Elizabeth Quispe

Here is the current version of my best practices for kickoffs. It's really an intro call - This is not requirements call. NOTE THE CSM interaction! Take about success criteria, not the weather Assign them homework that they need to do in order to "start" the project. This can help your metrics if you report on when project "starts" vs kickoff Are you doing any of these?

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For RevOps & GTM Systems Pros: Why Normal Forms Are Your Secret Weapon You didn’t need a CS degree or IT certification to get where you are. You got here by building systems, untangling integrations, and owning the SaaS stack when no one else would. But as your org scales, so does the complexity of your systems—and your data. That’s where Normal Forms come in. They’re not just for database admins; they’re a framework to structure data, avoid duplication, reduce errors, and build workflows that won’t break. 1NF: Each field should hold one value, and every row should be unique. Example: Split a field like “Regions Covered” with values like “North, East” into separate records or fields. Why? Filtering becomes impossible when you cram multiple values into one field. 2NF: Every field should depend on the full primary key. Example: If you’re tracking “Deals” with a key like “Account + Deal Name,” don’t include unrelated data like “Rep Hire Date.” Keep that in its own table to avoid bloated data. 3NF: Fields should depend only on the primary key—nothing else. Example: If “Pricing Tier” determines “Discount Percentage,” pull Pricing Tier into its own table rather than calculating downstream. Keeps dependencies clean and reduces unexpected errors. 4NF: Don’t store multiple, independent sets of data in the same record. Example: If a customer has multiple “Preferred Products” and operates in multiple “Regions,” split these into related tables. Keeps relationships consistent and scalable. 5NF: Break down tables into the smallest meaningful pieces while keeping relationships intact. Example: Use a junction table to track reps managing multiple accounts across multiple territories. Makes data modular and easier to maintain. You’re already making these decisions every day—whether something should be a custom object, a related table, or a simple field. Normal Forms give you a framework to get it right, helping you build cleaner systems that scale with your business. How are you handling data structure challenges today? Let’s compare notes in the comments 👇

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Problem-solving isn't always about finding a magic silver bullet. I mean, we want it to be (just once!) - but often the best solutions come from trying, refining, tweaking, and iterating to find the right mix of many additive pieces that together move the needle. Nine months ago, the KPI’s our teams used weren’t providing the data- driven insights we needed to see and respond to operational issues quickly. We needed clarity and actionable analytics that would help us apply better rigor and faster interventions. So I set out with my team to build operational playbooks. At first, we thought we had it all figured out—define the KPIs, build the data, measures, and processes, then execute. But we quickly ran into siloed datasets, conflicting measurements, and the need for clearer processes. So we iterated. Refining the Metrics and Fixing Gaps We reassessed the KPIs themselves- were they measuring what we needed, were they actionable? In the web channel we found that ticket handle time wasn’t based on reliable ticket workflow source data, and had to address tooling and process changes to enable the right data. Across all channel KPI's, we changed from ‘median’ metrics, which tended to hide outliers, to ‘average’ metrics that better surfaced them. Test, Adjust, Repeat Introducing small, controlled changes to sourcing, ingestion and analysis of the KPI data allowed us to pressure test our work while still building and refining the views and playbooks. It wasn’t perfect at first, but it allowed us to implement early changes while refining others. The Feedback Loop Throughout, we actively sought input from managers and the teams in real time. It wasn’t enough to rely on the mechanics—we needed that human feedback to validate each iteration. A Hundred Little Things Problem-solving isn’t often about one big solution, it’s about the many incremental gains that build towards sustainable, impactful outcomes. For my team, all of these efforts came together to give us what we needed- a unified, analytics-based, operational structure that allowed us to see and respond to service activity quickly. What’s a process you've iterated on to drive long-term success in your team? Let’s share ideas and keep improving together. #b2bcustomersupport #customerservice #customerexperience #customersupport #customersuccess #customercare #leadership #servicedelivery #serviceoperations  #transformation #growth  #innovation #opentoconnect #opentowork 

