University of South Florida Muma College of Business

Director of Development- USF Muma College of Business

Virginia Tech - Pamplin College of Business

Associate Director of Major Gifts

Bluebird Benefits Group

GTM Brand Ambassador 

Trellus (YC W22)

Brand Ambassador

SaaSySalesMoms

Director of Community Growth

Co-Founder

Flosum

Strategic business development manager with a focus on partnerships and communities.

Partnership Manager

Business Development Manager

Deako Lighting

Home Sales Account Executive

Stateson Homes

Sales Manager

Newport Hospitality Group, Inc

Dual Property Sales Manager

Panera Bread

Catering Manager

Sales & Marketing | Partnerships Manager | Community Builder | Brands & Human Evangelist | Servant Leader | Customer Obsessed |

As Director of Development at the USF Muma College of Business, contributions focus on advancing donor development, educational fundraising, and alumni relations to support the college’s mission. By fostering meaningful relationships and securing impactful contributions, the team drives initiatives that enhance the educational experience and community engagement.  Be BOLD!

Julie Nester

Emma Lo

Customer Success & RevOps Leader | Podcast host of CS In Focus | Help businesses accelerate in customer-led growth

Results-driven Customer Success executive and SaaS startup founder with 13+ years of experience in tech and e-commerce. Passionate about leveraging data-driven strategies to boost customer satisfaction, retention, and revenue growth.

💼 Career Highlights:

- Founded and scaled customer success teams, increasing NPS from 79% to 89%
- Drove $35M+ in revenue, achieving 40% increase in retention
- Built and led high-performing remote teams across customer success, marketing, and operations
- Developed strategies resulting in $7MM ARR from enterprise B2B accounts
- Maintained 119% Net Revenue Retention with zero logo churn

🚀 Expertise:

- Customer Success Strategy & Operations
- Revenue Growth & Retention Optimization
- SaaS Startup Leadership & Scaling
- Cross-functional Team Management
- Data-Driven Decision Making


🔧 Tech Stack:

ChurnZero, Gong, Salesforce, Zendesk, HubSpot, Atlassian, and more

Combining a unique background in healthcare research with tech leadership, I bring an analytical approach to solving complex business challenges. 

--------------

🤝 Let's connect if you're interested in:

- Customer-centric growth strategies
- SaaS scaling and operations
- Revenue optimization in tech startups

Always open to discussing new opportunities and sharing insights on customer success and revenue growth in the tech industry.

#CustomerSuccess #SaaS #RevenueGrowth #StartupLeadership

Manager, Customer Success

- Organize Quarterly Customer Advisory Board
- Implement digital customer success strategies to provide scalable support.
- Utilize data analytics to understand customer behaviour and needs.
- Ensure effective onboarding and adoption of Noibu's platform by customers.
- Proactively identify risks and reduce churn.
- Enhance customer satisfaction and retention through targeted digital interactions.

Emma Lo 🧩

Meet James Alarcon 


We first met at the ChurnZero event 

Since then, he has been the friend who checks in, calls when you are in town, and makes time to connect.

I watched him move from team lead to director. 

He built with what he had.

Tested, iterated, and defended his team when it mattered.


Everyone can talk strategy.

Few can influence a vision and get people aligned.

Even fewer roll up their sleeves and do the hard work. 💪


Now he is in a new role, with his playbook tested and the land mapped.

He is hiring for CSMs🔥


If you want to work for a leader who grows both people and revenue, talk to James Alarcon. 

#hiring #gta #customersuccess

Emma Lo🧋

CS & RevOps Leader | Driving Scalable Customer-Led Growth Across GTM | Top 100 CS Strategist 2025 & CS In Focus Podcast and Owner

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Proud parent moment. ❤️


My little boy put on his Navy Cadet uniform today, stood outside, and sold  poppies with a thank you.

Watching him made me very proud…



The poppy grew over graves in Flanders Fields. 

We wear it to remember those who served and those we lost. 

Every donation helps veterans, serving members, and their families through local Legions.



Remembrance Day is November 11. 

If you see cadets this weekend, please stop for a poppy and a moment of thanks.

#RemembranceDay #LestWeForget #NavyCadets #Poppy

Sales enablement fails when it stops at training.


Thanks to Stephanie White 🩵, I went to my first Sales Enablement Collective summit this week.

All the Customer Success, Sales Enablement, Product Marketing, and Product summits were on the same floor.

It felt like a reminder that we are working on one shared problem:

👉  Design a customer journey that drives customer value at scale.
 = Recurring revenue is just recurring impact.

---------------------------

Aleta C. Bond asked a question that stayed with me:
When does sales enablement become GTM enablement?

Here is what clicked for me, as someone who sits in CS Ops.

1️⃣ Manager enablement is the hidden bottleneck

Few managers coach well, even though coaching is one of the only levers that reliably moves win rates.

If managers do not have time, tools, or a framework, every program hits a ceiling.

You can ship great training. 

If managers are not reinforcing it in daily conversations, it will not show up in revenue.


2️⃣ Enablement should act like an internal consulting team

When a leader asks for “negotiation training,” the first step should be curiosity, not a slide deck.

Questions like:
⋅ What outcome are you trying to change
⋅ How did you decide this skill is the main gap

Often, the issue is coaching quality, process, or focus.

The strongest enablement teams in the room were advising on growth, not just taking training orders.


3️⃣ The best programs are built with Finance, RevOps, and People

⋅ Finance wants a clear return, not a feeling.
⋅ RevOps holds the data that explains what is really happening.
⋅ People sees culture and sentiment before they show up in churn or quota.

