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

The other day I was arguing with Obaid that Peter Parker is the only super hero that reports into marketing.

And he was like, "he doesn't report into marketing, he's a photographer."

And I was like, "yeah, art dept falls under marketing."

And he was like, "okay, maybe in saas, but at a newspaper that's not really marketing."

And then I was like, "what do you mean?"

And he was like, "photographs are basically like part of the product in a newspaper. Not marketing."

And I was like, "so what you're saying is he's a product led marketer?"

And Obaid was like, "dude, no. Plus he's a freelancer anyway."

And I was like, "that's an irrelevant argument. peter parker is the only product-led marketer in the marvel universe."

Then Obaid paused and I was thinking, "yeah...got em."

Then he just said, "No."

And I was like, "huh?"

And then he was like, "he's actually a performance marketer."

And I was like, "there's no evidence that spider man worked as a performance marketer while simultaneously being a freelance photographer for the daily bugel."

And he was like, "don't you remember that scene where Uncle Ben says the thing about great power and responsibility? It's like the most iconic line in Marvel."

Then he brought up the scene (shown below)

And I was like, "shit...you're right. He was a marketer."

And Obaid was like, "yup."

Then he left the huddle and I was like, "wait...that's what i said."

Then I turned on The Dark Knight bc DC is better than Marvel.

Also, if spider man was a performance marketer he would use #Clay's new ads feature. 

#ClayPartner

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

Your CSM manages more revenue than your best AE.

Nobody talks about this.
The average AE carries a $1-2M quota. The average CSM is sitting on a $5-10M book. That's 3-5x the revenue impact. Every single day.

And how does the org treat that?

The AE closes a $500K deal. Gong. President's Club. Accelerators on every dollar.

The CSM saves a $1.2M renewal that was walking out the door, expands it by $300K, and gets a Slack emoji.

Same revenue. Completely different value signal.

And we let this happen.

CS leaders accepted the lesser comp structure because we were told "retention is its own reward." We stopped making the revenue case. We let finance call us a cost center and we adjusted to it instead of fighting it.

We built the cage. Then we complained about being in it.

You want to fix CS turnover? Fix the math.

Comp on GRR and NRR impact. Celebrate saves like closed-won. Build a career path from CSM to GM — not from CSM to "be grateful."

Because when your best CSM leaves, they don't just take their title. They take the relationships that keep your biggest accounts from picking up a competitor's call.

𝗖𝗦 𝗱𝗼𝗲𝘀𝗻'𝘁 𝗵𝗮𝘃𝗲 𝗮 𝗿𝗲𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗬𝗼𝘂𝗿 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝗵𝗮𝘀 𝗮 𝗿𝗲𝘀𝗽𝗲𝗰𝘁 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗔𝗻𝗱 𝗖𝗦 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 — 𝘄𝗲 𝗵𝗲𝗹𝗽𝗲𝗱 𝗯𝘂𝗶𝗹𝗱 𝗶𝘁 𝗯𝘆 𝗻𝗼𝘁 𝗱𝗲𝗺𝗮𝗻𝗱𝗶𝗻𝗴 𝗯𝗲𝘁𝘁𝗲𝗿.

⁉️ What's the total book value your CS team manages vs. your sales team's combined quota? Run the number. Then ask yourself why comp doesn't reflect it.

#customersuccess #csleadership #saas #revenuegrowth #therevenueratio

LeeRon Yahalomi 

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

I get asked all the time: what resources can you share to help CS teams with renewal conversations?

Here's the honest answer: Most renewal training focuses on the mechanics. How to structure the call. What to say. What objection handling frameworks to use.
That's not your problem.

Your problem is that renewals are being treated like a transaction that happens at the end instead of a conversation that started at kickoff.
If the first time you're asking "are you comfortable renewing" is on the renewal call, you already lost

