Todd Clouser 🧙‍♂️💜

I learned content growing a YouTube channel from 0 - 10M+ monthly views.
I learned social by building an audience of over 1M followers across channels.
I learned community growing two Facebook groups to 12k+ monthly active users.
I learned influencer marketing building a team of 15+ creators that drove millions in DTC revenue.


Now I help B2B companies incorporate those strategies and tactics to build their own marketing machine.

DM me to chat.

Party Wizard

https://qrco.de/be1MOp

Todd Clouser

Things I want to see more (and less) of on LinkedIn this year:

MORE:
- detailed playbooks on small experiments that you've run with real numbers/results (wins and losses)

- entertainment connected to messaging and povs (not just product)

- community -- at one point LI felt like a big community, now it feels like ground zero for the dead internet theory

- collabs -- speaking of community, we used to collab for the fun of it and to see how audiences reacted. Nowadays pretty much any collab comes with a dollar sign.

*personal one* - a return of cheat codes (Obaid?)


LESS:

- 'hooks' -- we've glorified clickbait as 'good hooks'. I'm so tired of reading/watching content where every sentence is a tease to the next sentence. Yes, I understand that you want me to get to the end, but once upon a time we did that with good content instead of holding value hostage with every freakin sentence.

- AI generated content -- probably gunna get hate for this one, but i don't agree with the 'typing my thoughts into ChatGT and then refining the output is not the same as ai-generated content' argument. feel free to disagree, but (in my opinion) ChatGPT is a crutch and makes you far less creative the more you use it and LI far less enjoyable.

- AI comments -- 18 months ago (when AI was more obvious) we all pointed and laughed at the ai comments. Now that AI is good (and harder to spot) everyone has adopted ai comments.  **see community bullet above**

What do you want to see more/less of here this year?

Shout to Jen Allen-Knuth for prompting the idea for this post.

Tech hub people be ravin on rooftops and shit in their "day in the life".

I haven't shaved in a month and just kinda move throughout my house a lot.

Anyone else?

𝗜 𝗯𝘂𝗶𝗹𝗱 𝗽𝗼𝘀𝘁 𝘀𝗮𝗹𝗲 𝗲𝗻𝗴𝗶𝗻𝗲𝘀 𝘁𝗵𝗮𝘁 𝗺𝗮𝗸𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗽𝗿𝗲𝗱𝗶𝗰𝘁𝗮𝗯𝗹𝗲 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝗮 𝗾𝘂𝗮𝗿𝘁𝗲𝗿𝗹𝘆 𝗽𝗿𝗮𝘆𝗲𝗿 𝗰𝗶𝗿𝗰𝗹𝗲. 𝗧𝗵𝗶𝗻𝗸 𝗼𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴, 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻, 𝗲𝘅𝗽𝗮𝗻𝘀𝗶𝗼𝗻, 𝗮𝗻𝗱 𝗿𝗲𝗻𝗲𝘄𝗮𝗹 𝗮𝗹𝗹 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝗹𝗶𝗸𝗲 𝗮𝗻 𝗮𝗰𝘁𝘂𝗮𝗹 𝘀𝘆𝘀𝘁𝗲𝗺 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝗵𝗲𝗿𝗼𝗶𝗰 𝗲𝗳𝗳𝗼𝗿𝘁.

I lead Customer Success at Aligned, where I design AI powered GTM architectures that scale cleanly from first touch to full adoption. My work lives at the intersection of CS, Sales, Product, and Marketing and I’m known for aligning every part of the lifecycle around one thing. Outcomes.

Sixteen plus years in the wild across Sales, Customer Success, Onboarding, Support, and Professional Services. Early stage chaos, enterprise expectations, VC backed velocity, PE backed discipline. I’ve built teams through every version of growth.

Before Aligned, I built the entire post sale organization at Regie.ai through five times company growth. I owned GRR, expansion, and time to value for an AI driven GTM platform and built the kind of programs that make customers stay, grow, and advocate.