The programs that stood out tied work to metrics like ramp time, hiring efficiency, win rates, and product attach.

They agreed on targets upfront, then used enablement to move those numbers.


4️⃣ AI should give humans time back

The most practical AI examples were simple.

Managers used bots to:
⋅ Practice objection handling
⋅ Test product knowledge
⋅ Prepare for executive calls

AI handled repetition.
Humans focused on judgment, relationships, and coaching.


5️⃣ A simple outcomes model beats a noisy dashboard

One framework I am taking home:

→ Reach: Who we touched.
→ Reaction: How they felt.
→ Readiness: What skills they gained.
→ Results: What changed in the business.

If you cannot answer those four, it is hard to defend spend in a QBR or a board meeting.

-----------------------

Leaving the summit, my takeaway was clear:

Sales enablement, revenue enablement, and CS enablement are all working on the same job.

Turn learning into behavior, and behavior into revenue.

💁‍♀️  Are you training reps on a question bank, or on the curiosity to ask better questions?

Thank you for the sharing your insights! 
Ashton W.
Aleta C. Bond
Stephanie White 🩵
Ross Rich
David Seugling
Sriharsha Guduguntla
Danny Wasserman
(and many more)

AI in CS is stuck in the messy middle. 


At NY Success Week, I asked Brent Grimes from Reef.ai a simple question:
Where are GTM teams really with AI adoption?

His answer: 
Plenty of AI projects.
Very few signals strong enough to change a forecast, renewal plan, or board slide.

For GTM orgs, that is the real execution gap
→ Fewer signals, higher conviction.


What we should look into with AI: 

1️⃣  Revenue signal

Churn, down sell, and expansion probabilities 6 to 12 months out 
that influence your commit, not just a health score.


2️⃣ Value signal

Proof that customers are achieving outcomes 
that tie directly to renewal and expansion, not just logins or activity.

3️⃣ Coverage signal

Clear visibility into which champions, buyers, and users are engaged with those outcomes, and how recently.


If AI cannot help you see risk and expansion early enough to change the number, it stays in the experiment bucket.

Are you growning in dashboards and still guessing on renewals?

#reef #ai #GTM #renewals #cs

What happens when Tamagotchi grows wheels and runs on GPT?



As a kid, my “robot” was a Tamagotchi. 🐣

A few pixels on a keychain, and you had to remember to feed it.


Now we have Loona. 🐶 

A robot pet that follows your kid, remembers their face, reacts to emotions, chats with GPT, and helps with homework.


Cool, yes.

However, it subtly changes the meanings of “friend,” “play,” and “help.”


I’m excited about robots like Loona in kids’ lives. 

I’m just not sure I want them replacing relationships and learning. 

P.S. Would you let your kid have a GPT robot best friend?

Anyone attending the Sales Enablement or Customer Success Summit in Toronto tomorrow? 

I plan to meet friends for dinner after happy hour.
Let me know if you'd like to meet up. 

#IRL #Toronto

Forecast this in 30 seconds. 


DAUs are up 18%.
Your champion just left.
Procurement took control.
A second product POC is live.

What’s your renewal probability now...and why?


Most teams default to pipeline. 

However, operators weigh three things first: 
relationship health, user outcomes, buyer control. 

Which one would change your forecast today?

-------------------------

This Friday Eleanor (Ella) Eng and I will interview Anthony DeShazor and Roland Griesmayer on how they build forecasts that survive board inspection. 

We’ll dig into signals, weights, and the inspection cadence that keeps accuracy high.

Join us on CS in Focus LinkedIn Live

📆 Friday, Nov 21 · 12:00–12:45 ET

🔗 https://lnkd.in/gthvhXX5

P.S. What’s your non-negotiable metric in a 2026 forecast, and why?

#gtm #forecast #linkedinlive #cs

The truth behind “healthy” accounts that still churn


Your post-sales pipeline is not a calendar.
It is proof that you are solving real business problems.

On CS in Focus Live, Roland Griesmayer and Anthony DeShazor said the quiet part out loud about forecasting:


Money follows problems.
Predictability follows clarity.


Roland’s bar for a real deal was simple:

If a rep cannot clearly explain the business issue the customer is paying to fix, the deal is not predictable.

“Making someone’s job easier” is not a business issue.
“More intuitive” is not a business issue.

You need answers like:

This fixes X.
This prevents Y.
This unlocks Z in revenue or removes Z in cost.


Anthony pushed the harder truth. 

Most teams don’t fail at delivering value.
They fail at telling the story of that value in a way a CFO will repeat in a budget meeting.

With just over five weeks left in Q4, post-sales pipeline reviews need to tighten up:

1/ Start with the business problem

For every renewal and expansion, ask:
What problem did we solve and how does the customer describe it?


2/ Tie the forecast to a real sponsor

Has the person with budget and authority engaged on that problem in the last 90 days?


3/ Require a written value story

One short paragraph per account: problem, impact, and why it matters now.

If your CSM cannot write it, you cannot forecast it.


4/ Use signals, not sentiment

Swap “they love us” for proof: outcomes achieved, milestones completed, risk removed, executive alignment.

5/ End every review with ownership

Each renewal and expansion needs an owner, a next action, and a date.
No “we will keep an eye on it.”

-------------------
That was the through line from the live:

Real problems make deals real.
Clear stories make revenue predictable.

P.S. What's your non-negotiable when reviewing a deal? 

#gtm #pipeline review

taplio

The Battle

Julie Nester

Emma Lo 🧩

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The Battle

Julie Nester

Emma Lo 🧩

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Emma Lo 🧩's LinkedIn Performance

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