Marybeth D'Souza

Here's benchmarks relative to your peer set and where you're leading or maybe where we should have some opportunities. So there are some companies out there who have surfaced those insights in a digital form to their to their customers.

Here's benchmarks relative to your peer set and where you're leading or maybe where we should have some opportunities. So there are some companies out there who have surfaced those insights in a digital form to their to their customers.

Here's benchmarks relative to your peer set and where you're leading or maybe where we should have some opportunities. So there are some companies out there who have surfaced those insights in a digital form to their to their customers.

I think about this a lot because this is critical to anything that we've been talking about. What's the talent you have or who are you attracting into customer success or even sending out to other parts of the organization? because you want to have ambassadors for CS and other parts of the organization. There's three buckets of skill sets.

I think about this a lot because this is critical to anything that we've been talking about. What's the talent you have or who are you attracting into customer success or even sending out to other parts of the organization? because you want to have ambassadors for CS and other parts of the organization. There's three buckets of skill sets.

I think about this a lot because this is critical to anything that we've been talking about. What's the talent you have or who are you attracting into customer success or even sending out to other parts of the organization? because you want to have ambassadors for CS and other parts of the organization. There's three buckets of skill sets.

One is, what is the technical expertise and capability that you're bringing? It may be product, it may be an industry, you know, or vertical that you're serving, or it may be, you know, some other, sort of capability and process that you're advising your customers on. But you need to have some level of technical capability that you're bringing both to your organization and to your customers.

One is, what is the technical expertise and capability that you're bringing? It may be product, it may be an industry, you know, or vertical that you're serving, or it may be, you know, some other, sort of capability and process that you're advising your customers on. But you need to have some level of technical capability that you're bringing both to your organization and to your customers.

One is, what is the technical expertise and capability that you're bringing? It may be product, it may be an industry, you know, or vertical that you're serving, or it may be, you know, some other, sort of capability and process that you're advising your customers on. But you need to have some level of technical capability that you're bringing both to your organization and to your customers.

The second is data and insights and the ability to look at data, analyze data, and really understand how do you use that to inform What steps and actions do you take? A lot of historical CS, I would say, is based on gut feel or experience. And that is absolutely valuable. But in today's world, it needs to be augmented with and driven by data that's available to us.

The second is data and insights and the ability to look at data, analyze data, and really understand how do you use that to inform What steps and actions do you take? A lot of historical CS, I would say, is based on gut feel or experience. And that is absolutely valuable. But in today's world, it needs to be augmented with and driven by data that's available to us.

The second is data and insights and the ability to look at data, analyze data, and really understand how do you use that to inform What steps and actions do you take? A lot of historical CS, I would say, is based on gut feel or experience. And that is absolutely valuable. But in today's world, it needs to be augmented with and driven by data that's available to us.

And then the third is the enduring or human skills. How do you manage executive level relationships? How do you navigate conflict? How do you think through ambiguity? And others out there probably have other suggestions of different skill sets, but I found that it fundamentally comes down to those three buckets.

And then the third is the enduring or human skills. How do you manage executive level relationships? How do you navigate conflict? How do you think through ambiguity? And others out there probably have other suggestions of different skill sets, but I found that it fundamentally comes down to those three buckets.

And then the third is the enduring or human skills. How do you manage executive level relationships? How do you navigate conflict? How do you think through ambiguity? And others out there probably have other suggestions of different skill sets, but I found that it fundamentally comes down to those three buckets.

And then understanding, okay, what's the company I'm working with, the maturity, the size, the stage? That's going to inform what proportion of skill sets you kind of need at the time. And really then, you know, and then how you grow. So you may need, you know, to flex in one area, but then over time, you're going to need to round out with some of the other areas.

And then understanding, okay, what's the company I'm working with, the maturity, the size, the stage? That's going to inform what proportion of skill sets you kind of need at the time. And really then, you know, and then how you grow. So you may need, you know, to flex in one area, but then over time, you're going to need to round out with some of the other areas.

And then understanding, okay, what's the company I'm working with, the maturity, the size, the stage? That's going to inform what proportion of skill sets you kind of need at the time. And really then, you know, and then how you grow. So you may need, you know, to flex in one area, but then over time, you're going to need to round out with some of the other areas.

I would get a little bit specific on that. I talked to a lot of folks who are looking for their next role or thinking about their career path and they, When it's very general of I've managed customers or I advocate for the customer, it's really hard to internalize for someone who maybe it's hard to internalize what that differentiated value is.

I would get a little bit specific on that. I talked to a lot of folks who are looking for their next role or thinking about their career path and they, When it's very general of I've managed customers or I advocate for the customer, it's really hard to internalize for someone who maybe it's hard to internalize what that differentiated value is.