Marybeth D'Souza

So those are the five themes that have emerged in the last couple of months based on our research with some of the leading companies.

So those are the five themes that have emerged in the last couple of months based on our research with some of the leading companies.

Yeah, I've spent a lot of time thinking about this because I think there can be so much value in what customer success drives. And it's almost like the benefit is the curse. Like the people who tend to be attracted to customer success are are the ones who want to advocate for their customers. They want to solve problems. They want to be there in order to help their customers.

Yeah, I've spent a lot of time thinking about this because I think there can be so much value in what customer success drives. And it's almost like the benefit is the curse. Like the people who tend to be attracted to customer success are are the ones who want to advocate for their customers. They want to solve problems. They want to be there in order to help their customers.

Yeah, I've spent a lot of time thinking about this because I think there can be so much value in what customer success drives. And it's almost like the benefit is the curse. Like the people who tend to be attracted to customer success are are the ones who want to advocate for their customers. They want to solve problems. They want to be there in order to help their customers.

But then the downside of that is sometimes they tend to do a whole bunch of things and it's not really clear, again, what their differentiated value is. Are they covering for support? Are they taking product feedback? Do they complain that sales are... There's no room for that.

But then the downside of that is sometimes they tend to do a whole bunch of things and it's not really clear, again, what their differentiated value is. Are they covering for support? Are they taking product feedback? Do they complain that sales are... There's no room for that.

But then the downside of that is sometimes they tend to do a whole bunch of things and it's not really clear, again, what their differentiated value is. Are they covering for support? Are they taking product feedback? Do they complain that sales are... There's no room for that.

Really, where the leaders, the organizations that are effective, that have sustained over the last couple of years where there's been a lot of pressure in some areas, restructuring of customer success organizations, they're the ones who have, we say, pick a lane. They've made statements around where their differentiated value is. They've aligned on that cross-functionally.

Really, where the leaders, the organizations that are effective, that have sustained over the last couple of years where there's been a lot of pressure in some areas, restructuring of customer success organizations, they're the ones who have, we say, pick a lane. They've made statements around where their differentiated value is. They've aligned on that cross-functionally.

Really, where the leaders, the organizations that are effective, that have sustained over the last couple of years where there's been a lot of pressure in some areas, restructuring of customer success organizations, they're the ones who have, we say, pick a lane. They've made statements around where their differentiated value is. They've aligned on that cross-functionally.

And they are committed to delivering financial results. Whether that's signing up for an NRR or GRR number, or it's through attribution by saying, we know that what we're doing is going to attribute to higher growth, whatever that may be based on the situation, but they are committed to those financial results.

And they are committed to delivering financial results. Whether that's signing up for an NRR or GRR number, or it's through attribution by saying, we know that what we're doing is going to attribute to higher growth, whatever that may be based on the situation, but they are committed to those financial results.

And they are committed to delivering financial results. Whether that's signing up for an NRR or GRR number, or it's through attribution by saying, we know that what we're doing is going to attribute to higher growth, whatever that may be based on the situation, but they are committed to those financial results.

And in those areas, I think the customer success as an identity is thriving and there's opportunity for them to continue to grow and make an impact in the organization. Mm-hmm.

And in those areas, I think the customer success as an identity is thriving and there's opportunity for them to continue to grow and make an impact in the organization. Mm-hmm.

And in those areas, I think the customer success as an identity is thriving and there's opportunity for them to continue to grow and make an impact in the organization. Mm-hmm.

Yeah, I completely agree. And I would say, you know, it is around like, what is that differentiated role that you're driving in order to deliver on the results that you've said, which those results, which by the way, hopefully they are committed to at an executive and a board level. Like there should be a conversation there.

Yeah, I completely agree. And I would say, you know, it is around like, what is that differentiated role that you're driving in order to deliver on the results that you've said, which those results, which by the way, hopefully they are committed to at an executive and a board level. Like there should be a conversation there.

Yeah, I completely agree. And I would say, you know, it is around like, what is that differentiated role that you're driving in order to deliver on the results that you've said, which those results, which by the way, hopefully they are committed to at an executive and a board level. Like there should be a conversation there.