“We’ve established a customer success team as an extension of support but we are finding that they struggle to get beyond reactive support.”

A #customersuccess team isn’t support.

And it’s not sales.

And it’s not somewhere in between the two.

It’s a *consulting* function. To help customers achieve their goals.

As people.

As companies.


They need a separate charter centering on customer outcomes.

They need a prioritized list of strategic and high potential accounts to work with.

They need a playbook that is specific and has tools, templates and talk tracks by which to engage the customer.

They need to engage less hands-on in technical product matters and more in business consulting to help customers figure out how those buttons, switches and doohickies in your product help them meet their business goals for the month, quarter, year...

I post about this a lot, but there’s still so much confusion about this role and it’s value in large, small, early stage and mature companies.

I worry that we are spending precious resources on a function we expect to help grow our business only to find that it’s a reactive extension of support.

How are you changing the script around customer success in your org?
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