Lauren Wood

So we're going to just like reduce headcount over here and give it to customer success. And it gets messy. Right. But for organizations that are struggling to prove the ROI of customer success, what are the most valuable pieces of data, the most important insights that they should be bringing to the table to really show that?

So we're going to just like reduce headcount over here and give it to customer success. And it gets messy. Right. But for organizations that are struggling to prove the ROI of customer success, what are the most valuable pieces of data, the most important insights that they should be bringing to the table to really show that?

The thing about this that's so difficult is that it takes a lot of work to figure out these numbers and to figure out the lines to these numbers. I mean, the last one that you just shared,

The thing about this that's so difficult is that it takes a lot of work to figure out these numbers and to figure out the lines to these numbers. I mean, the last one that you just shared,

The thing about this that's so difficult is that it takes a lot of work to figure out these numbers and to figure out the lines to these numbers. I mean, the last one that you just shared,

That means getting the company to share with you, getting your client to share with you, here's the business impact that we've seen on our side, which I think a lot of CS leaders and CSMs feel hesitant to ask about, or they feel like there's not time that their clients are willing to give to get into that.

That means getting the company to share with you, getting your client to share with you, here's the business impact that we've seen on our side, which I think a lot of CS leaders and CSMs feel hesitant to ask about, or they feel like there's not time that their clients are willing to give to get into that.

That means getting the company to share with you, getting your client to share with you, here's the business impact that we've seen on our side, which I think a lot of CS leaders and CSMs feel hesitant to ask about, or they feel like there's not time that their clients are willing to give to get into that.

And my take on it is we have to be looking at every client from the outset that this is a business partnership and that we need X information in order to ensure that we're servicing you in the best possible way for your business. But it is... It is, I think one, harder to get later on in the relationship, but it's not impossible.

And my take on it is we have to be looking at every client from the outset that this is a business partnership and that we need X information in order to ensure that we're servicing you in the best possible way for your business. But it is... It is, I think one, harder to get later on in the relationship, but it's not impossible.

And my take on it is we have to be looking at every client from the outset that this is a business partnership and that we need X information in order to ensure that we're servicing you in the best possible way for your business. But it is... It is, I think one, harder to get later on in the relationship, but it's not impossible.

And it is such an important factor to understand, are we driving the impact that we said we're going to drive or that we know we can drive or that we want to be driving? And it's also going out on a limb because if we're not driving that impact, that might be a churn risk.

And it is such an important factor to understand, are we driving the impact that we said we're going to drive or that we know we can drive or that we want to be driving? And it's also going out on a limb because if we're not driving that impact, that might be a churn risk.

And it is such an important factor to understand, are we driving the impact that we said we're going to drive or that we know we can drive or that we want to be driving? And it's also going out on a limb because if we're not driving that impact, that might be a churn risk.

But I think we have to be really brave in going after it and also putting the pressure on our company internally to make sure collectively that we are proving business value for our customers.

But I think we have to be really brave in going after it and also putting the pressure on our company internally to make sure collectively that we are proving business value for our customers.

But I think we have to be really brave in going after it and also putting the pressure on our company internally to make sure collectively that we are proving business value for our customers.

I mean, at the end of the day, value is what it's all about. We need to be able to show value. And a key piece of that is understanding what are the challenges that our clients are facing, asking questions, listening to the need behind the need for what they're really dealing with. And at the end of the day, we know it all comes down to money.

I mean, at the end of the day, value is what it's all about. We need to be able to show value. And a key piece of that is understanding what are the challenges that our clients are facing, asking questions, listening to the need behind the need for what they're really dealing with. And at the end of the day, we know it all comes down to money.

I mean, at the end of the day, value is what it's all about. We need to be able to show value. And a key piece of that is understanding what are the challenges that our clients are facing, asking questions, listening to the need behind the need for what they're really dealing with. And at the end of the day, we know it all comes down to money.