Chris Regester

Get behind me. We've got to go. And so they've got to have that assertive, aggressive mindset. And I think we're seeing that happen more and more. And it's a little bit to do with, you know, post-sale teams becoming more commercial and more ownership of revenue, you know, that's driving that mindset.

Get behind me. We've got to go. And so they've got to have that assertive, aggressive mindset. And I think we're seeing that happen more and more. And it's a little bit to do with, you know, post-sale teams becoming more commercial and more ownership of revenue, you know, that's driving that mindset.

But also a recognition that you can't just hire the, you know, the friendly, smiley, good culture fit to manage the customers. You need someone who's strong and assertive because... Managing customers, you need to be able to triangulate between a deep understanding of your customer, a deep understanding of your product, and a deep understanding of their objectives.

But also a recognition that you can't just hire the, you know, the friendly, smiley, good culture fit to manage the customers. You need someone who's strong and assertive because... Managing customers, you need to be able to triangulate between a deep understanding of your customer, a deep understanding of your product, and a deep understanding of their objectives.

And if you can triangulate between those three things, then you can deliver value. And that's not a passive, happy, smiley, friendly person who can typically do that.

And if you can triangulate between those three things, then you can deliver value. And that's not a passive, happy, smiley, friendly person who can typically do that.

No, I think that's a great one. So I think that's got to be almost the top of the tree is understanding customer outcomes. But I think it's a little bit, I would say, maybe bigger than that. So in the anecdote I gave with that SaaS company, they've designed their operating model around velocity. And I would argue, no, you need to design your operating model around customer outcomes.

No, I think that's a great one. So I think that's got to be almost the top of the tree is understanding customer outcomes. But I think it's a little bit, I would say, maybe bigger than that. So in the anecdote I gave with that SaaS company, they've designed their operating model around velocity. And I would argue, no, you need to design your operating model around customer outcomes.

So, for example, you could say, well, in marketing, when they're filling in a lead form on the website, That lead form should have categorizations to what they want to achieve. That information needs to be there for the sales rep and the CRM so that they can then have a very defined narrative around those things, but it's refined. Then you have a kickoff call when they convert.

So, for example, you could say, well, in marketing, when they're filling in a lead form on the website, That lead form should have categorizations to what they want to achieve. That information needs to be there for the sales rep and the CRM so that they can then have a very defined narrative around those things, but it's refined. Then you have a kickoff call when they convert.

What are your outcomes? This is what we understand. This is how we go deeper in it. And then that's reviewed every quarter. You build a framework around objectives that becomes a consistent language and narrative that a prospect hears, a lead hears, and a customer hears, and they hear it continuously no matter who they talk to in the organization.

What are your outcomes? This is what we understand. This is how we go deeper in it. And then that's reviewed every quarter. You build a framework around objectives that becomes a consistent language and narrative that a prospect hears, a lead hears, and a customer hears, and they hear it continuously no matter who they talk to in the organization.

When they read your newsletter, they hear the same language. When they look in the product, they see the same language. That familiarity around objectives is very, very powerful.

When they read your newsletter, they hear the same language. When they look in the product, they see the same language. That familiarity around objectives is very, very powerful.

So that operating model of a pure alignment with your product, what product's building, what marketing's talking about, what sales is pitching, what CS is delivering, that's, I think, the core of customer centricity when you're thinking about objectives. And that's sort of like a virtualization of it. And then I think you also can think about it horizontally where you say,

So that operating model of a pure alignment with your product, what product's building, what marketing's talking about, what sales is pitching, what CS is delivering, that's, I think, the core of customer centricity when you're thinking about objectives. And that's sort of like a virtualization of it. And then I think you also can think about it horizontally where you say,

It also needs to, you need to realize that it's not just the group of people who are, you know, it's not just the customer managers or the CSMs. But once they're a customer, it's now a collective responsibility. And that's sort of another piece you have to operationalize.

It also needs to, you need to realize that it's not just the group of people who are, you know, it's not just the customer managers or the CSMs. But once they're a customer, it's now a collective responsibility. And that's sort of another piece you have to operationalize.

So does everybody understand their role and responsibility towards the customer and what they've got to do, you know, to get the customer towards their objectives, which very often, you know, isn't the case. And there's so many interesting kind of operational tactics you can bring in to kind of drive that.

So does everybody understand their role and responsibility towards the customer and what they've got to do, you know, to get the customer towards their objectives, which very often, you know, isn't the case. And there's so many interesting kind of operational tactics you can bring in to kind of drive that.