Here's the framework I actually use and share when people ask.
𝟭. 𝗦𝗲𝘁 𝘁𝗵𝗲 𝗳𝗿𝗮𝗺𝗲 𝗲𝗮𝗿𝗹𝘆.
"Let's align on outcomes and what next year looks like, then we'll talk terms."
𝟮. 𝗖𝗼𝗻𝗳𝗶𝗿𝗺 𝘃𝗮𝗹𝘂𝗲 𝘄𝗶𝘁𝗵 𝗿𝗲𝗰𝗲𝗶𝗽𝘁𝘀.
"In the last 90 days you achieved X, Y, Z. Which matters most internally?"
𝟯. 𝗙𝗶𝗻𝗱 𝗴𝗮𝗽𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲𝘆 𝗯𝗲𝗰𝗼𝗺𝗲 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝗼𝗻𝘀.
"What would block you from renewing?"
𝟰. 𝗔𝘀𝗸 𝘁𝗵𝗲 𝗿𝗲𝗻𝗲𝘄𝗮𝗹 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗱𝗶𝗿𝗲𝗰𝘁𝗹𝘆.
"Based on what we just reviewed, are you comfortable renewing?"
𝟱. 𝗜𝗳 𝗽𝗿𝗶𝗰𝗶𝗻𝗴 𝗰𝗼𝗺𝗲𝘀 𝘂𝗽, 𝗮𝗻𝗰𝗵𝗼𝗿 𝘁𝗼 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀 𝘁𝗵𝗲𝗻 𝘁𝗿𝗮𝗱𝗲.
"If we adjust commercials, let's tie it to scope or term. What matters most?"
𝟲. 𝗔 𝗱𝗲𝗮𝗱 𝘀𝗶𝗺𝗽𝗹𝗲 𝗰𝗮𝗹𝗹 𝘀𝗰𝗿𝗶𝗽𝘁:
Open: "Confirm value, align on next year, cover renewal terms."
Value: "Here's what we delivered. What should we highlight to your leadership?"
Risk: "What would make this a no?"
Close: "If we keep X and solve Y, are we renewing?"
Commercials: "If budget is tight, we can talk term, scope, or payment structure. Which lever matters?"

Now here are the actual resources that are useful if you want to go deeper:
 • Winning by Design has a solid renewal blueprint that breaks down the mechanics properly. Link in comments.
 • Gainsight runs a "Negotiation to Renewal" masterclass that's worth the time. Also in comments.
 • Never Split the Difference by Christopher Voss. If you haven't read it, read it. If you have read it, read it again. Every renewal conversation is a negotiation. Most CS teams are terrible at it because they were never taught.
 • Pavilion University has a Retention and Renewals course if you want structured training for your team.

All the links are in the comments. 👇 

💡But remember this:  The best renewal framework in the world doesn't fix a customer that should have been flagged six months ago.

Renewals don't break at the call. They break upstream.



#CustomerSuccess #Renewals #ChurnPrevention

Dear CEO,

𝗔𝗜 𝗱𝗶𝗱𝗻'𝘁 𝗯𝗿𝗲𝗮𝗸 𝘆𝗼𝘂𝗿 𝗖𝗦 𝘁𝗲𝗮𝗺.
𝗜𝘁 𝗲𝘅𝗽𝗼𝘀𝗲𝗱 𝘄𝗵𝗮𝘁 𝘄𝗮𝘀 𝗮𝗹𝗿𝗲𝗮𝗱𝘆 𝗯𝗿𝗼𝗸𝗲𝗻.

Your CS team has been sitting on the most valuable intelligence in your entire revenue org. Which customers are about to churn. Which promises made at close will never get kept. Which product gaps are quietly killing adoption. Where the next wave of lost revenue is coming from.

That intelligence existed before AI. It was trapped in call recordings, CRM notes, and the gut of CSMs too underwater to do anything with it.

𝗔𝗜 𝗷𝘂𝘀𝘁 𝗺𝗮𝗱𝗲 𝗶𝘁 𝗶𝗺𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲 𝘁𝗼 𝗽𝗿𝗲𝘁𝗲𝗻𝗱 𝘁𝗵𝗮𝘁'𝘀 𝗮𝗰𝗰𝗲𝗽𝘁𝗮𝗯𝗹𝗲 𝗮𝗻𝘆𝗺𝗼𝗿𝗲.

Because now the teams that are using it are catching churn four months upstream. They're surfacing expansion signals before sales knows to look. They're connecting customer behavior to board level outcomes in real time.
And your team is still doing QBRs.

Here's the question you should be asking your CS leader right now 
Not "how are customers feeling?" ,"What does our CS team know that the rest of the business isn't acting on?"
If they can't answer that in revenue language, you don't have a CS problem. You have a leadership problem that CS is paying for.

⁉️ Does your CS team know where your next churn wave is coming from? Do you?

