Mark Kosoglow

Chief Revenue Officer (CRO)

Are your customers your growth engine? They should be.

As a teenager, watching 14 videos in the back storeroom on a 7" black and white TV to learn how to sell shoes at the mall was a great foundation. Running a small business with 200+ employees showed me how to be organized. Creating a highly profitable sales territory from one dead for a decade was hard work. Managing 12 salespeople across 9 states cemented my sales philosophy. Getting one of the fastest growing SaaS companies in history to $250M+ in revenue taught me how to balance scaling and delivering a world class customer experience.

Working with a customer-centric team with, by far, the best, smartest, hardest working people I've ever worked with....well, that's an honor and privilege I get to enjoy everyday.

CFO - Chief Fun Officer

Doing dad stuff, exploring interesting and fun opportunities...cookin' up something SPICY!

I love coaching reps. Quick debrief after a call? Yes please!
But, it always felt a bit random, which makes me feel I'm missing something.

What's worse is coaching is the most high value activity managers do.

I tried to use call scorecards several times, but they never lasted long.

Create a rubric, listen to the call, score the call on the rubric, review with rep.

Sounds so easy and organized, BUT it never worked. WHY?

1. Rubrics are hard to create →

How many items is too many? Not enough? What’s most important? How do we make this complete but not so cumbersome it’s a pain to do? What did we forget? When was the last time this was reviewed? Did we launch anything that impacts the rubric?

2. Rubrics are hard to score →

They are often subjective (one manager thinks it’s a 5, but another give is a 3). 

There are also “roll ups” of things that were dynamic through the call. Example: How was the rep’s tone in the call? What happens if it was bad but got better?

3. Too many calls, too much time →

If a manager has 8 AEs, and each AE has an an average of 15 calls per week. 
Team has 120 total meetings.
Each call is 30 mins of average.
A manager has 60 hrs of calls (30 hrs if you run on 2x).
There are discos, demos, negotiations, onboarding, roadmap calls.
So, 30 hrs of 6-8 diff types of calls to score.
Got different regions and segments and it gets worse quickly.

4. Hard to sustain →

Sure, you can do a couple call coaching blitzes, but over time, I've found getting managers to do this consistently and thoroughly never lasts. 

I finally gave up on scorecards.



Then, came AI. The always-on manager that can score anything.

I recently saw Glyphic has AI scorecards.

The AI looks at every call, scores it, creates rep insights.

This is what sales management was always supposed to be, but it never got there.

If the future of buying is a personalize, relevant, self-paced engagement that teaches the buyer everything they need to make the best decisions, then the future of selling is a personalized, relevant, self-paced engagement that coaches the seller on everything they need to help buyers make the best decisions.

You couldn’t do this.

It was impossible...took too long, too subjective, too random.

Now, you can.

If you stop learning as a rep, that’s on you.

If you aren’t being coached by a manager, that’s on them.

Will there be some wrong advise and scoring? Sure.

But, the consistency in it being down and how it is being done outweighs that.

We should #neverstoplearning.

This is a perfect application of AI to overcome a human problem.

Everyone has AI. Humans are the differentiators.

Avoma

Leading all post-sales functions at Avoma including Implementation, Expansion, Renewals & Support.

VP of Customer Success

Catalyst Software

Coach for the Catalyst Coaching Corner, an application-based program that pairs individuals who are looking to elevate their CS career with experienced industry leaders for monthly coaching sessions.

Helping to inspire and mentor CS leaders to grow into Customer Success Executive positions.

Growth Coach

AppZen

Scaled the company from 18 customers to over 1800 global enterprise companies. From Amazon to Salesforce to Charles Schwab, AppZen is the platform of choice for today’s digital CFO and their teams.

Built a Customer Success organization to cover the full lifecycle from Implementation to Renewals. Built global teams within the following functions:  Professional Services, Technical Services, Customer Success, Learning and Development and Support.

Responsible for all post-sales revenue and drove NRR to over 140% along with a profitable Professional Services organization.

