Matt Best

Yeah, their uniform's clean.

Yeah, their uniform's clean.

It's genuinely hard to kind of think examples where there's real success. where you can see this real bind together. It's probably easier in my experience with the smaller organizations, but I think that's as a result of being a smaller, more tight-knit team and proximity and everything else that goes along with that. And I think it comes back to this understanding the role.

It's genuinely hard to kind of think examples where there's real success. where you can see this real bind together. It's probably easier in my experience with the smaller organizations, but I think that's as a result of being a smaller, more tight-knit team and proximity and everything else that goes along with that. And I think it comes back to this understanding the role.

So from a success perspective, your first focus typically is in customer success is, right, well, how do I serve this customer and make sure that A, I can retain them and B, that I can grow them? And the things that frustrate you in customer success typically are this feeling of they've been missold. So they've been missold. And in that situation, marketing and sales are to blame.

So from a success perspective, your first focus typically is in customer success is, right, well, how do I serve this customer and make sure that A, I can retain them and B, that I can grow them? And the things that frustrate you in customer success typically are this feeling of they've been missold. So they've been missold. And in that situation, marketing and sales are to blame.

But actually what I found, you know, and you talk about pressure and how that forms diamonds, right? And that sounds a bit cheesy, I know. But when you get those pressure points, what then comes out the back of that is this realization. And I think this is where I've seen it work in those startup modes. We go, actually, we do need to be a bit more aligned.

But actually what I found, you know, and you talk about pressure and how that forms diamonds, right? And that sounds a bit cheesy, I know. But when you get those pressure points, what then comes out the back of that is this realization. And I think this is where I've seen it work in those startup modes. We go, actually, we do need to be a bit more aligned.

We do need to come together a little bit more. Let's understand this. And I know, Teresa, that Magnus do a lot of this work across kind of customer journey mapping things. But it's something that I've been an advocate for for many years as well in really truly understanding right from the beginning or even before a customer knows who we are all the way through to this advocacy piece.

We do need to come together a little bit more. Let's understand this. And I know, Teresa, that Magnus do a lot of this work across kind of customer journey mapping things. But it's something that I've been an advocate for for many years as well in really truly understanding right from the beginning or even before a customer knows who we are all the way through to this advocacy piece.

And I think so many organizations go, I'm going to do a customer journey map. So when do they buy? Okay, when do we hand over to CS? Customer journey done, right? Or how do we acquire them? Then there are sales qualified lead, customer journey done, or CS, it's all about, it doesn't matter. We just got to keep the wheels rolling and it becomes very support focused.

And I think so many organizations go, I'm going to do a customer journey map. So when do they buy? Okay, when do we hand over to CS? Customer journey done, right? Or how do we acquire them? Then there are sales qualified lead, customer journey done, or CS, it's all about, it doesn't matter. We just got to keep the wheels rolling and it becomes very support focused.

I think that holistic and where we've been able to, where in some cases I've orchestrated or where I've seen it being orchestrated, bringing those teams together to go, what is it that you do? What is it that you do? And in a recent workshop with a client who had that sort of, that's interesting. So there was a marketing person on the team and a sales person.

I think that holistic and where we've been able to, where in some cases I've orchestrated or where I've seen it being orchestrated, bringing those teams together to go, what is it that you do? What is it that you do? And in a recent workshop with a client who had that sort of, that's interesting. So there was a marketing person on the team and a sales person.

The marketing person was like, we could definitely help you do more there. Yeah. I didn't realize that that's the kind of insight you wanted to share with your customer. And it's those opportunities to have those clicks and those moments of, right, light bulb's gone. Let's do something different.

The marketing person was like, we could definitely help you do more there. Yeah. I didn't realize that that's the kind of insight you wanted to share with your customer. And it's those opportunities to have those clicks and those moments of, right, light bulb's gone. Let's do something different.

Your example there, Johnny, just links right back to what Teresa said at the top, which is around having that holistic view across all of those things and having a leader who's driving that, but then also driving down the same objectives and the same goals, which stops your leaky bucket.

Your example there, Johnny, just links right back to what Teresa said at the top, which is around having that holistic view across all of those things and having a leader who's driving that, but then also driving down the same objectives and the same goals, which stops your leaky bucket.

I recall when we had Chris Register from Planhat on the podcast quite recently talking about an example of him talking to a CRO saying, we just need to keep filling the hopper, we just need to keep filling the hopper. He's like, You've got a leaky bucket, right? That's why your ARR numbers are down. It's not because you're not getting enough in the front door.

I recall when we had Chris Register from Planhat on the podcast quite recently talking about an example of him talking to a CRO saying, we just need to keep filling the hopper, we just need to keep filling the hopper. He's like, You've got a leaky bucket, right? That's why your ARR numbers are down. It's not because you're not getting enough in the front door.