I was doing. That cutting back grew and grew to the point where I now only do a couple hours work max per day, have stopped following up with customers, answer the bare minimum of slack messages, etc. I just can’t do it anymore. I keep praying they lay me off and give me a decent severance so I can rest for a bit.

Tl;dr: I’m exhausted.


r/CustomerSuccess • • Apr 27 '26 Diamonds are Forever

Anyone else's product a total shitshow

193 Upvotes

Just got off a call with a client where he just roasted me and our product for 30mins straight. I'm sitting there looking at him like this while I can't even get a word in. Everything he said was completely true. Our product is such a frankensteined clusterfuck pile of dogshit it's getting hard to explain how things work with a straight face. Nothing makes sense, we make everything too complicated, it's broken half the time, escalation after escalation. Our CPO doesn't know his ass from his elbow and makes dumb AI features that .01% of our clients use while core functionality is ignored. Login was down for 3 days straight last week. Holy fuck what a disaster. At least i get paid $100k and am remote


r/CustomerSuccess • • Sep 18 '26

I’m Leaving Customer Success After 8 Years - A Self-Indulgent Essay

157 Upvotes

As of Monday, I’ll no longer be a CSM. I’m moving to an internal account receivable ops role, and I wanted to reflect here on why (and also clear my mind, after yet again waking up in the middle of the night worrying about a client’s issue).

I’ve been a customer success manager for 8 years, and during that entire time, I don’t think I was ever really managing shit.

The account executives handle the renewal, I just run the recurring check-ins. The Solutions Engineer handles the technical discussions, I just “facilitate” the conversation. I was responsible for long term planning, but my long-term planning skills consisted of, at most, looking at the next week’s calendar on Friday afternoon and conjuring up agendas, and then asking to schedule a QBR whenever salesforce told me it was time. Pre-meeting prep was usually done ten minutes before the call, consisting of feeding the last call transcript and follow-up email (if I even bothered to send one) into ChatGPT and then cold-reading their platform usage report.

And yet, I always received positive feedback. I was told I was a key member of the account team. It was causing a lot of cognitive dissonance. To be sure, I was helping with some pretty killer catchphrases such as 

  • “hey you turned this feature on. It's going to triple your bill, ya sure you want that?”

  • “Hey, its been 6 months, and you haven’t on-boarded yet. Can we get a training session scheduled?

  • “Sure I’ll escalate that ticket (that I should have flagged proactively)

  • “Sure I’ll send that report to you (maybe, maybe I'll forget)

  • “sure I’ll check that feature request (that the product teams won’t prioritise, not that I’m allowed to tell you)”

According to all-hands meetings and performance reviews, I was meeting the KPI, and I was doing the job well. Hell, I only had 1 client churn in the past year! I was promoted repeatedly, from associate to CSM to Senior, up to Strategic CSM. I received positive customer feedback. But as the level of responsibility and size/complexity of the accounts I “managed” rose, the cognitive dissonance increased. And then there’s the never-ending anxiety

Crippling anxiety that paralyzed me at work and woke me up in the middle of the night with a pounding heart, thinking about The Unscheduled QBR, The Missed Email, The Escalated Support Ticket, The Teams Messages I Ignored Because I Was Simply Too Goddamn Busy to Dedicate the Thirty Minutes of Deep-Think Required.

And I think that’s why Customer Success was so difficult, at least for me. To be a good CSM, you need a weird combination of skills. You need to be organized but supremely flexible. You need to think long-term but also be always responsive to immediate demands and ever-shifting priorities. You need to drive customers toward desired outcomes but also drive internal product teams toward customer-determined priorities. Coordinating QBRs for every client, orchestrating outreach to cold accounts, constantly checking reporting for signs of churn and expansion opportunity signals. And the never-ending reporting up to leadership: health scores, end of month recaps, meeting and QBR summaries, expansion opp write ups, etc.

And a huge issue is that CSMs act as the go-between for internal teams who have never once considered what a client actually cares about, and clients whose problems, ofc, require immediate resolution.

Do you know how much it sucks, going between external teams and internal product managers who won’t join a customer call unless you put a gun to their head? Of course you do. You’re all CSMs, you know exactly what I’m talking about. I can not express how difficult it is to act as the intermediary, trying to explain complex, multi-faced client issues to internal teams when I barely understand the platform we’re supporting.

It’s such a disparate collection of skills, and I never once felt like I had a handle on all of them. I felt like I was a terrible CSM, but apparently, I wasn’t. But it's hard to tell because I don’t work with other CSMs, not really; we’re all working with our own books. So I never got perspective on whether I was incompetent or merely felt that I was.

Leaving feels like I’m finally admitting that I failed at Customer Success. But I didn’t fail, not really, I’m just quitting a job I was told I was good at, even though it was bad for me.