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Stop treating your CSM like fancy support—they should be a revenue powerhouse. 💸 For every $1 you invest in a CSM, you should get $5 back in retention/expansion revenue. Sound like a stretch? Here are 5 ways a CSM can do it: 1️⃣ 𝗜𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗮 𝗛𝗲𝗮𝗹𝘁𝗵 𝗦𝗰𝗼𝗿𝗲. Think of this as a radar for understanding your customers: 🔴 RED: At risk of leaving. Not using the software. Not getting results. 🟡 YELLOW: Not getting results but engaged. You can still turn them around. 🟢 GREEN: Getting results. Engaged. 🟣 PURPLE: Getting results. Engaged. And telling others. Start simple—use the last interaction as a qualitative measure. You can add numbers later, but don’t overcomplicate it from the start. Keep it real—gut feel counts too. You can always build it up as your system matures. You can refer to HubSpot's Dharmesh Shah's Customer Health Index, which we talk about in 𝘚𝘰𝘧𝘵𝘸𝘢𝘳𝘦 𝘢𝘴 𝘢 𝘚𝘤𝘪𝘦𝘯𝘤𝘦. 2️⃣ 𝗧𝗵𝗶𝗻𝗸 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆 𝘁𝗼 𝗱𝗿𝗶𝘃𝗲 𝘁𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. CSMs that drive business impact don't just act on a project plan... They’ll... ✅ Understand the customer's business ✅ Know the outcomes they're trying to create ✅ Minimize the trial and error associated with getting there They’re not just product experts—they’re trusted advisors who help customers get where they want to be with as little rework as possible. 🤝 3️⃣ 𝗡𝗮𝗶𝗹 𝘁𝗵𝗲 𝗿𝗲𝗻𝗲𝘄𝗮𝗹 𝗮𝗻𝗱 𝘂𝗽𝘀𝗲𝗹𝗹 𝗽𝗿𝗼𝗰𝗲𝘀𝘀. CSMs begin with the END in mind. They're able to meet a customer where they're at. And know where to take them to drive further expansion and renewal. Whether it's the middle of the cycle or preparing for renewal... CSMs think about "𝘏𝘰𝘸 𝘥𝘰𝘦𝘴 𝘸𝘩𝘢𝘵 𝘸𝘦'𝘳𝘦 𝘧𝘰𝘤𝘶𝘴𝘪𝘯𝘨 𝘰𝘯 𝘵𝘰𝘥𝘢𝘺 𝘭𝘦𝘢𝘥 𝘵𝘰 𝘢 𝘷𝘦𝘳𝘺 𝘯𝘢𝘵𝘶𝘳𝘢𝘭 𝘦𝘹𝘱𝘢𝘯𝘴𝘪𝘰𝘯 𝘰𝘧 𝘵𝘩𝘦 𝘱𝘳𝘰𝘥𝘶𝘤𝘵." A lot of the time, expansion comes from knowing that: 👉 Once we solve one problem, another one pops up. An example I like to use is if you're using an email marketing platform and you don't have a big list... the main focus is on how to capture more leads for the list. Once you have a list of 10K or 50K, it's now going to be about deliverability. But if you're talking about high deliverability rates when there's only a list of 500 people... it doesn't really matter at that point. ❌ A CSM is able to orchestrate a natural renewal and upsell process by knowing how one problem in the customer journey leads to the next and how to introduce the next products or renewals along the way. 4️⃣ 𝗘𝘀𝗰𝗮𝗹𝗮𝘁𝗲 𝘃𝗮𝗹𝘂𝗲. Want more engaged advocates? I call them PURPLE customers. CSMs can help turn happy clients into testimonials, case studies, event speakers, and referral machines. The holy grail of SaaS is when your existing clients are referring more new clients than the number of churns. So even if we turned off sales and marketing, the business would continue to grow. 💸 5️⃣ Check it out in the comment section 👇👇👇

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I remember talking with a customer success manager who was laser-focused on proving the value of their solution to a client. On paper, everything lined up. The numbers looked good, the charts were great, and the story was compelling. But when it came time for the company's end users and decision-makers to buy in, they encountered roadblocks. Why? The numbers, charts, and success stories were too focused on company-level benefits and not enough on the individuals who made up that company. Too often, when we think about customer value, we stop at the business level. But to create long-term relationships and be seen as trusted partners, we must zoom in on the individuals we serve. Thanks for the opportunity to talk about the human element of the customer success equation in your GrowthCurve.io newsletter, Jay Nathan. Heads up, the newsletter has a new domain: ChiefCustomerOfficer.io. More to come. #CSM #CustomerSuccess #HumanElement #CX #Trust #Relationships