#CustomerSuccess #ChurnPrevention #CSLeadership

𝗖𝗵𝘂𝗿𝗻 𝗱𝗼𝗲𝘀𝗻'𝘁 𝘀𝘁𝗮𝗿𝘁 𝘄𝗵𝗲𝗻 𝘁𝗵𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗰𝗮𝗻𝗰𝗲𝗹𝘀.
𝗜𝘁 𝘀𝘁𝗮𝗿𝘁𝘀 𝟲 𝗺𝗼𝗻𝘁𝗵𝘀 𝗲𝗮𝗿𝗹𝗶𝗲𝗿 𝘄𝗶𝘁𝗵 𝗮 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻 𝗻𝗼𝗯𝗼𝗱𝘆 𝗰𝗼𝗻𝗻𝗲𝗰𝘁𝗲𝗱 𝘁𝗼 𝘁𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲.

Most orgs track churn. Few trace it back to root cause.
That's where the Churn Causality Map™ comes in:
Put dollars on one axis. Root cause on the other.

Map every churned customer to the upstream decision that set them up to fail:
 • Wrong ICP at close
 • No exec sponsor in buying process
 • Implementation skipped key step
 • Product gap that Sales "we'll figure it out"
 • Onboarding delayed 45 days

Patterns > anecdotes.

When you see $400K in churn traced to "no technical validation in sales cycle," you don't get better at saving deals.
You change the sales process.

This forces real accountability. And it pulls churn ownership out of CS and into the decisions that actually created it.

𝗖𝗦 𝘀𝗵𝗼𝘂𝗹𝗱𝗻'𝘁 𝗼𝘄𝗻 𝘁𝗵𝗲 𝗽𝗼𝘀𝘁-𝗺𝗼𝗿𝘁𝗲𝗺 𝗮𝗹𝗼𝗻𝗲. 𝗧𝗵𝗲𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝗼𝘄𝗻 𝘁𝗵𝗲 𝗺𝗮𝗽 𝘁𝗵𝗮𝘁 𝘀𝗵𝗼𝘄𝘀 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗲𝗹𝘀𝗲 𝘄𝗵𝗲𝗿𝗲 𝘁𝗵𝗲𝘆 𝗯𝗿𝗼𝗸𝗲 𝘁𝗵𝗲 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿.

What upstream decision creates the most downstream churn in your world?

#GTM #CustomerSuccess #RevenueOperations

“𝗧𝗵𝗲 ‘𝗬𝗲𝘀’ 𝘁𝗵𝗮𝘁 𝗯𝗿𝗼𝗸𝗲 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺”

I can trace one of my biggest team mistakes to a single word:

“Yes.”

 • Yes to the customer request.
 • Yes to the exception.
 • Yes to the “just this once.”
 • Yes to the timeline we didn’t control.

It wasn’t malicious.

It was me trying to be helpful.

But every “yes” was a quiet trade:

 • margin for approval
 • capacity for chaos
 • standards for speed
 • trust for short-term relief

𝗦𝗮𝘆𝗶𝗻𝗴 𝘆𝗲𝘀 𝗶𝘀 𝗲𝗮𝘀𝘆.
𝗢𝘄𝗻𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝗻𝘀𝗲𝗾𝘂𝗲𝗻𝗰𝗲𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗷𝗼𝗯.

The best operators I know don’t move fast by agreeing.

They move fast by protecting the system.

What’s one “yes” you wish you had turned into a boundary?

 #Leadership #CustomerSuccess #DecisionMaking

𝗔𝗜 𝗱𝗶𝗱𝗻'𝘁 𝗯𝗿𝗲𝗮𝗸 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀.𝗜𝘁 𝗷𝘂𝘀𝘁 𝗿𝗲𝗺𝗼𝘃𝗲𝗱 𝗼𝘂𝗿 𝗲𝘅𝗰𝘂𝘀𝗲 𝗳𝗼𝗿 𝗻𝗼𝘁 𝗳𝗶𝘅𝗶𝗻𝗴 𝗶𝘁.

The 2018 playbook, relationships, QBRs, sentiment scores, reactive everything, had a good run.

It's done.

What comes next is either the most valuable version of CS this industry has ever seen.

Or a slow fade into a support team with a better title.

The choice is real and it's happening now.

Full article in the comments. Would love to know where you land on this.

Let me say the thing nobody wants to say out loud. Customer Success, as most organizations practice it today, is broken. Not slightly misaligned. Not 

Open article: Customer Success Is Running A 2018 Playbook In 2026. And It's Showing. by LeeRon Yahalomi • 4 min read

Customer Success Is Running A 2018 Playbook In 2026. And It's Showing.

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