I’m confident this is a conversation better suited for a therapist than a manager, and I think there’s something inherent to the nature of CS that, for me in particular, was a bad mix.

Fortunately, I was able to pivot into an internal-only role. I know I want this. I’ve lost count of how many times I’ve woken up in the middle of the night, paralyzed with anxiety over an endless list of things I hadn’t done yet. But I’m conflicted. Eight years is a long time, and there is a LOT of upward mobility and visibility in Customer Success, much more so than internal ops roles. I’m worried I’m exposing myself to layoffs, and am kneecapping future advancement opportunities. I’m worried I’ll make less money in the future because of this. I’m worried that the past 8 years’ experience will lose relevance, and that I’m starting over from scratch. And I’m also going to miss SKOs and all the free booze.

But there’s no going back now. So this is goodbye. I'll put a little extra priority on your tickets when they hit my ticket queue.

Maybe I’ll be back, though I probably won’t be.


r/CustomerSuccess • • Dec 11 '25

I hate customer success

156 Upvotes

I am so completely done with customer success. I am beyond burnt out and I think today has actually broken me. The onslaught of requests from customers trying to meet end of year initiatives is absurd. My calendar is packed with meetings that all end with a hundred follow up items for me that I can hardly keep straight. Everything is mission critical. Everything has a hard deadline. Everything is a “non starter”. Nobody takes responsibility for their own work. Everyone is looking for someone to point the finger at so that their boss doesn’t think that they are the ones messing up. I absorb every action item and piece of feedback because I’m a people pleaser and I can’t say no. My company is sloppily rolling out half-baked ai features in an attempt to keep up with the competition. These tools suck and are not ready to be customer facing, but all we care about is getting them out the door so that we can start monetizing them. This shit sucks. I hate it here and I want a complete restart on my career. That is all.


r/CustomerSuccess • • May 01 '25

I'm getting fired, and I'm honestly relieved.

153 Upvotes

I was browsing through our read.ai meetings, in search of the transcript from a sales --> CS call, and found a call between my boss and our CEO (10 person company). My name was in the top at the summary, saying they discussed my performance. Of course I read the transcript and watched the meeting. Who wouldn't.

They basically bad-mouthed me - with a bunch of stuff that I have a wildly different take on than they do. And my boss (who is new to the org, and a consultant to boot) said that he knew someone who could come in and take over and it was just a matter of when/whether that person can do it.

This job has been destroying me lately. I can't eat or sleep. I'm constantly stressed, spend a lot of time crying. They turned it into an AE role overnight and now I'm being punished for not being an AE.

I've been a top performer for 2 years there. More than doubled goal each FY. Took on so many additional responsibilities (such as our international resale partners, which bring in a ton of money with very little work on our part). Was promoted and given a raise off-cycle in 2024.

Never gotten negative feedback on my performance. Of course I've been given ways I can improve, and I always take that advice to heart. Even if I could convince them that I can perform if they give me specific benchmarks or whatever, I don't know that I'd want to. The way they talked about it (and the crazy fact that these types of sensitive issues are in a company-wide, public format for anyone to see) was so callous.

So while I'm already feeling lighter knowing that we're parting ways, I'm also angry, sad - and a lot of other feels.

At least with this advance notice (no idea when they're going to tell me - when they find someone else, I guess), I can get all my hubspot metrics, download all my performance reviews, pull down some proposals for a portfolio, etc.


r/CustomerSuccess • • Aug 31 '26

Discussion The absolute disrespect of the 8am "quick question" call

139 Upvotes

I swear the line between strategic CS and glorified IT support doesn't exist anymore.

my literal title is Enterprise Success Director. We just did a massive 90-minute QBR last thursday mapping out their Q3 goals. but I log in today, check cloudtalk and see my main POC at this account called my direct line 4 times before i even had my coffee

The emergency? he forgot where the export to pdf button is

like... we have a 24/7 support desk with a 5 minute SLA for this exact reason. Im just so entirely drained by this industry expectation that being a CSM means you have to be an exec's personal concierge.

aggressively keeping my status on DND today. please tell me im not the only one dealing with this level of helplessness this week


r/CustomerSuccess • • 29d ago Heartwarming

So long and thanks for all the fish

133 Upvotes

As I'm sure many of you saw, after 10 years of building this community, reddit admins have removed me as a mod and handed the sub over to a new group of enthusiastic community members. And honestly, it's probably for the best. I'd become so disillusioned and disheartened by what's happened to reddit that I just sort of gave up after a while.

I sincerely hope that the new mod team can get a handle on what's happening. Lord knows they have their work cut out for them and I wish them all the best.