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Many revops leaders feel the death by 1000 cuts at work Despite them having “revenue’ focused goals, they just become a de facto “task machine” for mostly sales - Re-assign account - Account is duplicate - Can’t login  - Wrong territory  - X tool not working - 1000+ other small tasks They are always in firefighting mode , never-ending tasks No one really sees the volume of tasks that get thrown their way It’s a never-ending list that is always “urgent”. As a result, they never get to focus on what truly matters To work on strategic projects that move the deal. That help to ✔️ Measure what matters ✔️ Improve conversion rates, velocity  ✔️ Optimize processes to create efficiencies It’s a luxury many of them don’t have Revops can be truly strategic as a department, but most organizations don’t know how to make it their secret sauce Take the day today to thank a revops person in your team - odds are high that they feel overworked, unappreciated and truly wish to be a partner to your pipeline goals 

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Ways your RevOps team should be leveraging AI: ✅ 1) Finding similar clients This is a big challenge in many larger orgs. You're looking for a few companies to name-drop in cold outreach or to weave into your sales deck. You end up messaging half a dozen people to find companies of a similar size, industry, etc. RevOps can use AI to automatically populate 3 similar companies in a Salesforce account field. - Similar employee count - Similar department size (if applicable) - Similar industry - Similar product / use case etc. ✅ 2) Customer success stories We all want reps to use more stories in their outreach and during the sales process. But this is really hard if you weren't the rep who closed the deal. So enablement/ops ends up creating a spreadsheet for everyone to use. It gets messy. RevOps should use AI to automatically populate customer success stories to a Salesforce account field. - The problem - The approach - The result - Name + role + testimonial ✅ 3) Measuring adherence and behavior change Conversational intelligence tools are doing a decent amount of this with multi-threading in deals, etc. But the problem is that most sales leaders spend little time on those platforms. They spend more time on Salesforce reports. RevOps can use AI or a conversational intelligence tool to append adherence metrics to in-flight deals like: - # of active stakeholders (buyer and seller side) - Adherence to specific techniques or language - Follow up time of emails after calls - Use of customer stories etc The possibilities are endless with this one. Then run a report on everything you want to see. Kyle Norton talked about this quite a bit in his recent podcast episode with Mark Kosoglow. ✅ 4) Contact & Account data Reps spend hours hunting for emails, phone numbers, LinkedIn profiles, etc. Reps may need to see Crunchbase profiles, investor pages, etc as well. RevOps can use AI to automatically append most of this data to contacts and accounts in Salesforce. ~~~ This list is just the tip of the iceberg. Where do you see RevOps using AI to improve rep efficiency? Drop a comment below and let me know.

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Here are 3 differences between a low-performing and high-performing #CSM. Low-performing CSM (LP CSM) <---> High-performing CSM (HP CSM) 𝐎𝐯𝐞𝐫𝐰𝐡𝐞𝐥𝐦𝐞𝐝 <---> 𝐈𝐧 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 #CS can be overwhelming. There is always a lot going on. From customer requests, demands, expectations etc to internal goals, KPIs, priorities etc. LP CSMs have a really hard time managing this. While HP CSMs know how to prioritize, say no, and focus on what moves the meddle, the LP CSMs spend their time putting out fires, chasing customer requests and running around. 𝐑𝐞𝐚𝐜𝐭𝐢𝐯𝐞 <--> 𝐏𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 LP CSMs are reactive with their work. They start their day by opening up their email or Slack, see what is being asked of them and jumps in to resolve those things. HP CSMs spend one hour on Sunday night planning out their week to see what they need to accomplish, what will move the needle and create a plan of attack. 𝐊𝐧𝐨𝐰𝐬 𝐭𝐡𝐞 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐰𝐞𝐥𝐥 <--> 𝐊𝐧𝐨𝐰𝐬 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐰𝐞𝐥𝐥 LP CSMs typically still need to improve their business acumen, but can still be good at talking about their product and all the features and things it can do. That becomes their focus with customers, how to use the product or service. HP CSMs on the other hand, have high business acumen and focus on the "why" as much as the "how". Why will this feature help? Why is this important for their business goals? What is their business really? HP CSMs know how to talk business, not just product. At the end of the day, there are many, many tactical and strategic difference between low and high performing CSMs that I could list out. But these 3 are typically fundamental. If you spend your entire time chasing tasks and requests, you will not have time to move the needle on anything important. If you are tactical and start each day from scratch in CS, you will never be "ahead" of the game and constantly stay in chase-mode. If training a customer on the product is just about the features, the CSM wouldn't be needed...just send them a training video and do group training sessions for customers. So as a CSM - or leader of CSMs - ask yourself: am I (are we) in control, proactive, and business-minded? If yes, then you have the foundation to succeed. If no, then you have some work to do... *** 🛎️ If you enjoy my content, follow me for more ♻️ Repost to share with your network #CS #customersuccess #CS #accountmanagement #revsetter