Vice President, Customer Success

Base CRM

Led several key revenue teams that were vital to our success post-sales, including:
- Implementation Success Managers
- Customer Success Operations
- Customer Success Managers
- Product Support Specialists
- Technical Support 
- Enterprise Support

Director of Customer Success

Built a Product Support team from the ground up, focusing on the foundation of a strong people, process and a unique culture. Over this time I identified new opportunities that could help our ultimate goal of driving down Net Churn and delivering more value to customers.

•     Hired a team of Product Support Reps locally and in Europe. Mentored and trained the team to have a consultative customer experience while delivering happiness. 
•      Launched a new team of customer advocates that led Implementations for our SMB customers. The focus was to Advise, Teach and Empower our smaller user Base to get up and running effectively with Base. Within this practice we were able to drive cancellations down 67% and a rise in Expansion.  
•	Created a technical support group to support external developers as well as enable our implementation team with complex data migrations. 
•	Formed an Enterprise Support Group that offers Technical Account Management to our top tier customers.  
•	Active hands-on coaching and mentoring within the Product Support group to constantly improve customer satisfaction. 
•	Mentored leaders within the team who owned managing daily reporting and metric analysis for the Product Support team to identify trends and improvements.
•	Provide business insights for all customer facing teams to help drive new and creative ways to delight the customer while increasing revenue.
•	 Analyzing process to optimize for the best support customer experience. Working with data we were able to see product gaps and work with our development teams to close gaps.
•       Due to many of these improvements was able to see a 25% drop in customers questions while our customer Base was continuing to expand. 
•	Work with the engineering teams to ensure that product bugs and defects are resolved quickly.
•	Drive internal projects within the team to improve the customer experience. 

Director of Product Support

Hightail

Successfully led and scaled the support & services organization which consist of Customer Support, Enterprise Technical Support, Billing, Retention, Training & Documentation and our online community groups.  Being passionate about culture I took the customer centric attitude outside of the group to work it in to the overall culture of Hightail. Part of this effort was a company wide program, where all employees would “Fly Along” with support  helping to drive a customer-centric change in the company. 

• The combined services team supported over 60 million end users on the consumer end and over 2500 enterprise companies. Enterprise companies we supported were large scale international companies such as Nike, The Coca-Cola company, Fox Pictures and Mondelez to name a few.

• Mentored and grew senior team members to become strong managers.
Instituted a customer love program to “surprise & delight” our customers and provide a unique customer experience. 

• Created an International presence for our Enterprise customers with Technical Account Managers located in the EU.

• Worked hand in hand with our Product and Engineering teams to have a continuous feedback cycle of customer input.

Director of Customer Services & Training

As the Sr. Customer Support Manager at Hightail my role was to be a hands on leader and coach to effectively manage the Technical and Customer Support teams.  I partnered with product, operations and engineering we have worked to resolve serious issues and develop new ideas, as well as with sales teams to understand customer needs and drive new revenue.   

•  Ensures that the customer services team is extremely customer centric and focused on driving top-line revenues. 
• Launched and oversee the ongoing development of our online user community and knowledge base help ensure the best customer experience at all points of contact.
• Worked with marketing, product and other parts of the org to establish a wholistic view of the ultimate customer experience. 
•  Established a on-boarding strategy to ensure successful employees that understand the big vision of Hightail support.
•  Help to drive, upsell and maintain customer retention by creating a new customer retention group from the ground up.  This small group was able to save the company over $280,000/yearly.
•  Created a vision around our approach to customer refunds which have saved the company $50,000/month.
•  Setup International support offices to provide our customers with 24/7 support.
• Implemented a new CRM to improve upon the customer experience. 
•  Establish and measures key performance and quality indicators for customer care to drive behavior and performance and identify improvement opportunities.
•  Act as the internal customer voice and the advocate for the customer within Hightail.
• Improved our Customer Satisfaction rating quarter over quarter. With a consistent customer experience was able to maintain over 92% CSAT rating. 
•  Very hands on coaching and mentoring with a focus on career growth for all individuals on the team.  
•  The support org had the lowest attrition rate in the company during my tenure.

Sr. Customer Support Manager

AppEzzy

Started a mobile software company with a focus on productivity and entertainment apps. Responsible for all marketing, product vision/design and business strategy.  Our Awards Hero: Oscars Edition app was covered by CNN Tech, USA Today and had over 100,000 active users.

