Precise Analysis & Consulting

Why Customers Don’t Care About Your Org Chart   A customer once told me, “The hardest part isn’t your product—it’s when I get bounced between teams.” That really stuck with me. Our product requires work from 2–3 different internal teams. Naturally, issues come up that sit outside my direct scope. But here’s the thing: the customer doesn’t care about our org chart. They just want someone they can trust to own their success. That means I can’t point fingers or say, “That’s another team’s job.” Even if it is. My role is to gather the information, coordinate with the right people internally, and make sure the customer has one clear, confident answer. It’s fine for them to know multiple teams are involved. What matters is that they always feel there’s one person guiding them to go-live. Because at the end of the day, customers don’t remember which team solved the problem. They remember who stood by them until it was solved.

Going Live Is a Goal—But It's Only the Beginning From my experience, too often implementation teams are measured by one thing: getting the customer live. It becomes the finish line, the KPI, the moment we celebrate. And don’t get me wrong—it is a critical milestone. A smooth, efficient, timely go-live sets the tone for everything that follows. But I strongly believe that going live is just the beginning—not the end. Just because a customer is live doesn’t mean they’re truly ready or set up for long-term success. - The product may still have critical gaps - The implementation might include workarounds or unfinished steps - Most importantly, the customer may not be fully trained or aware of how to unlock the true value of the solution—whether it’s through newly implemented features, optimized processes, or smarter workflows If we stop at "go live," we risk leaving a lot of value on the table—and we risk our relationship with the customer. The real goal is adoption, impact, and long-term success. That’s where the magic happens.

From Sales to Support: Bridging the Gap with Customer Success Many SaaS companies are exceptional at selling their products. They listen, they care, and during the implementation phase, they go above and beyond to help you overcome challenges. You’re thinking, "Wow, this is amazing! These guys are really going to be with me every step of the way." You go live, and then... suddenly, they’re not there anymore. Instead of continued support and guidance, you’re left in a support queue where issues seem to vanish into a black hole. No one is proactively reaching out to explain what’s new with the system, how you can maximize its capabilities, or even how you’re doing with using it. The only time you hear from them again is around renewal time, when suddenly, everyone’s interested in your business again. Sound familiar? This is exactly where Customer Success becomes crucial. The CS team’s role goes far beyond just getting you to go live – they are there to ensure you are successful in using the platform effectively. This means making sure you’re using the system correctly, leveraging all the features available, learning from any mistakes, and making suggestions on how the product could evolve to better suit your needs. Customer Success isn’t just about fixing issues—it’s about fostering a long-term partnership where both sides are committed to ongoing success. When you have a strong CS team, you’re not just a customer; you’re a partner. And yes, they can also help with renewals, but their real value is in ensuring you're truly successful with the product every single day, not just when it’s time to renew. In the end, this is what distinguishes the transactional vendor-buyer relationship from a true partnership model. When both sides genuinely care about each other’s success, that’s where real value and growth happen.  #CustomerSuccess #CustomerValue #CustomerExperience #

Unifying Customer Success, Support, and Implementation: A Customer-Centric Approach Organizations structure these functions differently—Implementation might sit within Professional Services, Support might report into Product, and Customer Success may be entirely separate. However, in my current organization, all three teams operate under one umbrella, ensuring a seamless, customer-first experience. Each function plays a critical role: ✅ Implementation – Guides customers through onboarding, ensuring a successful go-live. ✅ Support – Provides timely, expert assistance to resolve technical issues quickly. ✅ Customer Success – Builds strong relationships, drives adoption, and identifies growth opportunities. A key factor in making this model work is the handover process. Transitioning from Implementation to Support and Customer Success after go-live is crucial. Sharing insights about the customer—their unique implementation, key stakeholders, business goals, and challenges—helps ensure continuity and long-term success. By aligning these teams, we foster collaboration, efficiency, and a more cohesive customer experience at every stage of their journey. How does your organization structure these teams? Have you seen benefits from a unified approach? #CustomerSuccess #CustomerSupport #Implementation #SaaS #CustomerExperience #Collaboration #CX #CustomerJourney

How Technical Should Customer Success Be? This is a question I’ve often discussed with colleagues, and here’s where I stand: the Customer Success (CS) team should focus primarily on the business relationship, not the technical resolution of issues. The core responsibilities of CS—building relationships, managing escalations, driving customer satisfaction, and identifying growth opportunities—require a strong business acumen and the ability to communicate value at a strategic level. For a SaaS platform, technical expertise is critical, but this should primarily reside with the Customer Support or Technical Support team. Here’s how I see the relationship: - Customer Success Team: Owns the big picture. They understand customer goals, timelines, and priorities, acting as the voice of the customer within the organization. They guide Support on what’s truly critical based on their customer conversations and the strategic context. - Customer Support Team: Focuses on resolving technical issues. They handle support tickets, troubleshoot, and deliver technical solutions, while CS ensures these align with the customer’s business objectives. This division of responsibilities allows both teams to excel at their strengths while ensuring customers are both satisfied and successful. #CustomerSuccess #CustomerSupport #SaaS #CustomerExperience #BusinessStrategy #Teamwork #EscalationManagement #CustomerSatisfaction