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A piece of cross-functional collaboration advice: If you're in a meeting trying to problem solve, and someone pops into your head who could be critical to finding the solution, follow that gut feeling. Get the right people involved, when that instinct hits. My job includes tracking those people down and pulling them in. Customers don't care about your org chart. They do care about working products that help them win. Bring the key stakeholders that can make that happen into the conversation, as soon as you notice they're missing. #CrossFunctionalCollaboration #ProblemSolving #Collaboration

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A company buys a new product and uses it for a year or two. The product’s okay, not game changing, not widely adopted, but the buyer rarely hears from the product team. Then…three month out from renewal, what happens? A CSM introduces themselves (“Hi! I’m new!”), and asks about extending the contract. Heh? 🤨 Fool you once, maybe…but eventually this buyer will churn because they lost interest and don’t understand the value add. They may not even remember what the product is by this point. This may have worked in the past, but it won’t anymore. It’s a dated approach designed for a different market, which no longer translates to results. All it gets is a snarky post on LinkedIn. Recurring revenue comes from consistent value. It comes from a lot of effort to constantly engage with customers. Is a customer truly successful if they only feel good about your product once a quarter? Are they really getting the best results if they never have one question about how to do so? Probably not. CS teams need to be present and impactful, and that needs to happen often. More than once a year, and definitely more than a quick check in when it’s time to renew.

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How many CSM's do we need? Start by assessing your team's capacity to understand workload limits and decide the optimal time a CSM should devote to each account monthly. Your segmentation is CRITICAL here, as it ensures tailored service to different customer groups. We encourage using a capacity model as it serves as a foundational step in understanding workload limits for CSMs. Implementing a capacity model is essential, as it provides a structured approach to manage workloads effectively. Watch the video below as we explain this approach. Is your customer success strategy prepared for growth?

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Friday brainwave... As I interview candidates, I think about key CS metrics. I always ask the basic question, "What KPI do you think is most important in the CS motion?" Simple enough, but also insightful. Alignment on this is important. My philosophy is that retention without expansion is a red flag. Oftentimes, companies that focus on retention have a retention problem. At that point, it's too late. Investing in growth will usually earn you retention for free. This is how you get to ongoing value creation. It's simply not enough to retain and renew anymore. Think about it. Even if you're delivering solid value and outcomes for your customers today, in 1 year or 3 years, that same value will be old news. Your customer and stakeholders will want to see new value created and attribute more of their successes to this value. For them to sustain and demonstrate their impact, their successes need to be incremental... therefore, the value you provide does too. Expansion is essential for retention. #customersuccessisthenewsales #noretentionwithoutexpansion #growthisking #customersuccesskpis #customersuccess #cs 💡📈🤝🌟🏆😎