- Shipped 12 applications with a reach of over 250,000 customers.   
- Created the vision for new products and executed on the go to market plan. 
- Collaborated with designers to take our apps from sketches and wireframes to final design.
- Created brand image, served as the point of contact for all press inquiries and marketing.
- Worked hand in hand with our developers to continually iterate on our apps, gleaning insights from customer feedback & market research to create better user experiences.

Co-Founder

Elance

Manage and direct the daily operations of the Customer Service department.

- Ongoing coaching and training to ensure the best possible customer service experience.  Worked to instill core vales of excellent service as well as deep product knowledge.
- Setup an outsourced service center to offer 24/7 service.
- Served as a Liaison with Engineering and Product in order to achieve customer service strategic and operational goals.  Acted as an advocate for customers to ensure their voice was heard.
- Worked closely with the Billing and Dispute Managers to ensure a consistent customer experience and alignment across operational groups.
- Evaluated key metrics and identified opportunities to improve support model.
- Responsible for developing support readiness plans to ensure customer education, internal training and policies are in place for product releases and day-to-day operations.
- Participated in product and release meetings, analyzed key contact and dissatisfaction drivers and acted as the voice of the community by providing insights to the Product Development Team.
- Managed multiple customer forums to engage users, increase product knowledge and build user/brand loyalty while identifying opportunities to improve customer experience and product enhancements.

Key Accomplishments
- Managed chat support project, which resulted in a 12% increase in NPS while reducing support costs.
- Successfully trained a offshore team to handle Tier 1 customer service to provide a 24/7 coverage for email support. This helped to reduce our response time 50% while keeping costs down.

Customer Support Manager

Stagi Imagery

-  Founded, launched and sustained a successful Photography business.
-  Grew the company to over a quarter million in sales with multiple photographers.
-  Responsible for all social media marketing campaigns including Twitter, Facebook and company blog.
-  Ensure accuracy of final customer deliverables resulting in reduction of rework and increase in customer satisfaction
-  Responsible for the entire sales process from prospecting to close.
-  Grew sales 300% in 3 years.
-  Identify and develop sales opportunities within existing client base.
-  Managed trade show operations to increase sales.
-  Responsible for hiring and training employees.
-  Established and managed third party vendor relationships.
-  Oversee all creative advertising campaigns.
-  Authored company blog and monthly newsletters.
-  Planned and produced industry specific educational seminars.
-  Manage and maintain all company accounting.
-  This experience showcases my entrepreneurial spirit and drive, which will promote success in future positions.  It has provided me well-rounded skills to adapt to any new situation and excel.

Founder

MGIC

-  Successfully directed and mentored a team of Account Managers, responsible for client satisfaction & sales to  thousands of clients.
- Responsible for a team sales quota, created a playbook to deliver value to existing customers and drive up-sells.
- Led a team of Trainers responsible for educating and instilling passion for our products in each employee.
-  One on one coaching on creating an unparalleled customer service experience.  
-  Created customer on-boarding and strong focus on relationship building to reduce churn and increase sales.
-  Cultivated and grew a team of Account Managers and Customer support representatives from a team of 2 to 15+.
-  Designed and developed training materials. 
-  Responsible for department sales goals.
-  Managed the creation and distribution of client advertisements and promotions.
-  Directed client retention process and procedures. 
-  Worked closely with finance to streamline the collection process for optimal revenue recognition. 
-  Worked cross functionally with the Director of Engineering and CTO to prioritize product bugs, create new specifications and plan product upgrades.

Manager, Account Management

Creative. Builder. Customer Obsessed. VP of CS @ Avoma

I’m a driven Customer Success Executive with experience in building, scaling, and transforming post-sales teams. I've helped many companies redefine Customer Success resulting in increased retention, long-term revenue growth, and a customer-obsessed culture.

I’ve been grateful to lead teams at companies like AppZen, Base (acquired by Zendesk), Hightail, and Upwork. My entrepreneurial spirit has also led me to start two companies.