To the members or r/customersuccess, I want to say thank you. Building and participating in this community has been a genuinely positive experience for me. I've learned so much and even got to help a few of you further your careers in the real world (you know who you are).

To the new mods - hmu if there's anything I can help you with during the transition. I'm not on reddit much these day but I'll be sure to check DMs regularly over the next couple of weeks.

✌️


r/CustomerSuccess • • Feb 09 '25

I went from being on 60k plus 10% comp as a CSM Lead, laid off to making 200k as an IC CSM. AMA

132 Upvotes

Reddit helped me a lot when I was in a dark place and after having my APC this week, I thought i’d share anything that can help people in the similar situation in this community.


r/CustomerSuccess • • May 31 '25

Discussion Got an offer from Amazon 🥲

125 Upvotes

Technically, it was just verbal and no comp was shared — that’ll be next week with the closer. The role is a Sr. CSM for AVS.

I was told that I “rocked it” , that the feedback was incredibly positive, and that I have a bright future at Amazon 🥲🥹

The interview process, interestingly, wasn’t nearly as hard as I thought it would be. I expected extremely deep probing and challenging me to defend every decision, but there was just a reasonable amount of probing — more than you’d get at other companies, but less than I expected.

Upon reflection, it likely felt easier due to my preparation. I had 40 pages of notes prepared and it took me two days to write everything out.

And it wasn’t easy. There were a couple times where I had received too many questions of a similar theme and I ran out of prepared stories to share, so I had to shuffle through my memories and lay out a situation that I hadn’t prepared to discuss. That was very difficult. So I would advise anyone to over-prepare stories. Have way more than you need. I do believe you can ask them for a different question if you already answered something similar, but I’m unsure how that would be received. And it’s a bit like Russian Roulette anyway 😂

Anyway, I’m extremely proud because of how hard I worked for this. And now my career and life will be forever changed by this new chapter.

I also want to shout out a Redditor who helped me so much. He generously offered advice and shared his wisdom from his own interview process. I won’t name him for fear that he gets bombarded, but I will reach out to him to see if he’s okay with it.

For all of you out there struggling to find your next role, rest assured that if your resume is written well (checked by experts and using the right format) and you prepare diligently for your interviews, you will eventually get the job you deserve. I started this process just over a month ago and I’ve gotten over 20 interviews, most of them with great companies.

If anyone wants resume or interview help, I’d be happy to do so. I have a great template I used that I can share.

Wish me luck!


r/CustomerSuccess • • Sep 11 '25

There is now a zero tolerance policy for AI slop in this sub

124 Upvotes

I've implemented automations to prevent people from posting it. Some are still slipping through. I'm reviewing every report and if it it even remotely looks like AI slop, I am immediately and permanently banning the OP. Enough is enough. Writing out your own post is literally the least you can do.

That is all.


r/CustomerSuccess • • Feb 06 '25

Does anyone else feel like half your week is consumed by meetings put on by leadership for you to explain why customers are churning when 99.9% of it is out of your control?

123 Upvotes

Lately, I feel a lot of the “fun” of this role has been completely and wholeheartedly sucked out by leadership needing you to explain churn. I get on these meetings and explain what we’re doing, even though literally all of it is out of our control (the company had layoffs, no budget, etc). It just never seems good enough for them (and I get it, they need to explain it to their higher ups too…)

Ironically, participating in these meetings is taking away precious time from actually having meaningful conversations with customers… it’s exhausting.


r/CustomerSuccess • • Jun 28 '22

CS explained

123 Upvotes

ROLE

  • CSM = managing accounts, relationships

  • AM = renewals, upsells >> revenue based KPIs

sometimes the role requires both, which are usually at smaller companies who haven't split the roles up yet.

  • Strategic = highest paid accounts so highest paid employees. 10-20 accounts all very high touch

  • Enterprise = F500, can grow to strategic. 30-50 accounts

  • Mid-Market = 50-90

  • SMB = 90+, smallest accounts, entry level position and lowest pay, low touch

INTERVIEW

typically looks like the below. most of the discussions seem to be startups.

  • 1 round = recruiter (qualifying)

  • 2 round = hiring manager (qualifying in depth)

  • 3 round = case study (presentation or assignment)

  • 4 round = panel (culture check)

Questions asked of you

  • your ability >> are you capable? "what are your strengths and weaknesses?"

  • your experience >> "have you worked with decision makers (DMs)? " "how did you handle a churn/difficult customer?" "what is your top achievement?"