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"It's ok, they are auto-renew" said the CSM that didn't make his renewal numbers. As customer success managers, we tend to focus on customers who are at risk of churning or have specific needs that require our attention. We then ignore the auto-renew customers, especially if the usage is "okay." These customers may seem like they don't need our attention since they are automatically renewing their subscriptions without any issues. However, there are several reasons why we should prioritize them too. 💲 First, these customers represent a stable revenue stream for the company, which is vital for its growth and sustainability. By maintaining a strong relationship with them, we can increase the likelihood of them upgrading their subscription or referring us to others in their network. ❓Secondly, even though they may be happy with the product or service, they may have questions or concerns that they haven't voiced yet. By proactively engaging with them and asking for feedback, we can address any issues they may be facing and improve their overall experience. 🤝 Lastly, by maintaining a positive relationship with these customers, we can create brand loyalty and ensure their continued support. This can be beneficial in the long run, especially in times of crisis or when introducing new products or services. Therefore, as a CS team, we must not overlook the customers that are on auto-renewal. Instead, we should continue to engage with them, ask for feedback, and provide value to maintain a strong and mutually beneficial relationship. By doing so, we can ensure a stable revenue stream, increase brand loyalty, and provide exceptional customer experiences. And like anything that you take for granted- don’t. How are you engaging with your customers on auto-renewal?

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“Remember those walls I built Well, baby, they’re tumbling down.” 🎤 “Halo” by Beyonce [in honor of “Cowboy Carter” coming out] We’ve said for years that #CustomerSuccess is a company-wide strategy - not just a department. And it’s not just us Gainsight - every Chief Customer Officer I’ve spoken with has told me that the critical success factor for improving customer retention is to get cross-functional buy-in around the importance of successful clients. In short, we have to tear the organizational “walls” down. An emerging partner to the Customer Success mission is one of the most important out there: Marketing. Many great Chief Marketing Officers have, for years, cared about the entire customer journey. But diminutive views of the value of Marketing by Boards (and even CEOs) often pigeonholed CMOs into being the “lead gen people.” This is a travesty, because CMOs are some of the savviest and most data-driven executives around the board room table. How can CS teams and Marketing teams work together to drive company-wide Customer Success? I’ll start with some ideas and I’d love to hear from you - especially the Marketers reading this: 🧭 Customer Journeys: Marketing and CS teams can collaborate on analyzing the existing end-to-end customer journey and mapping out what it should be. 🖥️ Digital Adoption Campaigns: One of the hottest trends in CS is scaling through a digital-first model. There’s no better partner for this than working with the experts in digital engagement - Marketers! In particular, Marketing teams can help CS teams create compelling content and ensure that clients aren’t overwhelmed with messages. 📣 Advocacy: The biggest source of net new leads and sales in any company is customer advocacy. Customer Success teams know which clients are achieving strong outcomes and understand their use cases. They can help advocacy teams to identify prospects for case studies, references, conference speakers and more. 🎉 Events: While an “old school” view of vendor events was about engaging prospects, digital and in-person events are a phenomenal way to connect with existing clients in service of accelerating retention and expansion. 🤝 Community: In the same vein, online community is a powerful way to keep the dynamic of an event going on an ongoing basis. Many community initiatives are jointly run by Marketing and Customer Success, since communities can drive both advocacy as well as adoption and value. 💰 Expansion: SaaS is all about Net Retention. Given this, Marketers have increasingly focused on driving more business from existing clients. Customer Success teams are vital to this, since they know which clients are ready for an expansion campaign. No use in sending an upsell email to an unhappy client. What did I miss? If you’re in CS, how do you work with your Marketing peers? If you’re in Marketing, what’s working for you in collaborating with CS? CC Scott S. Kellie Capote Anthony Kennada

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"Complaints are just solutions waiting to be created" It's so easy to become desensitised to complaints as a Customer Success Manager. It's our job to mediate and advise and because of this, we may often hear similar feedback and immediately go into defense mode. "This functionality isn't possible," or, "that's not on the roadmap for a good couple of months". While there is definitely a time and place to manage expectations and educate the customer on internal processes and ideal use cases, sometimes we miss opportunities to meet the customer where they are and deliver a creative solution. While we may not be able to change the timeline of a roadmap, we can flex our creative thinking and reframing skills. As a first step, avoid taking feedback at face value and dig a little deeper. 2 simple but incredible frameworks that help me do this are: 👉 Mirroring. Repeating back the last end of sentences to encourage sharing more context. 👉 The 5 Why's. You might not *literally* have to repeat this 5 times however going through the process of asking, "Tell me more, why is that important to you," or "why is this a challenge for your business?" will help you uncover the real issue at hand. I've been humbled so many times asking this question to only have all my assumptions about the problem be completely blown away. Once you understand the true route cause, you can begin to advise and educate with confidence. As an enablement activity, or a solo strategy session, you may like a framework I've used to develop my solutioning muscle, deeper understanding of product, and by default, the customer. To prepare: 1. Pull a core list of known recurring customer complaints/feedback. 2. Upload to Miro using their sticky notes/workshop templates. Then: 3. Solo or with your team, shortlist and categorise based on how common/impactful they are. 3-5 is a good number pending on the time available and the size of your team. Once shortlisted, prime the session by asking, "How can we turn complaints into solutions?" To do this, run through these prompts: 4. Is this complaint arising out of a lack education? The product already does this so can we create resources to support? 5. Can we reframe this complaint in a way that highlights our strengths and where we "win"? 6. Is there a workaround we can teach? If the answer to all 3 is no, and it's sitting in high impact, this then qualifies as important product feedback to channel up. If you answered yes to any of the questions, you've suddenly got the groundwork needed to create resources and talk tracks that actually deliver value and support retention in your portfolio. How does your team manage customer feedback? #CustomerSuccess #Enablement #VoiceOfCustomer