Earlier at Textio and DreamBox Learning, I ran CS, global partnerships, support, and professional services and drove retention, growth, and enterprise value by making post sale the revenue engine it should be.

I operate with a systems brain. I don’t babysit problems. I fix the OS. I believe CS is the next sale and the real GTM engine starts after the signature.

What I’m known for
• Turning onboarding and adoption into revenue outcomes
• AI powered GTM strategy that connects Sales and CS
• Full lifecycle ownership from implementation to expansion
• Scalable coaching and enablement programs
• Feedback loops that shape product, pricing, and roadmap
• Executive alignment that turns CS into strategy instead of a ticket queue

𝗜𝗳 𝘆𝗼𝘂’𝗿𝗲 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆 𝗱𝗲𝗳𝗶𝗻𝗶𝗻𝗴 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗮𝗻𝗱 𝘄𝗮𝗻𝘁 𝗽𝗼𝘀𝘁 𝘀𝗮𝗹𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗵𝗮𝘁 𝗺𝗼𝘃𝗲𝘀 𝗻𝘂𝗺𝗯𝗲𝗿𝘀 𝗶𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝘃𝗶𝗯𝗲𝘀, 𝗹𝗲𝘁’𝘀 𝘁𝗮𝗹𝗸.

LeeRon Yahalomi

𝗡𝗲𝘄 𝘆𝗲𝗮𝗿. 𝗡𝗲𝘄 𝗯𝗲𝗴𝗶𝗻𝗻𝗶𝗻𝗴.
𝗜 𝗴𝘂𝗲𝘀𝘀 𝗶𝘁’𝘀 𝗺𝘆 𝘁𝘂𝗿𝗻.

I’ve joined Docket to build and lead Customer Success.

Not because they need CS.
Because they’re willing to design it correctly.

And because they’re building AI the right way.
Native. Purpose built. Not duct taping AI onto an old workflow and calling it innovation.

DocketAI sits at the exact intersection I care about right now:

• AI that actually changes how GTM teams operate
• Revenue leaders who want signal, not noise
• Customer Success as a growth lever, not a clean up crew

What pulled me in wasn’t just the product.

It was the ambition.

• Build CS as a strategic function from day one
• Design for outcomes, not activity
• Treat customers like long term operators, not short term renewals

That combination is rare.
Most companies talk about it. Few are willing to commit to it.

𝗧𝗶𝗺𝗲 𝘁𝗼 𝗯𝘂𝗶𝗹𝗱.
𝗧𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘄𝗮𝘆.
𝗡𝗼𝘄 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝘄𝗼𝗿𝗸 𝘀𝘁𝗮𝗿𝘁𝘀.

LeeRon Yahalomi 

AI GTM Leader | CS to Revenue Architect | 5x Growth | Ex-Regie.ai, Textio, DreamBox | PE & VC-Backed Operator

𝗪𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝗯𝗲𝘀𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗹𝗲𝗮𝘃𝗲 𝗾𝘂𝗶𝗲𝘁𝗹𝘆, 𝗶𝘁’𝘀 𝗻𝗼𝘁 𝗴𝗿𝗮𝗰𝗲.
It’s a verdict.
𝗬𝗼𝘂 𝗱𝗶𝗱𝗻’𝘁 “𝗹𝗼𝘀𝗲” 𝘁𝗵𝗲𝗺.
𝗬𝗼𝘂 𝗱𝗿𝗼𝘃𝗲 𝘁𝗵𝗲𝗺 𝗼𝘂𝘁.

High performers don’t explode.
They don’t issue ultimatums.
They don’t beg for clarity.

They observe.