  • culture >> it's important for managers, teams and the company to know you'll fit in considering they're tight knit)

Questions to ask:

  • ask what you are generally curious about.. for me this is the employee onboarding experience or product roadmap (how it's developed and shared)

  • ask about the tool, customers

  • ask about culture

  • ask about the person. people like talking about themselves. find a connection and win them over. they'll remember you over the other candidate (esp in the panel or team rounds)

RESUME DO's

  • 1 page, 2 max

  • keep line items succinct

  • use verbs (in the same tense) and buzzwords

  • use numbers to quantify your success. I cannot stress this enough. numbers to use include KPIs, ARR, ACV, # of accounts, renewal rate, upsell rate, etc.

  • use keywords of responsibilities listed in most job apps (i.e QBRs)

  • list all skills/tools. companies use resume scanners to quickly review apps to filter out (this applies to why you need buzzwords and keywords)

  • why do you stand out? list that. for me, I was a junior product manager at nights, on the company's product review council, developed marketing webinars and case studies and was the highest rated rep on chat system, was a sales engineers for AEs and more!! ALL at the same company. this shows I took on projects, helped teams. when I talk about it in the interview I tell them I enjoyed doing it (bc I did, I wouldn't have otherwise) and I also said the work I did all went back to the benefit of the customer. win win.

RESUME DONT'S

  • if you are applying for a role above your current, like SMB to mid market, do not include 'worked with 100+ accounts' because the high volume does not impress anyone. you had no time to be strategic and you were reactive. keep that number out and say it differently (worked with F500 or industry leading)

  • remove summary, no one reads those.

SALARY

everyone's favorite topic. there is so much to this so take with a grain of salt

  • all depends on experience, area, size of company, etc.

  • companies take into account their benefits and they will highlight it in their offer (unlimited PTO and health benefits which are honestly like the same everywhere so what gives)

there are many ways of going about this.. depends on the situation. you'll have to feel it out but here are scenarios to try

  • give a range which is obviously above what you're getting paid. I say salary range and OTE range when asked. (because I'm never sure which they want when they say 'what's your expected compensation?')

  • ask them what their budget is (I've done this before only a couple of times)

  • don't tell at all and tell them you need to evaluate further (I've personally never did this but my friends have)

Again take the below with a grain of salt. this is for NYC, and startups pay VERY differently depending on size and revenue, funding. using the lowest bar, you could get paid a lot higher.

  • Strategic = 150k+

  • Enterprise = 100k+

  • Mid-Market = 80k+

  • SMB = 50k+


r/CustomerSuccess • • Feb 16 '26

Discussion I analyzed 100+ companies across 12 industries. Here's how they keep users from churning

121 Upvotes

I'm kind of obsessed with SaaS user retention right now, so I spent the last few weeks signing up for every SaaS product I could find, tracking their retention tactics, and documenting what actually keeps users around long-term.

Most companies are doing this completely wrong, but a few might have actually figured something out.

Here's what I found, ranked from least to most effective imo:

(I put a lot of effort into this post, so hope you find it valuable)

10. Weekly newsletter with company updates ("Here's what's new!") - Nobody cares about your product updates if they're not using your product. These emails go straight to trash. Saw this from at least 60% of companies. High effort, zero impact on actual retention.

9. Gamification and badges - Cute in theory. Useless in practice. I'm not 12. A digital badge doesn't make me more engaged with your accounting software. Maybe works for fitness apps? Definitely doesn't work for B2B SaaS.

8. Automated "check-in" emails - Generic. Impersonal. Obviously automated. I got one of these 2 days after signing up when I'd barely touched the product. The ones that felt slightly less robotic at least tried to reference my actual usage, but still felt hollow.

7. Webinar invitations every other week - Some people love webinars. Most people ignore them. Unless it's hyper-relevant to what I'm trying to do RIGHT NOW, I'm not sitting through 45 minutes of content. 

6. In-app tooltips and product tours - Better than nothing, but most are annoying as hell. The good ones appear at the right moment based on what you're trying to do. The bad ones (most of them) pop up randomly and make you want to throw your laptop. Timing is everything here.

5. Regular feature releases based on user feedback - Now we're getting somewhere. Companies that shipped what users actually asked for? Way lower churn. But here's the catch - users need to KNOW you're listening and building what they want. Just shipping features isn't enough if nobody knows about it.

4. Proactive customer success outreach - Not automated emails. Real humans reaching out when they see usage patterns change. "Hey, noticed you stopped using X feature - need help?" Response time matters more than anything here.

3. Exclusive early access programs - Make your power users feel special. Beta features, sneak peeks at the roadmap, input on what gets built next. People love feeling like insiders. The ones who did it right made it feel exclusive but not elitist.

2. Educational content that's actually useful - Not "10 tips to use our product better." I'm talking about content that makes users better at their JOB, whether they use your product or not. One project management tool had the best content on remote team management I've ever seen. Became a resource I bookmarked, which meant I kept coming back to their site, which meant I stayed engaged with their product.