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Want a radical way to boost sales strategically? Put constraints on yourself. Here’s what worked well for me (to get to closed/won on $16.1M ARR in <2 years): - Set a timer for 90 mins to complete 1 high-value activity in AM - Do this most important rev gen task before checking email - Turn off notifications except from top prospects/clients - Limit responding to email to two blocks per day - Identify only 3 "other" key tasks to complete - Don’t shut down until you plan tomorrow - Delete Slack from your phone You’ll feel the results in a week. Those results will compound over a month. It becomes the difference in surpassing quota for the quarter. You enter President’s Club at the end of the year and think... "Wow, that was fun." Constraints work. They set you free. Constraints make strategic selling a fun game. Be proud of the things you don't do just as much as the things you actually do. Try it and see what happens! 🐝

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1% better every day means small incremental improvements that build over time (1.00)^365 = 1 (1.01)^365 = 37.78 (we'll round to 38 😊) Think about that, 38 times better than you would have been in a steady state. So, what are you focusing on improving? (Credit to Chris Gardner, The Busyness Delision for the 1% math example) #data #analytics #onepercentbetter

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🚀 Should Customer Success Managers be Technical? 🤔 In the ever-evolving landscape of customer success, there's an ongoing debate: should Customer Success Managers (CSMs) be technical? On the latest podcast with Lizzy Rosen, we dive into this topic and explore the value of technical expertise in driving exceptional customer experiences. 💼💡 Lizzy and I worked together managing a very technical team at Brightcove, and we drew upon our time together and learnings through the years. According to the AI, we discussed: The delicate balance between technical expertise and soft skills, the significance of understanding customer needs, and the potential of hiring internally. Here, we highlight the key topics discussed in this enlightening episode. 1. Understanding both the product and the customer's needs and challenges: CSMs are critical in bridging the gap between the product and the customer. They must possess a deep understanding of the product's features and benefits, while also empathizing with the challenges and objectives of the customer. By aligning these two aspects, CSMs can provide effective solutions and drive customer success. 2. Leveraging technical experts for complex customer queries: Rather than expecting CSMs to possess a wide range of technical and customer service skills, the podcast explores the potential of employing technical experts to handle more complex customer queries. This approach allows CSMs to focus on building strong relationships and ensuring overall customer satisfaction. 3. Building a "farm team" of future CSMs from within: The conversation delves into the idea of hiring from within the organization, particularly from the support team, to create a "farm team" of individuals who have a deep understanding of the product and its customers. By nurturing and developing talent internally, companies can cultivate a pool of future CSMs who are already acquainted with the organization's values and processes. 4. Balancing immediate premium staff hiring with long-term training: The podcast explores whether to hire premium staff immediately or invest in long-term training for existing employees. While immediate hiring may bring in external expertise, investing in the training and development of current employees can foster loyalty and a deeper understanding of the organization's goals. The conversation between us sheds light on the multifaceted skills necessary for Customer Success Managers. By understanding both the product and customer needs, leveraging technical expertise when needed, considering internal hiring strategies, and balancing immediate hiring with long-term training, organizations can empower their CSMs to drive customer success and achieve sustainable growth. Listen here: https://buff.ly/3QNuzJk And how technical should they be? Let me know in the comments?

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