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Jay Nathan

Co-founder of the Gain, Grow, Retain CS community and Chief Customer Officer at Higher Logic.

Professional Background

Jay Nathan is a highly accomplished professional in the realm of customer success and SaaS (Software as a Service) businesses. With considerable experience and a robust skill set, Jay has evolved his career to meet the unique challenges that come with selling software as a service. He understands that the landscape of customer interaction has changed drastically; transactional sales and basic support approaches are no longer sufficient. Customers now demand tangible results, recognizable value, and a trusted partner they can rely on throughout their journey.

With an impressive history of holding executive roles in various companies, Jay has honed a customer retention and growth methodology that empowers tech businesses to efficiently serve diverse markets and customers of all sizes. His commitment to driving customer-centric strategies and processes has led to remarkable outcomes such as achieving 90%+ gross revenue retention and 120%+ net revenue retention for his clients.

Jay is the founder of Customer Imperative, a purpose-driven company established to accelerate customer success for B2B SaaS organizations. Under his leadership, Customer Imperative has collaborated with a multitude of subscription-based businesses, crafting and executing effective growth strategies tailored to the needs of their specific clientele. With a focus on enhancing customer experiences, Jay’s team has continuously delivered impressive results that subsequently drive company growth through satisfied customers and sustained engagement.

Jay’s resume includes an extensive range of roles that showcase his ability to scale operations, improve customer retention, and foster lasting relationships between clients and service providers. His broad spectrum of experience includes being the Chief Customer Officer at Higher Logic, an interim Senior Vice President of Client Success at RainFocus, and an independent consultant to JMI Equity. Notably, he was a significant player in the successful exit of PeopleMatter, acquired by Snagajob in 2016, where he served as both Senior Vice President and Vice President of Customer Success and Services.

Throughout his career, Jay has been committed to leading teams that prioritize customer satisfaction—recognizing that a happy customer is not only likely to stay but also to advocate for the brand.

Education and Achievements

Jay Nathan holds a Bachelor’s degree in Business Administration with a specialization in Information Systems from Appalachian State University. This academic foundation provided him with a well-rounded skill set, laying the groundwork for his future endeavors in technology and customer service.

As he forged his path in the tech and SaaS industries, Jay has consistently sought out new learning opportunities and professional growth, always striving for excellence in his field. His strategic insights and innovative thinking have allowed him to develop methodologies that contribute significantly to customer onboarding, retention, and overall satisfaction.

In addition to his entrepreneurial work at Customer Imperative, Jay shares his knowledge and insights through platforms like the Gain, Grow, Retain Podcast. This initiative serves as a hub for discussions on how companies can effectively retain and grow their customer relationships, emphasizing his commitment to nurturing the business community and creating value through shared knowledge.

Achievements

  • Founder of Customer Imperative: Launched a company dedicated to helping B2B subscription businesses enhance customer success.
  • Successful Exit of PeopleMatter: Played a pivotal role in the acquisition of PeopleMatter by Snagajob, showcasing his leadership in customer success strategy.
  • Chief Customer Officer at Higher Logic: Instrumental in shaping customer experiences and success in this reputable organization.
  • Development of Proprietary Customer Retention Methodology: Created a proven system that supports companies in achieving exceptional customer retention rates and revenue growth.
  • Contributions to Professional Community: Regularly engages with industry peers and thought leaders through his podcast and consulting efforts, promoting best practices in customer success management.
  • Extensive Leadership Roles: Held senior positions across several organizations including Blackbaud and Snag, further establishing his expertise in customer service and tech solutions.
  • Active Community Involvement: Beyond the professional sphere, Jay is a dedicated husband and father, as well as a community member of Seacoast Church in Mt. Pleasant, SC, where he engages in local initiatives and support programs.
  • Personal Pursuits: Jay is also an avid music enthusiast, being a student of the guitar for 30 years and aspiring to one day lead a Jimmy Buffett cover band, reflecting his creative side and passion for music.

In conclusion, Jay Nathan is a forward-thinking leader i

Highlights

Jun 19 · linkedin

I'm fired up about customer success in enterprise SaaS after a couple of conversations I've had this week.

One with a friend of mine who leads customer success at a giant, publicly traded company. They decided to move to a paid model because the white-glove customer success model devolved into a "jack of all trades, master of none" situation.

The second with a CX leader in a smaller company building customer success for the first time. Their first hire into this role is already falling into the same white glove trap.

Enterprise customer success teams are usually built with the noble goal of improving customer experience and providing proactive engagement and support.