They watch:
 • Mediocrity get protected
 • Politics outperform results
 • Feedback get acknowledged… then ignored

In CS and GTM orgs, quiet exits mean leadership:
 • Avoided hard performance calls
 • Optimized for harmony over outcomes
 • Confused “low drama” with trust

Here’s the part most execs miss:
𝗕𝘆 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲 𝗮 𝘁𝗼𝗽 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗲𝗿 𝗾𝘂𝗶𝘁𝘀,
𝘁𝗵𝗲𝘆’𝘃𝗲 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝘁𝗿𝗮𝗻𝘀𝗳𝗲𝗿𝗿𝗲𝗱 𝘁𝗵𝗲𝗶𝗿 𝗮𝗺𝗯𝗶𝘁𝗶𝗼𝗻 𝗲𝗹𝘀𝗲𝘄𝗵𝗲𝗿𝗲.

You didn’t lose them the day they left.
You lost them when excellence stopped being rewarded and started being relied on.

Top talent doesn’t leave because it’s hard.
They leave because it’s pointless.

👇 𝗪𝗵𝗮𝘁 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝗿 𝗮𝗿𝗲 𝘆𝗼𝘂 𝘁𝗼𝗹𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄 𝘁𝗵𝗮𝘁 𝗴𝘂𝗮𝗿𝗮𝗻𝘁𝗲𝗲𝘀 𝘆𝗼𝘂𝗿 𝗯𝗲𝘀𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝘄𝗼𝗻’𝘁 𝘀𝘁𝗮𝘆?

#ExecutiveLeadership #CustomerSuccess #GTMLeadership #TalentRisk

History repeats itself. Make sure you are on the right side of it.

One day your children and grandchildren will ask you

What did you do when it was happening

Staying quiet is a choice.

And it tells everyone exactly who you are.

If the U.S. right now doesn’t set off alarms for you, that’s the red flag.

The scariest part of history isn’t the villains.

It’s the people who did nothing and allowed it to go on.

𝗔𝗜 𝘄𝗼𝗻’𝘁 𝗿𝗲𝗽𝗹𝗮𝗰𝗲 𝗖𝗦𝗠𝘀. 𝗜𝘁 𝘄𝗶𝗹𝗹 𝗲𝗹𝗶𝗺𝗶𝗻𝗮𝘁𝗲 “𝗯𝘂𝘀𝘆” 𝗼𝗻𝗲𝘀.

AI is about to:

Write your QBRs

Summarize account risk

Draft follow-ups

Surface expansion signals

Which means effort is no longer a differentiator.

The only CSMs who win are the ones who can:

Influence exec stakeholders

Reframe customer priorities

Drive uncomfortable conversations

In other words:

𝗖𝗦𝗠𝘀 𝘄𝗵𝗼 𝗮𝗰𝘁 𝗹𝗶𝗸𝗲 𝗼𝗽𝗲𝗿𝗮𝘁𝗼𝗿𝘀 𝘀𝘂𝗿𝘃𝗶𝘃𝗲.
𝗖𝗦𝗠𝘀 𝘄𝗵𝗼 𝗮𝗰𝘁 𝗹𝗶𝗸𝗲 𝘁𝗮𝘀𝗸 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗱𝗼𝗻’𝘁.

👇 What part of CS work should never be automated?

#AIinCS #CustomerSuccessLeadership #B2B #FutureOfWork

𝗜 𝘂𝘀𝗲𝗱 𝘁𝗼 𝘁𝗵𝗶𝗻𝗸 𝗯𝗲𝗶𝗻𝗴 𝗮 𝘁𝗼𝗽 𝗼𝗽𝗲𝗿𝗮𝘁𝗼𝗿 𝗺𝗲𝗮𝗻𝘁 𝗯𝗲𝗶𝗻𝗴 𝗮𝘃𝗮𝗶𝗹𝗮𝗯𝗹𝗲.
Fast replies.
Always on.
Jumping into every escalation.

And people loved me for it.

Here’s what I didn’t see:
Every time I “saved” an account…
I trained the system to stay broken.