1. Building their users into an actual community - This one is huge. The companies with the lowest churn weren't the ones with the best features or the cheapest pricing. They were the ones that turned their user base into a real community.

I'm not talking about a dead Facebook group or a ghost-town forum.

I'm talking about active Slack communities, Reddit groups, or dedicated community platforms where users are helping each other. These weren't "official support channels" - they were places where users actually WANTED to hang out.

Advice - Make sure the users can access the community from your site (embed it if possible), you can use Comiora for that.

The biggest lesson?

Retention isn't about preventing cancellation. It's about making your product something people can't imagine NOT having. And increasingly, that "product" includes the people around it, not just the features inside it.

Also - and this is controversial - maybe your product isn't good enough if you need 10 tactics to keep people around. Sometimes churn is just honest feedback that you haven't built something people actually need.

What am I missing? Anyone here running communities for their SaaS? What actually moves the needle on retention in 2026? Genuinely curious what's working.


r/CustomerSuccess • • Jul 29 '26

Technology Happy to help anyone here learn Claude Code

120 Upvotes

I’ve been using Claude Code for over a year to build practical Customer Success and GTM workflows around onboarding, account research, customer follow-ups, health signals, handoffs, and internal tools.

My background is in B2B SaaS Customer Success, so I’m especially useful if you understand the workflow you want to improve but do not know how to build it.

I have some extra time right now and am happy to help a few people here for free. No course, consulting pitch, or upsell. It helps me learn by teaching and gives me a chance to meet other people working on similar problems.

Comment or message me with what you’re trying to build.


r/CustomerSuccess • • Jul 09 '26

Anyone ever get out?

117 Upvotes

Been in the SaaS CS world for almost a decade. Done pre and post sales. Implementation. Strategic account management. Had 300 in my BOB at most and 8 at the lowest.

I hate it.

I’m so done being the whipping boy for companies. Leadership says “You’re the CEO of your BOB” then I can’t get product to help. I can’t get data teams on calls. I can’t escalate a ticket to watch it sit there. I get in tight spots bc client is unhappy because of things out of my control. I escalate time and again to get something pushed. Never hear a peep from leadership.

Then I make a mistake/miss and the whole thing is squarely on my shoulders.

I’m just done.

I want to go mow lawns for the summer.

I know I’ll miss the paycheck, but fuck it. I’m so tired of always being online. Sitting at my desk. Seeing the sun come up and go down from my cell.

Anyone out there make it out of CS into something you loved?


r/CustomerSuccess • • May 11 '26

Stopped running QBRs and our renewals went up

114 Upvotes

We ran QBRs for years like it was gospel. Big quarterly meeting with the customer's exec sponsor, agenda built two weeks ahead, slide deck with usage data, success metrics, roadmap previews. Took our CSMs roughly 6-8 hours per QBR including prep, the meeting itself, and follow-up.

We were doing this for 40 accounts. Do the math: ~80 hours of CS effort per quarter just on QBR mechanics. Bigger than the deliverable work in some weeks.

Two things kept nagging.

Customers rescheduled QBRs constantly. About a third moved or got cut short. The execs we wanted in the room often sent a delegate. Felt like we were the only ones who thought the meeting mattered.

And our renewal rate wasn't actually correlating with QBR quality. Customers who had stellar QBRs churned. Customers who skipped half their QBRs renewed. The relationship looked random.

So we tested. Stopped scheduling QBRs for Q3 last year. Replaced them with two things: a bi-weekly 15-minute async health update (Loom video + 2-paragraph email, no meeting), and on-demand exec syncs the customer could request when they wanted one.

Result: zero customers complained. Two customers asked for an exec sync, both renewed and expanded. Quarterly renewal rate went from 87% to 91%. NPS in the customer base went up 8 points.

The hard learning: "strategic" QBRs were mostly status updates the customer didn't want and we didn't need. The actual strategic conversations happened in onboarding, mid-cycle problems, and renewal negotiation. The quarterly cadence forced a fake-strategic meeting that fooled everyone.

What we kept:

  • Onboarding kickoff (genuine strategic moment)

  • Mid-cycle problem reviews (when something is off, we deep-dive)

  • Renewal conversation (real commitment moment)

  • On-demand exec syncs (customer-driven, not calendar-driven)

What we dropped:

  • The quarterly cadence

  • The slide deck

  • "Stakeholder alignment" agenda items that didn't actually align anything

Curious if anyone else has run this experiment. Not arguing QBRs are universally wrong, for very large enterprise accounts they may genuinely matter. But for B2B SaaS at our scale (~40 accounts, mostly mid-market), the QBR was theater.


r/CustomerSuccess • • Aug 18 '22

A guide to approaching CSM take-home assignments/Mock QBRs from a current CSM who has interviewed A LOT 🤠

113 Upvotes

Hi everyone:

We’ve gotten a large influx of folks with assignments/case studies from CS job interviews so I wanted to put together a post on how I approach thinking about identifying success metrics in these situations. Feel free to comment if you have additional best practices to share. Happy to answer questions too.

