Marybeth D'Souza

And to your point, like then let me lock arms with my support leader or my sales leader or my product leader so that collectively we can understand what each person organization's role is and we can support each other collectively. And I do see that it's a leadership opportunity.

And to your point, like then let me lock arms with my support leader or my sales leader or my product leader so that collectively we can understand what each person organization's role is and we can support each other collectively. And I do see that it's a leadership opportunity.

And to your point, like then let me lock arms with my support leader or my sales leader or my product leader so that collectively we can understand what each person organization's role is and we can support each other collectively. And I do see that it's a leadership opportunity.

And, you know, to that point, like I did a set of interviews with some CS leaders about 18 months ago and said, okay, so what's... made you so successful? Or what's your future? And one of the key insights that came out was, as you're moving from, say, an individual contributor of a manager to a leader, the skill sets that we need in our CS leaders are business and financial acumen.

And, you know, to that point, like I did a set of interviews with some CS leaders about 18 months ago and said, okay, so what's... made you so successful? Or what's your future? And one of the key insights that came out was, as you're moving from, say, an individual contributor of a manager to a leader, the skill sets that we need in our CS leaders are business and financial acumen.

And, you know, to that point, like I did a set of interviews with some CS leaders about 18 months ago and said, okay, so what's... made you so successful? Or what's your future? And one of the key insights that came out was, as you're moving from, say, an individual contributor of a manager to a leader, the skill sets that we need in our CS leaders are business and financial acumen.

Spend some time with your CFO or their finance team and understand really, you know, how you are fitting into the business and how you can drive the financial results. And it was a really good insight, I think, around some of that growth and kind of expanding the mindset.

Spend some time with your CFO or their finance team and understand really, you know, how you are fitting into the business and how you can drive the financial results. And it was a really good insight, I think, around some of that growth and kind of expanding the mindset.

Spend some time with your CFO or their finance team and understand really, you know, how you are fitting into the business and how you can drive the financial results. And it was a really good insight, I think, around some of that growth and kind of expanding the mindset.

Yeah, I think, you know, again, one of the things I anchor on is that customer success can be an orchestrator of a proactive orchestrator of the customer experience.

Yeah, I think, you know, again, one of the things I anchor on is that customer success can be an orchestrator of a proactive orchestrator of the customer experience.

Yeah, I think, you know, again, one of the things I anchor on is that customer success can be an orchestrator of a proactive orchestrator of the customer experience.

That means that they're not going to do everything, but that they can help orchestrate and look across the entire lifecycle around and a customer's journey around really where they do, you know, realize value or maybe they're at risk or... Maybe there's a propensity to grow.

That means that they're not going to do everything, but that they can help orchestrate and look across the entire lifecycle around and a customer's journey around really where they do, you know, realize value or maybe they're at risk or... Maybe there's a propensity to grow.

That means that they're not going to do everything, but that they can help orchestrate and look across the entire lifecycle around and a customer's journey around really where they do, you know, realize value or maybe they're at risk or... Maybe there's a propensity to grow.

And so I think having that full view and bringing folks together to have that full view is... First of all, that's important to then understand, okay, what data do we need to look at? And how do we think about it? And so if you have that understanding, then kind of looking at, can I say, three different buckets of data? One is... kind of what we naturally think about.

And so I think having that full view and bringing folks together to have that full view is... First of all, that's important to then understand, okay, what data do we need to look at? And how do we think about it? And so if you have that understanding, then kind of looking at, can I say, three different buckets of data? One is... kind of what we naturally think about.

And so I think having that full view and bringing folks together to have that full view is... First of all, that's important to then understand, okay, what data do we need to look at? And how do we think about it? And so if you have that understanding, then kind of looking at, can I say, three different buckets of data? One is... kind of what we naturally think about.

What's your performance like with your customer? Are they using your product or service? What kind of insights can we get from the level of usage that they have? The second is really then the experience value and what type, what's their sentiment? How easy do we make it

What's your performance like with your customer? Are they using your product or service? What kind of insights can we get from the level of usage that they have? The second is really then the experience value and what type, what's their sentiment? How easy do we make it