Christopher Voss maps three negotiator types. Most CSMs are built for two of them- the Analyst and the Accommodator. The Assertive throws us off, until you find what they're actually negotiating for.

Most CS teams prioritize quality issues based on who escalates the loudest. This article introduces a 3-Dimension scoring model: Customer Impact × Severity × Time Sensitivity — that replaces instinct with a shared language that CS, Product, and Engineering can all act on.

Two customer meetings. My contributions in each one looked nothing alike. That contrast clarifies something CS executives rarely discuss directly: executive presence is not a fixed behavior. It is a deliberate choice, made differently every time, depending on who is in the room and what the moment calls for. The CS leaders I have seen build the strongest executive relationships are rarely the loudest in the room. They are the most deliberate about which moments deserve their

When a customer fails to realize value, it is tempting to lay that problem at CS’s door. But in most cases, the root cause is detected earlier in the customer journey. Marketing sets expectations. Sales made promises. Product capabilities are not easily proven. CS was handed a customer who was already misaligned. Read this post for practical tips and ideas to promote value and outcomes with your customers.

The hardest part of becoming a CS executive isn't the strategy. It's what you have to stop doing. When I moved from VP CS to CCSO, stepping back from routine conversations with my team and other teams felt like losing control. Nobody told me that feeling was a good sign.

The CS executives who build lasting organizations are not the ones who hit NRR targets for three consecutive years. They are the ones who build the quality foundation that makes those targets repeatable, and who have the Deliberate Courage to raise the uncomfortable quality conversation in rooms where everyone else is celebrating the numbers.

Is your GTM engine failing? From "Sales Heroics" to "Forecast Fog," learn how to bridge the gap between Sales, Marketing, and CS to secure renewals and scale upmarket in a competitive landscape.

Discover how to avoid 'Cognitive Debt' in 2026. Explore the latest research from MIT and Harvard on AI's impact on critical thinking and learn the 3-step protocol to retain your human edge.

If you have worked in Customer Success for as long as I have, you know the feeling of the week between Christmas and New Year’s. It is a strange sort of limbo. No major client priorities. Your inbox slows down, your calendar is relatively empty, and you are left with a binary choice: Shut down or try to catch up on a year’s worth of admin leftovers. This planned downtime is the perfect breeding ground for Micro-Learning. You need 15 minutes a day to plant seeds that will be

As expansion and retention account for a growing share of SaaS revenue, traditional planning models that prioritize new logo acquisition are increasingly misaligned with how growth is actually generated.

In Cyber Security, can value be measured by numbers alone? That question is as relevant as ever, and as complicated as the threats we face. Metrics help in tracking detection and response times, coverage, and compliance. But they may not predict tomorrow’s level of protection amid new threats.

We often assume that the most profound impact comes from those who stay: family, lifelong friends, long-term colleagues. But what about the people who pass by for only a moment… and still change everything? The dynamic of our lives creates new opportunities to meet new acquaintances. In fact, our paths are filled with temporary people.

A few weeks back, I attended two events with fellow Customer Success professionals. The buzz around AI was everywhere—so much so that if...

Sales and Customer Success - The collaboration between the teams is a key success factor, but can it be achieved quickly?

Customer Success teams can proactively influence cost reduction, with inputs to pricing strategy and driving operational efficiency.

By collaborating and enabling internal success, these initiatives can highlight the power of the CS teams, leveraging their unique position.

CS organizations should have a plan to create more growth opportunities. This should be part of the overall business plan for the next year.

CSMs and CIOs have different roles and one common objective. They both link technology-driven metrics to business outcome-driven metricsץ

The German Football Association moved its 70-year sponsorship deal with Adidas to partner with Nike. And there are learnings for all of us

We witness the most massive onboarding and adoption of AI. It is time for a crash course on introducing AI in an enterprise environment.