Marybeth D'Souza

that's how you articulate the value is you show the right skill sets or I put the right capabilities in front of my customers and we're going to have a higher expansion, accelerated expansion. That's revenue. There you go. Like they give me more of that. And then the same thing on retention is,

that's how you articulate the value is you show the right skill sets or I put the right capabilities in front of my customers and we're going to have a higher expansion, accelerated expansion. That's revenue. There you go. Like they give me more of that. And then the same thing on retention is,

that's how you articulate the value is you show the right skill sets or I put the right capabilities in front of my customers and we're going to have a higher expansion, accelerated expansion. That's revenue. There you go. Like they give me more of that. And then the same thing on retention is,

I think if we're able to, you've delivered on the value, you've expanded your footprint or relationship, and there's a higher likelihood and propensity to renew, less churn, and you are committed to what's our revenue retention rate intended to be, again, you're articulating the value.

I think if we're able to, you've delivered on the value, you've expanded your footprint or relationship, and there's a higher likelihood and propensity to renew, less churn, and you are committed to what's our revenue retention rate intended to be, again, you're articulating the value.

I think if we're able to, you've delivered on the value, you've expanded your footprint or relationship, and there's a higher likelihood and propensity to renew, less churn, and you are committed to what's our revenue retention rate intended to be, again, you're articulating the value.

And I think the leaders who are willing to do that and say, I'm going to put in place the instrumentation to attribute what my teams or my technology is doing, and then they're able to report on that, they're getting more investment and they're getting more funding.

And I think the leaders who are willing to do that and say, I'm going to put in place the instrumentation to attribute what my teams or my technology is doing, and then they're able to report on that, they're getting more investment and they're getting more funding.

And I think the leaders who are willing to do that and say, I'm going to put in place the instrumentation to attribute what my teams or my technology is doing, and then they're able to report on that, they're getting more investment and they're getting more funding.

It's an interesting question. And I, it makes me think of a few things, which is one with the proliferation of technology and data, it is really hard sometimes to like sort through what is really important.

It's an interesting question. And I, it makes me think of a few things, which is one with the proliferation of technology and data, it is really hard sometimes to like sort through what is really important.

It's an interesting question. And I, it makes me think of a few things, which is one with the proliferation of technology and data, it is really hard sometimes to like sort through what is really important.

The other is that as we have a lot of pressure on our customer success teams, and there is a ton to be done with technology in order to scale the teams, but we may make some questions around coverage and segmentation that actually increases the book of business. You're actually putting some of that at risk because you're like, what is the level of time and how am I spending time with my customers?

The other is that as we have a lot of pressure on our customer success teams, and there is a ton to be done with technology in order to scale the teams, but we may make some questions around coverage and segmentation that actually increases the book of business. You're actually putting some of that at risk because you're like, what is the level of time and how am I spending time with my customers?

The other is that as we have a lot of pressure on our customer success teams, and there is a ton to be done with technology in order to scale the teams, but we may make some questions around coverage and segmentation that actually increases the book of business. You're actually putting some of that at risk because you're like, what is the level of time and how am I spending time with my customers?

in order to move from that transactional, like, did we do what we said we were going to do? Let's check off the activities to some of those meaningful conversations, insightful conversations. And I think that that's a really important push that you're making of like, let's not over index too much.

in order to move from that transactional, like, did we do what we said we were going to do? Let's check off the activities to some of those meaningful conversations, insightful conversations. And I think that that's a really important push that you're making of like, let's not over index too much.

in order to move from that transactional, like, did we do what we said we were going to do? Let's check off the activities to some of those meaningful conversations, insightful conversations. And I think that that's a really important push that you're making of like, let's not over index too much.

With the introduction of AI, there's a ton of opportunity to change customer success. We have talked about, and in the industry, people have talked about digital CS for years. It started as a segment. Like, it's like, okay, we're going to have like digital CS to handle the lower end and Now, digital is not a segment. It should be deployed and leveraged for all segments.

With the introduction of AI, there's a ton of opportunity to change customer success. We have talked about, and in the industry, people have talked about digital CS for years. It started as a segment. Like, it's like, okay, we're going to have like digital CS to handle the lower end and Now, digital is not a segment. It should be deployed and leveraged for all segments.