But all too often, here’s what actually happens:

  • CSMs get roped into weekly or monthly “check-in” calls with their customers.

  • CSMs coordinate internal resources and teams on behalf of their customers.

  • They help to prioritize which support cases are most critical to their assigned customers at any given point in time.

  • They handle product feedback and enhancement requests.

  • They manage escalations.

All of these are important jobs to be done for the customer. But the combination of all these tasks is not a job, much less a career.

Furthermore, they represent a collection of broken customer service processes within the areas of the company that should own them. For example: Cold sales-to-onboarding handoffs that fail to pass on business case and technical details.

  • No formal process for managing product feedback at scale. No closed-loop process for cases that escalate from support to product and engineering.

  • Minimal support for anything other than technical, “broke/fix” issues through support channels (e.g. how-to, best practices, etc).

  • A one-size-fits-all implementation approach.

  • No reengagement strategy for customers who “go dark” during implementation.

CSMs bravely run toward the fire when any of these problems arise. They work to smooth the rough edges of the customer’s experience despite the fact that they have little control and limited influence over the resources who can solve the problem.

This style of customer success management, let’s call it Concierge Customer Success, is an expensive and inefficient way of delivering basic service to customers. Despite the cost, Concierge Customer Success only serves to maintain acceptable customer service levels. There’s little incremental value-add above the customer’s baseline expectations.

But the worst part is this: In the process of covering gaps, Concierge Customer Success management makes customer service mediocrity invisible to the rest of organization. And because these deficiencies are unseen, their root causes are rarely addressed.

What’s the answer? Should we do away with CS altogether?

No.

But we should rethink it.

(Ran out of space👇)

--

If you like this content, join over 3000 other SaaS Customer Success execs on the GrowthCurve [dot] io newsletter.

#saas Jay Nathan

May 29 · linkedin

The first time is always special..

Today we held our first customer office hours call. The Churnkey Retention Roundtable.

We had 25 customers join us (55% attendance rate) for open dialog and knowledge-sharing around how to get the most out of self-serve subscription cancel flows.

Here's how we did it:

  1. We selected a topic we knew would be interesting to the widest possible audience of our current customers - cancel flows.

  2. We (and by "we" I mean Daniel Hall) created a brief presentation with everything we've learned from four years of helping customers retain customers.

  3. We used Luma to schedule the meeting (see landing page below). Luma puts an individual calendar invite on everyone's calendar, sends reminders, and tracks attendance. A must-have tool for a community-style events.

  4. We shared our content and opened the floor for input, discussion, and questions along the way. We invited participation along the way and got lots of it.

  5. Next we'll send a follow-up survey to gather feedback and input on future topics.

If you've never done this style of engagement before, there are some fears that you'll have to overcome:

  • What if nobody shows up?
  • What if nobody says anything?
  • What if there are competitors on the call?
  • What if customers are belligerent on the call?

Let me assure you, the upside will always far-outweigh the downside. Even if three people show, you can have an intimate conversation and learn from your customers.

People always have things to say, you just need to call on them (thanks for teaching this to Jeff and me this back in the GGR days, Nils).

People can use their best judgment on what to share and how to share it. Reality is that we aren't giving away trade secrets on these calls.

Finally, if you put your best foot forward to engage with your customers professionally, people are likely to behave. Be ready to handle any dicey conversations offline and commit to one-on-one follow up calls if necessary to tackle an particularly gnarly issues.

What you will get is: product feedback, peer-to-peer learning, marketing content, and engagement -- the holy grail of customer success teams everywhere.

Have you run an office hours call with your customers yet? If not, what's holding you back?

#saas #profitablegrowth #plg #customersuccess Jay Nathan

The first time is always special..


Today we held our first customer office hours call. The Churnke

Related Questions

How did Jay Nathan develop his unique methodology for customer retention and growth?
What key strategies does Jay Nathan implement at Customer Imperative to ensure high gross revenue retention?
Can Jay Nathan share insights from his experience with the acquisition of PeopleMatter by Snagajob?
In what ways does Jay Nathan foster a customer-centric culture within B2B SaaS organizations?
What are Jay Nathan's views on the future of customer success in the tech industry?
How does Jay Nathan balance his professional goals with his personal life as a dedicated husband and father?
What inspired Jay Nathan to launch the Gain, Grow, Retain Podcast, and what topics does he cover?
What trends does Jay Nathan see emerging in customer success and software as a service?
Jay Nathan
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Location

Mount Pleasant, South Carolina