I am a dedicated coach, leader and all around tech nerd. Experienced with building Global teams. I have a very entrepreneurial spirit and a belief that we can all change the world. A marathon runner and awesome dad I believe in living life to the fullest.

Mark Stagi

AI won’t replace CSMs.
But it will expose them.

A lot of CS work used to be hidden behind effort:
• Writing recap emails
• Updating CRM
• Pulling reports
• Summarizing calls
• Building decks

AI has automated all of that.

And when the busywork disappears, one thing becomes very clear:

Judgment is the job.

We’re starting to see a real divide inside CS teams.

On one side:
CSMs who use AI to sharpen their thinking:
– Better agendas
– Stronger business questions
– Earlier expansion signals
– Clearer exec-level narratives

AI doesn’t replace them.
It amplifies them.

On the other side:
CSMs who relied on:
– Product walkthroughs
– Status updates
– Process over outcomes
– Hoping renewals “just happen”

AI automates their entire value layer.

And that forces an uncomfortable question:
What value is this role actually creating?

In an AI-assisted world, the skills that matter most aren’t technical:
• Business acumen
• Executive communication
• Call control
• Commercial curiosity
• Decision facilitation

AI can’t replace those.
But it makes their absence obvious.

For CS leaders, this isn’t a tooling problem.
It’s a capability problem.

AI didn’t raise the bar.
It removed the excuses.

Curious to know you are handling this shift?

#1 Skill Transformation Platform for Revenue Teams - Creative. Builder. Revenue Generator.

Consistency for the WIN!

Hit another milestone this month, 100 miles run in November. 💯

No shortcuts. No hacks. Just showing up almost every day and putting in the work.

What’s surprised me most this year isn’t the mileage…
It’s how consistency compounds.

Day by day → habits
Habits → momentum
Momentum → milestones

And the same is true in fitness, leadership, business, and life.

If you want big results, start with small reps and repeat them relentlessly.

Here’s to closing the year strong and building even more momentum heading into 2026. 💪🔥

P.S. Don't judge me on my pace, still working on that :)

Most CSMs are still trained to talk features.

But a CFO who might be signing for a renewal doesn’t care about features.
They care about: revenue, cost, risk.

If your CSMs can’t make that jump, you’ll lose executive attention… and renewals and expansions will stall.

The best CSMs do something different:

1️⃣ They start every call with the business goal, not the product roadmap.

2️⃣ They translate Feature → Benefit → Business Impact → Dollar Impact.

3️⃣ They tie everything back to revenue growth, cost reduction, or risk reduction.

4️⃣ Their QBRs feel like business reviews, not product updates.

That’s how CS earns a seat at the table as a revenue engine, not a support function.

If your team is still leading with “let me show you what the platform can do…”, it’s time to shift to:

“Let me show you how this improves revenue” or “Let me show you how this improves productivity saving you $$$.”

Big difference.

Most CSMs only show up when there’s a meeting on the calendar.

That’s a missed opportunity.

The best CSMs think about value like a marketing drip campaign, not a quarterly check-in.

Every touchpoint should earn attention.

Some simple ways to add value between meetings:

• A short Loom recapping a win or insight from a recent call
• An article or benchmark tied directly to their goals (not generic “thought leadership”)
• A quick note connecting usage data → business impact
• A heads-up on a risk before it becomes a problem
• An intro to another customer doing something similar
• A screenshot with context: “Here’s what top accounts are doing differently”
• A one-paragraph exec-ready summary they can forward internally

None of this requires another meeting.

It requires intentionality.

If your customer only hears from you when you need something (a call, a renewal, a QBR), you’re not adding value, you’re managing a calendar.
And Nobody wants that!

Strong CSMs build trust between meetings.

That’s where renewals, expansions, and executive credibility are actually earned.

taplio

The Battle

Mark Kosoglow

Mark Stagi

Followers

Posts

Engagements

Likes

Performance ScoreMark Kosoglow's LinkedIn Performance

Performance ScoreMark Stagi's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Mark Kosoglow

Mark Stagi

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);}Mark Kosoglow's LinkedIn Performance

Performance ScoreMark Stagi's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreMark Kosoglow's LinkedIn Performance