𝗜 𝗯𝗲𝗰𝗮𝗺𝗲 𝘁𝗵𝗲 𝗽𝗮𝘁𝗰𝗵.
𝗡𝗼𝘁 𝘁𝗵𝗲 𝗳𝗶𝘅.

So the business learned the wrong lesson:
“We’re fine.”

And I learned the wrong identity:
“I’m only valuable when I’m rescuing.”

Over-functioning isn’t leadership.
It’s silent sabotage.

The day I got better was the day I started asking one question in every fire:

“Is this a customer problem… or a company-design problem?”

If it’s design:

 • I don’t hero it
 • I document it
 • I surface it
 • I force ownership upstream

Because the goal isn’t to be needed.

The goal is to build a system that doesn’t require rescuing.

👇 Looking back what’s one “hero habit” you had to unlearn to become a stronger operator?

#Leadership #Operators #CustomerSuccess #Execution #MindsetShift

Early in your career, growth is about effort.

Later, it’s about exposure.

Who you’re learning how to think from.

Because here’s what no one tells you:

𝗔 𝗯𝗮𝗱 𝗹𝗲𝗮𝗱𝗲𝗿 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂𝗿 𝗷𝗼𝗯 𝗵𝗮𝗿𝗱𝗲𝗿.
𝗧𝗵𝗲𝘆 𝗺𝗮𝗸𝗲 𝘆𝗼𝘂 𝘄𝗼𝗿𝘀𝗲 𝗮𝘁 𝗷𝘂𝗱𝗴𝗶𝗻𝗴 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳.

You still work hard.
You still ship.
You still “perform.”

But slowly…

Your instincts hesitate.

Your standards soften.

Your ambition shrinks to fit the room.

And one day you wake up thinking you “lost your edge”—

when the truth is: you’ve been taking feedback from someone who never had one.

Good leaders don’t just give feedback.

They calibrate your definition of excellent.

Bad ones quietly lower the bar…

then act surprised when you stop jumping.

Yes ,comp matters.
Titles matter.
Brand matters.

But none of it matters more than this:

Choose the person who sharpens you.
Not the role that flatters you.

👇 Looking back did you grow fastest because of the job…
or because of the person you worked for?

 #Leadership #CareerGrowth #Operators #Performance #MindsetShift

𝗜 𝘂𝘀𝗲𝗱 𝘁𝗼 𝗯𝗲𝗹𝗶𝗲𝘃𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗻𝗲𝗲𝗱𝗲𝗱 𝗯𝗲𝘁𝘁𝗲𝗿 𝗽𝗹𝗮𝘆𝗯𝗼𝗼𝗸𝘀.

More docs.
More workflows.
More “best practices.”

It felt mature.
It felt scalable.

Then I watched teams freeze the moment a customer situation didn’t match the doc.

And here’s the uncomfortable truth 👇

𝗜𝗳 𝘆𝗼𝘂𝗿 𝗖𝗦 𝘁𝗲𝗮𝗺 𝗰𝗮𝗻’𝘁 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗮 𝗽𝗹𝗮𝘆𝗯𝗼𝗼𝗸,
𝘆𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗵𝗮𝘃𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀.
𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗯𝗼𝗼𝗸 𝗰𝗹𝘂𝗯 𝘄𝗶𝘁𝗵 𝗿𝗲𝗻𝗲𝘄𝗮𝗹 𝘁𝗮𝗿𝗴𝗲𝘁𝘀.

Process isn’t the work.
Thinking is.

Customers don’t churn because you missed a step.
They churn because no one read the situation.

Playbooks should support judgment not replace it.

👇 Be honest:
What breaks the moment the doc doesn’t have the answer?

𝗖𝗵𝘂𝗿𝗻 𝗶𝘀 𝗮 𝗚𝗧𝗠 𝗳𝗮𝗶𝗹𝘂𝗿𝗲 𝘁𝗵𝗮𝘁 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽 𝗶𝗻 𝗖𝗦.

CS gets blamed for churn because they’re closest to the customer.