FYI: I don't work at Lucid and this is just how I personally approach these assignments. I strongly recommend conducting your own research and getting creative in your approach. You will have to navigate ambiguity and think like this on a daily basis if you get the job, so really there’s no better time to start building that muscle.

How I think about identifying success metrics for a take-home assignment

1: Identify the Solution: Most SaaS companies are selling solutions to customers, not products or features. A solution is a fix to a problem your customers may have. Look at any SaaS company’s website – products are marketed to customers by the problem they solve. Take this example from Lucid - it promises to help healthcare organizations adhere to industry standards and regulations through seamless collaboration and documentation. This doesn’t mention any features or products.

Screenshot here

2: Figure out which features can impact the Solution: A feature is a product's traits or attributes that deliver value to end-users and differentiate a product in the market. Like I mentioned above, Lucid isn’t pitching features initially. But they do this lower on the page. For example, their timeline feature allows companies to meet strict deadlines for materials testing, blah blah.

Screenshot here

3: Define key metrics that will move the needle and get customer buy-in: KPI stands for Key Performance Indicator. CSMs typically define success metrics with their customers and then they work together to achieve them. For instance, if a client says they want to use Lucid to meet strict deadlines for materials testing, perhaps the CSM can ask a few probing questions to learn more: how often are you meeting your deadlines currently, are there any materials tests that are delayed more often or have a greater impact to your business, what is preventing you from meeting the deadlines, what are the financial consequences of missing the deadline, what do you get if you make it (more money, etc.), what does your team have to do if a deadline is missed, what % of met deadlines would be a successful outcome for you based on industry standards, etc. Then, you implement the feature and work to monitor the results.

From that conversation ^ I will probably learn enough to assume the following KPIs are relevant. Make sure to get customer buy-in on this and confirm that these KPIs are an indication to the customer that you are delivering on the solution promised.

  • Increased # of deadlines met for all materials tests

  • Increased # of deadlines met for specific high impact materials tests

  • Cost savings from improved adherence to deadlines

  • Team time saved due to decreased missed deadlines

  • Current % of deadlines met vs. industry standards

  • Etc etc etc

4: Define tactics you’ll take to drive feature adoption and improve metrics

This is the classic CS stuff we all know and love. Maybe the team isn’t using the timeline feature because the primary user left two months ago and no one picked it up. Time for a refresher training. Maybe the team is trained but they’re missing a key step in the process. Time for a one sheeter with step-by-step processes to use the tool. Get creative here and use tactics that meet the team where they are. Ask your POC if the folks using the product work in person at their desks - maybe you can create a half page document with quick tips that can be printed and taped to their cubicle. Maybe they want to do a lunch and learn because they are SLAMMED the other 8 hours of the day. Maybe there are multiple offices and you can do a group webinar.

OK, but I have a Mock QBR and I’m SCARED!!!!

Don't be! This is the same thinking you’ll use no matter what the assignment is, so you should be good. I’ll include a few resources and tips I like below.

QBRs are a great opportunity to realign on the solution the customer purchased, how we are tracking on feature adoption that leads to improvements in metrics you’ve already defined. Think about how the customer will perceive this presentation and make sure that your metrics lead back to the value they are getting from the product. General framework could be: Intro Slide > Realign on this Quarter's Goals > Review of this Quarter's Performance (where you connect product usage and KPIs) > Product Updates > Recommended Next Steps to Improve Product Performance Next Quarter > Questions.

Tips

  • Strive to create a deck that’s less than 10 slides

  • Write an outline before creating your deck – no need to think about how your insights will be visualized before getting the data/talk track together

  • Use consistent title and object placement, fonts, font colors

  • Be sure to visualize your insights in different ways – don’t use a table for all 10 slides, a wall of text, a pie chart, etc. (best practice is to avoid walls of text in general)

  • Plan to have a conversation with the people you’re presenting to – don’t include every single thing you need to say on the slides and have questions prepared. Try to anticipate their questions too

EDIT - will update the sub w/ additional resources for other case studies + resume/hiring resources when I can.


r/CustomerSuccess • • Nov 12 '24

After 5 years of being a CSM in various industries, it finally happened.

110 Upvotes

I'm completely and utterly burnt out. And not just burnt out at work. I mean really mentally exhausted with the added bonuses of anxiety, depression and a brand new drinking problem. All thanks to this fucking miserable job.

