Customer Success at our company is working—and working well. Customers are onboarding successfully, relationships are strong, and retention is solid. But we are entering the next phase of growth where we need:

• Onboarding is measurable, scalable, and efficient
• Product readiness and activation are clearly defined
• Customer health is predictive, not reactive
• CSM time is spent where it creates the most value
• Customers are segmented intentionally, not accidentally
• Success is measured by Net Revenue Retention (NRR) across software and payments
• This role exists to institutionalize excellence, bring structure without slowing momentum, and build a Customer Success organization that scales with the company for the next decade.

What You'll Own:

1. Customer Lifecycle Clarity (Onboarding → Value → Expansion)

You will define and operationalize what great looks like at every stage of the customer lifecycle.

This includes:

• Establishing clear definitions of product readiness, activation, and ongoing adoption
• Designing onboarding with measurable outcomes and clear exit criteria
• Ensuring onboarding outcomes set the foundation for long-term success
• Aligning Customer Success, Product, Sales, and Support around shared definitions of customer progress
• Clarifying ownership across teams—what CS handles, what Support handles, and where Product must improve

2. Customer Segmentation & Account Tiering

Today, customer attention is not always aligned with customer impact. You will change that.

You will design and implement a segmentation model that defines:

• Customer tiers based on revenue, complexity, payment volume, and strategic value
• Engagement models for each tier (high-touch, tech-touch, pooled, automated)
• Which customers receive a named CSM
• Onboarding experience by tier (self-serve, guided, white-glove)

3. Health Scoring That Drives Action

You will build a customer health model that is:

• Objective, not intuition-based
• Predictive, not reactive
• Actionable for CSMs
This includes:
• Identifying leading indicators of churn and expansion
• Integrating both software usage and payments data
• Translating health signals into clear operational actions
• Partnering with Product, Engineering, and Data to surface these insights directly in the tools CSMs use every day
• Customer health should guide behavior—not just sit in a dashboard.

4. Building an NRR-Driven Customer Success Organization

Retention is table stakes. The next phase of CS is driving Net Revenue Retention.

You will:

• Align CS metrics and incentives around NRR
• Integrate adoption, expansion, and payments growth into CS workflows
• Ensure CSMs are rewarded for long-term customer value, not short-term saves
• Encourage transparent conversations around downgrades and churn so the organization can learn and improve

5. Leadership, Scale & Talent Development

You are inheriting strong teams with strong leaders. Your job is to elevate the organization, not micromanage it.

You will:

• Coach and develop the Customer Success Director
• Create clear career paths, expectations, and performance frameworks
• Introduce scalable processes and operating rhythms
• Build reliable reporting, forecasting, and executive visibility into the health of the customer base

What Success Looks Like:

Clear definitions of product readiness, activation, and success
Onboarding that is measurable and scalable
A trusted customer health model used daily by CSMs
Account tiering that aligns effort with customer value
Data-driven digital CS programs that enable scalable one-to-many customer engagement
AI embedded in CS workflows to surface insights and automate routine actions
Systems that support account planning, activity tracking, whitespace analysis, and expansion forecasting
Improved Net Revenue Retention across software and payments
CSM time focused on the right customers at the right moments
A Customer Success organization built to scale with the company

Who You Are:

10+ years of experience
You’ve built or scaled Customer Success and onboarding organizations before
You’ve designed segmentation, health scoring, and NRR models from the ground up
You’re comfortable operating at both strategic and operational depth
You know the difference between activity and impact
You bring structure without bureaucracy
You respect what’s working—and know when it’s time to evolve it
Bonus if you have:
Led CS in a multi-product environment
Owned revenue-adjacent outcomes
Partnered closely with Sales, Product, and Finance

230000 - 250000 USD a year