But most churn starts much earlier:

 • ICP drift

 • Sales-led exception stacking

 • Pricing misaligned with delivery

 • Product gaps reframed as “expectations”

CS doesn’t create these problems.

They inherit them.

Strong exec teams don’t ask:
“How do we fix CS?”

They ask:
“𝗪𝗵𝗮𝘁 𝗱𝗶𝗱 𝗚𝗧𝗠 𝗽𝗿𝗼𝗺𝗶𝘀𝗲 𝘁𝗵𝗮𝘁 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗰𝗼𝘂𝗹𝗱𝗻’𝘁 𝗸𝗲𝗲𝗽?”

👇 𝗪𝗵𝗲𝗿𝗲 𝗱𝗼𝗲𝘀 𝗰𝗵𝘂𝗿𝗻 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗼𝗿𝗶𝗴𝗶𝗻𝗮𝘁𝗲 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆?

#CustomerRetention #ExecutiveLeadership #GTM #B2BSaaS

Dear CEO / Founder 

𝗜𝗳 𝘆𝗼𝘂𝗿 𝗰𝗵𝘂𝗿𝗻 𝗶𝘀 “𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗶𝗻𝗴,” 𝘆𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗶𝘀 𝗹𝘆𝗶𝗻𝗴 𝘁𝗼 𝗶𝘁𝘀𝗲𝗹𝗳.

Not maliciously.

Operationally.

You’ve built a GTM system where:

 • Sales owns the story
 • Product owns the roadmap
 • CS owns the fallout
And then everyone acts shocked when retention becomes volatile.

Here’s the truth:

𝗥𝗲𝗻𝗲𝘄𝗮𝗹𝘀 𝗱𝗼𝗻’𝘁 𝗴𝗲𝘁 𝗹𝗼𝘀𝘁 𝗮𝘁 𝗿𝗲𝗻𝗲𝘄𝗮𝗹.
𝗧𝗵𝗲𝘆 𝗴𝗲𝘁 𝗹𝗼𝘀𝘁 𝗮𝘁 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗺𝗶𝘀-𝘀𝗲𝘁 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻.

Most exec teams don’t run a churn strategy.

They run a post-mortem ritual.

They ask:
“What happened with this account?”

Instead of:
“What did we repeatedly promise that the business couldn’t deliver?”

If you want churn to go down, stop treating it like a CS metric.

𝗧𝗿𝗲𝗮𝘁 𝗶𝘁 𝗹𝗶𝗸𝗲 𝗮 𝗚𝗧𝗠 𝗱𝗲𝘀𝗶𝗴𝗻 𝗱𝗲𝗳𝗲𝗰𝘁:

 • ICP drift
 • Exception stacking
 • Value props that don’t map to reality
 • Incentives that reward the wrong behavior

👇 If you’re a CEO: Where does your GTM system quietly create churn Sales, Product, or Leadership?

#ExecutiveLeadership #GTM #CustomerSuccess #SaaS #Leadership

𝗜’𝘃𝗲 𝗯𝗲𝗲𝗻 𝘀𝗮𝘆𝗶𝗻𝗴 𝗖𝗦 𝗶𝘀 𝘁𝗵𝗲 𝗡𝗲𝘅𝘁 𝗦𝗮𝗹𝗲𝗧𝗠 𝗳𝗼𝗿 𝘆𝗲𝗮𝗿𝘀.

Not as a hot take.
As an operating reality.

Customer Success has always carried the revenue burden — retention, expansion, renewals.
What companies did was lie about it.

We told CS to keep customers “happy,”
then expected dollars in return.

We designed the function around sentiment
and judged it on revenue.

No authority.
No commercial acumen.
No power.
No real decision rights.

Just accountability.

That’s why CS feels broken in so many companies.
Not because teams aren’t trying hard enough but because they were never built as what they actually are: a commercial function.

