Renewals shouldn’t be a surprise.

Retention Diagnostic

A full read on why your customers leave, built from your own numbers and your own calls rather than from a framework. I walk the entire path a customer takes, from the sales handoff through onboarding, adoption, and renewal, and I sit in on live calls at several points along that path so I am judging what actually happens rather than what the process document says happens.

You send me: four quarters of churn and contraction data with whatever segmentation you have, your historical product usage tracking, and the artifacts for each stage, meaning the sales-to-CS handoff, the onboarding process, the post-onboarding usage playbooks, the renewal playbook, and the health scoring system. Then a seat on a few live customer calls.

You get: a straight evaluation of what is working and what is not at every stage, and a stack-ranked list of what to fix first with the reasoning behind the order, presented to you and your leadership team.

CS Organization Diagnostic

Whether the team you have can deliver the number you need. Structure, coverage, capability, cadence, and tooling looked at together, because a portfolio problem and a skills problem look identical from the outside and get fixed in completely different ways.

You send me: your current org chart with reporting lines and levels, the book of business by CSM with account counts and ARR, your growth and headcount plan, the CS tools you pay for and what actually gets used, and your hiring artifacts, meaning job descriptions, scorecards, and the interview loop. Then time with the team, in short conversations with each CSM and manager and a seat in your internal CS meetings.

You get: current vs. recommended org design with role charters, a coverage model with accounts and ARR per CSM targets, a competency read on the team, a meeting and time audit with a recommended operating cadence, a tooling and data-flow review, and a phased hiring plan.

Full CS Diagnostic

Both diagnostics run as one engagement, so the customer findings and the team findings connect instead of contradicting each other.

You get: one integrated findings report, a scored CS maturity baseline, and a prioritized 90-day roadmap presented to the CEO and leadership team.

New Customer Onboarding Playbook

Onboarding is where retention is won or lost, and most teams cannot say what finishing it actually means. I start with your segments and what genuinely drives time to value in your platform, then we build the journey around that: what onboarding complete means, how time to value gets measured, how the process is managed, and who owns which touchpoint. We fix the materials your team puts in front of customers along the way, and I help you roll the whole thing out to the org rather than handing you a document and leaving.

You send me: your customer segmentation, your current onboarding process and the materials you use in it, product usage data showing what early adoption looks like, and the sales-to-CS handoff as it works today. Then time with the people who run onboarding now.

You get: an onboarding journey by segment with a defined finish line, a time-to-value measurement you can report on, an ownership map across every touchpoint, reworked kickoff and success-plan materials, and a rollout to the team that gets it actually used.

Customer Health Score System

Most health scores measure what is easy to pull rather than what predicts a renewal. I start with the score you have now, the weightings behind it and why each input was chosen, then interview your team to understand your real use cases and how customers actually realize value. From there we decide together what you should be measuring, what is missing, and whether the weighting holds up. Then we build it, implement it in whatever CS software you already run on, and roll it out to the team. The model gets pressure tested against every segment you serve, because a score that works for enterprise often falls apart in SMB.

You send me: your current scoring model with its inputs and weightings, your customer segmentation, your product usage and platform adoption data, and access to your CS software. Then time with the CSMs and leaders who use the score day to day.

You get: a scoring model with weightings you can defend, validated segment by segment, implemented in your existing CS platform with risk tiers, alerting, and a play for each tier, plus a rollout to the team so they trust the number and act on it.

Renewal Program

Renewals should be predictable, and in most companies they are not, because nobody really owns them until sixty days out. I start with how it works today: who owns the renewal, when it gets broached, what incentives get used, and how the renewal is actually pitched. Then we rebuild it around predictability, with a conversation that leads with the value the customer has already received rather than with a contract date. I install an operating cadence that catches renewals slipping on either axis, time or health, and we build a renewal forecast your board can trust.

You send me: your renewal process as it exists today, including who owns it and when it starts, four quarters of renewal outcomes with dates and any uplift or discounting, the messaging and materials used in renewal conversations, and however you forecast renewals now. Then a seat in a few live renewal conversations.

You get: a renewal process built around predictability with clear ownership and timing, a value-led renewal pitch and messaging, a weekly operating cadence that surfaces slipping renewals early on both time and health, and a renewal forecast system feeding board-level GRR and NRR reporting.

AI Operations for CS

Every CS team is being told to use AI, and most are either doing nothing or paying for tools nobody opens. I build AI for customer success teams for a living, so I can tell you quickly where it genuinely changes the work and where it is theater. We start with what you actually run today, then decide where AI belongs in your motion, which is usually the preparation, synthesis, and signal work rather than the customer conversation itself. Then we build the competency in your team, because tooling without competency just becomes another unused seat.

You send me: the AI and automation tools you pay for today with actual seat usage, the workflows your CSMs run in a normal week, any AI policy or data constraints you operate under, and time with the CSMs actually doing the work rather than the people who bought the tools.

You get: an honest read on your current AI operations, a map of where AI belongs in your CS motion and where it does not, tooling recommendations grounded in what your team will actually adopt, working patterns built around your accounts, and an enablement plan that leaves real AI competency behind.

CS Manager Development

Your best CSM just became a manager, and nothing about carrying accounts prepared them for it. This is mostly 1:1 coaching, week over week, built around the frameworks a new manager needs before the bad habits set in: how to run a 1:1 and get comfortable doing it, how to prioritize their own work against their team’s, how to judge a CSM against a real competency framework, how to give direct feedback that leads to results, and how to build a coaching plan the CSM buys into rather than endures. We take it through to the performance cycle, so the same competency framework that guides coaching is the one the review is written against.

You send me: weekly time with the manager, a look at their team and the book they are responsible for, and a seat in a few of their 1:1s and team meetings, so the coaching is about live situations rather than hypotheticals.

You get: a manager who can actually run the job, and the frameworks they keep: a 1:1 structure, a way to prioritize their work against the team’s, a CSM competency framework with a method for evaluating against it, a direct feedback approach, a coaching plan CSMs buy into, and a review framework built on the same competencies, with support through the first cycle.