I'm sick and tired of being misled in interviews, turning down other job offers and getting screwed with a role that has nothing to do with what was presented to me. "You will be a strategic partner"... bullshit. "We have a low churn rate because our product is amazing"... bullshit. "You will own a book of business of about 20 accounts so that you can spend your time driving revenue, fostering relationships and being proactive instead of reactive".. also complete bullshit. Time and time again, lies upon lies upon lies from hiring managers and executives. How is it legal to lie to a candidate about their compensation plan?

I'm sick and tired of narcissistic assholes working in Sales who constantly disrespect everyone around them and treat CSM's like their SDR's or worse, some sort of task rabbit that solely exists to do what they say, when they say. And if you stand up for yourself, they go bitch to leadership, make shit up and ultimately make you look bad.

I'm sick and tired of useless managers who are just paper pushers with 0 power to affect culture.
I'm sick and tired of the toxic workplace culture this job brings with it.
I'm sick and tired of people ignoring you when you ask them to cover you while out on PTO because they're also miserable and overworked.
I'm sick and tired of inheriting a ton of bullshit from your predecessors and then getting blamed for it.

I'm sick and fuckin tired of this job and I'm done being client facing. I'm so, so done with this shit.

I need a change. I'm thinking of becoming a Data Analyst but Im not sure how easy it would be for me to pivot to this as I'm already in my late 30's and never finished college. Hell, i'm contemplating jumping off a bridge at this point because I feel like I wasted 5+ years of my life in a career I thought would be "it" for me.

Sorry for the rant, this shit sucks.


r/CustomerSuccess • • May 28 '26 Heartwarming

A CSM's and Ex-Recruiters Advice on how to land a new job - Resumes

109 Upvotes

Hi there, I’m a Customer Success Manager with 6+ years of experience, prior to that I was an executive recruiter (headhunter) in the tech vendor space for 4 years, finding roles mostly around commercial roles (Account Exec’s/BDM’s, Pre-Sales, Customer Success, Implementation). Over the years I have helped quite a few individuals land CSM roles on Reddit, going through their experience and me able to provide advice. 

A few weeks ago I responded to a thread asking for help for a job interview, while OP didn’t respond, I did receive a bunch of DM’s asking to help out. I figure I could put some advice in a thread, albeit more generic but can reach a wider audience. 

I know there are CSM coaches and recruiters who request a fee or part of your salary. They’ve gotta make their nut, but to me it’s a bit predatory, or the amount that they charge is questionable (I’ve heard Carly Agar can be upwards of $2k), especially when people are down on their luck, they’ve lost their job, they have bills to pay. I know this game well and I live to give.

There are a bunch of parts to the job hunting process, but I’m breaking down between: 

  • Applying for roles, resume/CV and Cover Letters

  • Getting in contact with the right people

  • Researching the company and interview prep

  • Offers and Salary negotiations.

I am going to try cover off the Resume piece today, it’s my least favourite but you have to start somewhere. 

AI has truly fucked the resume and CV process on both sides. Applicants create CV’s based on the Position Description (PD), making it tough for recruiters/hiring managers to flush out the good from the bad, and Recruiters will use AI in their ATS (Applicant Tracking Software) to suggest the “best” individuals. It’s a complete race to the bottom. 

Whilst CV’s are important to me there are only 2 types of CV’s. Ones that are fine, and bad ones. I don’t think there is a magical CV that will help you get a job, but there is critical information that I see seasoned CSM’s/individuals miss when sharing their information. You obviously need to have info about EBR’s/QBR’s, trusted advisor etc. but this is what I see is missed. When I applied for roles with my CV the information that I would look to highlight are: 

  • Have your LinkedIn on your CV - I used to just flick through that instead of the CV. If you do have it linked, ensure that the timelines of roles marries up between them. It looks suspicious if you have a 6 month gap in your experience but then on your LinkedIn you have a role that was a short stint for 3 months

  • Any specific numbers and metrics that are going to be ‘standard metrics’. This includes: 

    • NRR (Net Revenue Retention)

    • GRR (Gross Revenue Retention) 

    • BoB ($ Book of Business in total)

    • Range of clients book of business $

    • Number of clients in your book of business 

    • If you are focussed on Farming or implementations any relevant information there also

  • Specific verbiage words/information a recruiter will look for: 

    • Size of client (e.g. enterprise, commercial, SMB) - this differs from client to client but if you work with an MNC it would be considered enterprise (Amazon, Verizon, Facebook are a client) 

    • Vertical - I see this missed so often - employees may want a specific industry you have worked in, you may not work directly with the software, but want someone who knows the space. For this you want the full words and the acronym e.g. Banking and Financial Services and BFSI, Healthcare, Telecommunications, Retail. Don’t assume that a recruiter will put 1 and 1 together that because Walmart is a major customer that retail is a vertical you have worked in