𝗬𝗼𝘂 𝗱𝗼𝗻’𝘁 𝗴𝗿𝗼𝘄 𝗮 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗼𝗻 𝘃𝗶𝗯𝗲𝘀 𝗮𝗻𝗱 𝗵𝗮𝗽𝗽𝗶𝗻𝗲𝘀𝘀.
𝗬𝗼𝘂 𝗴𝗿𝗼𝘄 𝗶𝘁 𝗼𝗻 𝘃𝗮𝗹𝘂𝗲 𝗿𝗲𝗮𝗹𝗶𝘇𝗮𝘁𝗶𝗼𝗻, 𝗷𝘂𝗱𝗴𝗺𝗲𝗻𝘁, 𝗮𝗻𝗱 𝘁𝗶𝗺𝗶𝗻𝗴.

CS was always the Next Sale™.
Most companies just didn’t have the courage to build it that way.

Where are you still asking CS to drive growth while treating it like support?

𝗥𝗲𝗻𝗲𝘄𝗮𝗹𝘀 𝗮𝗿𝗲𝗻’𝘁 𝗹𝗼𝘀𝘁 𝗮𝘁 𝗿𝗲𝗻𝗲𝘄𝗮𝗹.
𝗧𝗵𝗲𝘆 𝗱𝗶𝗲 𝗶𝗻 𝗱𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆.

Not because CS “dropped the ball.”

Because the first expectation was wrong… and everything after that became cleanup.

A promise that didn’t match the product.
A timeline that wasn’t real.
A use case that wasn’t ICP.
A “we can do that” that should’ve been “not yet.”

Then we do the corporate ritual:
 1. Handoff doc.
 2. Kickoff call.
 3. Onboarding plan.
 4. QBR slides.

And everyone pretends the original deal still makes sense.

𝗬𝗼𝘂 𝗰𝗮𝗻’𝘁 𝗼𝗻𝗯𝗼𝗮𝗿𝗱 𝘆𝗼𝘂𝗿 𝘄𝗮𝘆 𝗼𝘂𝘁 𝗼𝗳 𝗮 𝗯𝗮𝗱 𝗽𝗿𝗼𝗺𝗶𝘀𝗲.
𝗬𝗼𝘂 𝗰𝗮𝗻’𝘁 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽 𝘆𝗼𝘂𝗿 𝘄𝗮𝘆 𝗼𝘂𝘁 𝗼𝗳 𝗺𝗶𝘀-𝘀𝗲𝘁 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀.

So when renewal comes, it looks like “unexpected churn.”

It’s not unexpected.

It’s delayed.

𝗠𝗶𝘀-𝘀𝗲𝘁 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗮𝗿𝗲 𝗰𝗵𝘂𝗿𝗻 𝘄𝗶𝘁𝗵 𝗮 𝘁𝗶𝗺𝗲𝗿.

❓ Where does expectation-setting break most in your org discovery, handoff, or onboarding?

#CustomerSuccess #Retention #B2BSaaS

𝗖𝗦 𝗶𝘀𝗻’𝘁 𝗮 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻.
𝗜𝘁’𝘀 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆’𝘀 𝗹𝗶𝗲𝘀 𝗴𝗼 𝘁𝗼 𝗱𝗶𝗲.

Sales can promise.
Marketing can position.
Product can roadmap.

Then the customer hits reality…

…and CS gets blamed for the outcome.

𝗖𝗦 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗰𝗿𝗲𝗮𝘁𝗲 𝗰𝗵𝘂𝗿𝗻.
𝗖𝗦 𝗺𝗮𝗸𝗲𝘀 𝗰𝗵𝘂𝗿𝗻 𝘃𝗶𝘀𝗶𝗯𝗹𝗲.

So here’s the leadership test:

When CS surfaces the pattern…
Do you fix the system?

Or ask for another dashboard?

👇 what churn pattern does your company refuse to own upstream?

#CustomerSuccess #ExecutiveLeadership #GTM #Retention #B2BSaaS

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