Customer Connection: Strategies for Users and Leaders Building strong customer relationships requires understanding and addressing their needs on multiple levels. There are two key audiences to engage with effectively: Everyday Users These are the individuals who interact with your product or service daily. Their concerns often focus on specific features, usability, and immediate challenges. Providing guidance, answering questions, and addressing escalations promptly are essential to winning their trust and ensuring satisfaction. Executive Sponsors On the other hand, these decision-makers are looking at the big picture. Their primary focus is on value—efficiency, outcomes, and the ROI your solution delivers to their business. To build relationships with this group, your communication should emphasize strategic benefits, long-term results, and alignment with their broader objectives. Balancing these relationships is critical, and tools like Business Reviews serve as a bridge. These meetings bring both groups together, so they should be thoughtfully designed to address the concerns of both audiences. Clear metrics, actionable insights, and alignment of short-term wins with long-term strategy help build trust and satisfaction across all levels of the customer organization. By tailoring your approach to each group, you can create meaningful partnerships that drive success for your customers and your business. #CustomerSuccess #RelationshipManagement #BusinessStrategy

Unlock Revenue with Smart Retry Strategies for Failed Payments 💡 Did you know failed payments can cost subscription businesses 10-20% of subscribers on average? These customers often still want the service but lose access due to involuntary churn and outdated billing processes. The good news? An optimized retry strategy can help businesses recover over 30% of failed transactions—preserving revenue and saving subscriber relationships. This not only generates additional income but ensures the subscriber remains active for future billing months. The Secret: Data-Driven Retry Strategies ✔️ Retry Timing: Identify the best intervals for retries to maximize success. ✔️ Adjust Payment Payloads: Fix technical errors causing failures. ✔️ Analyze Patterns: Understand why transactions fail to identify recovery opportunities. These strategies often work without customer involvement, minimizing disruption. However, if retries are unsuccessful, clear communication becomes critical. Informing customers about the issue, requesting updated payment details, and setting retry timelines builds trust while reducing churn. Ready to Optimize? We can help you: 🛠️ Analyze payment flows and failure data. 🛠️ Develop tailored retry strategies. 🛠️ Enhance recovery while elevating customer experience. Let’s turn failed payments into saved subscribers and revenue! 🔗 Learn more here about the impact of failed payments. #SubscriptionBusiness #PaymentOptimization #CustomerSuccess #RevenueRetention

Automated Alerts: A Game-Changer for Reducing Churn! Imagine starting your day as a CSM, and instead of hunting through data, you’re greeted with an alert showing you that one of your accounts had a sudden drop in activity. Maybe their submissions or usage tanked overnight. With automated alerts, you'd know immediately and could jump into action! But the magic isn’t just for CSMs – the whole team, including leadership, gets clued in. It's not just "your problem," it’s everyone's radar! And it's flexible – want to tweak the alerts for certain accounts or trends? Done! Early awareness + proactive action =  customer retention and happy leadership! Data isn’t just for insights, it’s for predicting churn and staying ahead. Are you setting the right alerts? Let’s talk best practices for keeping customers happy!   #CustomerSuccess #SaaS #ChurnPrevention #DataDriven

Why Executives Should Be Part of Quarterly Business Reviews In our day-to-day operations, we often focus on the needs and feedback of our platform's users. They bring valuable insights about functionality, report bugs, and suggest enhancements that can elevate our product. While it's essential for the team to engage with these users regularly, it’s equally important to bring executives into the fold during our Quarterly Business Reviews (QBRs). You might wonder, why include executives in these sessions? Here are a few reasons: 1. High-Level Insights: QBRs provide a comprehensive summary of performance over the past quarter and a glimpse into what’s ahead. This is crucial for executives to understand the bigger picture and overall impact. 2. Direct Feedback: This is a perfect opportunity for executives to share their impressions of the project, based on insights from their teams and their own perspectives. 3. Strategic Alignment: Hearing from executives helps align strategies and priorities, ensuring everyone is on the same page moving forward. 4. Visibility of Results: It reinforces our commitment to collaboration and showcases the tangible results we’re achieving as a team. Inclusion of executives in QBRs isn't just about reporting performance - it's about fostering a partnership that drives success. It will help ensure executives are involved, see the value of partnering together and might lead to possibly grow it. Let's make the most of these opportunities to engage and inspire!