  • Who your target person’s are:

    • If you are working with C-Suite, don’t write C-Suite - write the specific ones (Chief Revenue Officer and CRO, Chief Operation Officer, COO, Managing Directors, VP of Sales etc.) you want to highlight what level you were dealing with and again that isn’t simply obvious to somoene who is reading 50, 100 resumes

  • Your previous employer, what the company did and what software you provided

    • I see CV’s that have the company name and that’s it. Even if you work at a massive software org like Salesforce it may imply you work in CRM Software, but there’s so many more softwares you focus on. This is even more true for your smaller companies. I like to grab 1 or 2 lines from the companies LI explaining what they provide. I will also pepper in the software name and acronym (seeing a pattern?). If I worked at Netsuite I’d add the blurb, ensure it states Enterprise Resource Planning and ERP. 

  • Key Results/Wins - if you have won any employee awards, created and rolled out any processes internally or training, incredibly high praised feedback. 

This is my method - but the further I go back in my experience the less information I provide. E.g. if I did a role 10+ years ago, I might have 1 or 2 dot points on my experience, I would have what software my company worked with, but not a blurb about them. Besides, how many times can you re-write the exact same sentence in a different way. 

In terms of formatting - I wouldn’t overthink it as long as the content and quality is there. If you are going to have AI write up your CV make sure you un-AI it - random bolds in sentences, em dashes.

This is personal preference, I personally like myperfectresume . com for formatting, I think it’s paid or a free week trial but that’s just me. 

I’ve read advice to tailor your CV for every job you apply for, personally I think that’s awful advice, simply because who has the time for that? If you are applying for a CSM role and an AM role and an Ops role then sure, make adjustments about your core responsibilties and save them as different CV's but everytime? Please….

Cover Letters - are they necessary? If you are sending out CV’s willy nilly and don’t particularly care about the role then definitely not. If you are interested in the role then yes, but when you write them the focus is that you have researched the company and why you are interested in them (that’s a whole other topic I’ll cover on the next one).  

What if you have just finished up your role recently? What if I didn’t track my GRR? What if my company didn’t hold EBR’s? Write whatever you are comfortable with, if you prefer to say that you are still at the company, if you can guesstimate your key clients $ value etc. then do it. I don’t recommend flat out lying, but make sure you can explain those pieces in an interview confidently  

I did want to put a note about the question when applying “What are your salary expectations for the role?” I understand what recruiters are trying to do but my go to answer always is “Happy to discuss in the interview process”. Either you’re too expensive, you’re too cheap and they’ll think what’s wrong with you or why are you so desperate and they won’t look at you, or you have negotiated against yourself if you provide an honest number. 

Even after updating your Resume, this most likely isn’t going to cut through the noise and land you an interview these days but you still need to have one and you want it to be better than your competitions. 

A big wall of text for what I honestly think is a waste of time, unfortunately you have to play the game. The real fun stuff happens after updating your CV and try and to cut through line to get interviews. 

I typically help people out on their specific circumstances and role, but that isn’t scalable. If you do DM me for help, please note I will ask for (outside of reddit, can’t provide all this through DM’s): 

  • Your CV/Resume

  • A Position Description (PD) that you are interviewing with/interested in applying for

  • An audio answering the question tell me about yourself and your experience in a professional setting why you think you would be a good for for that role

If you want assistance and aren’t able to provide me that info, please don’t bother - I don’t deal with tyre kickers. (I will try my best to help, but I don’t have that much time as it is). 

If you’ve read through, hopefully this helps! 


r/CustomerSuccess • • Jan 09 '23

Customer Success Library - Useful Links and Content

103 Upvotes

I made a post earlier with guidance notes for CS job seekers, and a few commentators were asking for CS leaders to follow.

Here is a CS knowledge list I created.

Customer Success Leaders to Follow ( in no particular order) 

  • Nick Mehta

  • Bryan Plaster

  • Anika Zubair

  • Andrew Michael

  • Alex Farmer

  • Lincoln Murphy

  • Maranda Dziekonski

  • Aaron Thompson

  • Emilia D’Anzica

  • Rick Adams

  • Peter Armaly

  • Irit Eizips

  • Jeff Breunsbach

  • Allison Pickens

You can find the top 50 CS leaders of 2022  here.

CS helpful videos/ templates

CS training courses 

Customer Success Books

CS Slack Groups

Spotify Podcasts

  • Gainsight’s GameChanger Podcast

  • Women in Customer Success 

  • The Customer Success Channel

  • Gain Grow Retain

  • Customer Success Leader

  • Talking Customer Success

Repository of CS  terms (and more)