Suggestions
Joe Van Remortel
Unflappable and collaborative leader of high-growth, dynamic organizations | Ex-DocuSign, Ex-E*TRADE, Ex-KPMG
Joe Van Remortel is a seasoned business leader with extensive experience in developing and executing successful strategies to drive revenue growth. Having worked with technology and software companies like Hearsay, DocuSign, E*TRADE, and BlueDot Software, he has also worked with professional service firms, including KPMG, ZenithOptimedia, and Omnicom. With decades of experience, Joe has demonstrated excellent leadership skills and is an expert in customer engagement and success. His exceptional ability to scale businesses and execute strategies with urgency makes him stand out in the industry.
Highlights
Can we talk about customer QBRs?
Is this your reality?
🚫 Most customers don’t want to or can’t do a business review quarterly. 🚫Slides of just data and graphs are a SNOOZE-FEST. Makes your company TACTICAL. 🚫Crunching data for weeks, building slides from scratch, and then managing executive changes with 24 hours to go = HELL. 🚫One-sided agendas, rush-presenting 82 slides in 60 minutes and delivering surprise findings ALIENATES and DISCOURAGES. 🚫QBRs conclude with a long list of next steps and NOTHING ever comes of them.
CS Leaders have the opportunity to lead, prioritize and ensure your team’s reality looks more like this:
✅ Can’t meet quarterly, then have 2 very STRONG QBRs/EBRs per year, with execs from both sides. ✅ Deliver data-driven STRATEGIC INSIGHTS tied to a value/outcome narrative to elevate your position as a TRUSTED PARTNER. ✅ Create a STANDARD deck that tells a story and get ACCURATE data/graphs into CRM/BI tools for easy access and analysis. ✅ Build a mutual agenda, have the customer team present and discuss a mutual health scorecard to create COMMITMENT and ENGAGEMENT. ✅ Delineate just 2-3 KEY NEXT STEPS from the longer list, attach names and dates, get CUSTOMER LEADERSHIP BUY-IN during the meeting. Then move on to the next priorities.
So, this all sounds so obvious…Yet, thousands of CSMs suffer through these QBR struggles every quarter.
CS Leaders can address these opportunities with your teams and company leaders to give account teams the tools to delight customers in business reviews. That takes a strong vision of what a QBR/EBR should be, and the operational tenacity to bring that to life.
What are some of your QBR struggles and solutions?
#customersuccess #leadership
⬆ Your young B2B Saas company is GROWING. So, how do you SCALE your rockstar CSM team?
⭐ SEASONED CS LEADERS know that customer and company needs change over time, and CSM skill sets and roles must stay relevant and valuable. Every company situation is unique , but here is some food for thought on SCALING TALENT.
⭐ IN EARLY STAGE (seed to Series A) companies, the small number of CSMs need to be jacks-of-all-trades, focused on product knowledge, onboarding, training, end-user adoption and trouble shooting. At this stage, the Customer Support, Training and Services teams are small, if they exist at all. CSMs are tenacious problem-solvers and comfortable with ambiguity and change.
⭐ IN GROWTH STAGE (late Series A through Series B), CS leaders will need to grow their teams (by promotion and external hires) with CSMs that are more adept at customer relationship building, developing analysis and insights from data, working with growing internal teams (Support, Services, Training) and possibly managing renewals. The number of strategic customers is growing, so leadership needs to ensure that CSMs can lead strategic customer engagement. Leaders need to think about creating more CSM roles inside a career path (to retain and attract the best) to manage your segmented customer portfolio. Leaders may need to create a very senior Principal CSM role, and/or new CS Operations roles to free CSMs from administrative tasks.
⭐ IN LATE STAGE (Series C and beyond), CS leaders will need to expand the team further (again, through promotions and external hires) to effectively manage the portfolio of small and mid-size customers, as well as keep the growing number of Strategics happy and buying more. Your team will need very experienced CSMs equipped with exceptional skills: communication and presentation, program management, complexity management, sales and negotiation (if your company goes that route).
⭐ LEADERS—This is all about growing your team and leading them through these transitional phases. Leaders need to read the situation and anticipate change to know when to make these moves—it’s not always obvious. You’ll also need to address customer segmentation, expanding use of technology and automation, career development, comp plans and evolving CSM roles vis-a-vis new and growing internal partners. Keep prioritizing and deciding what to do now and what can wait.
🔄 And, you can apply this same general thinking if your company is PIVOTING or HUNKERING DOWN because you’ll have to optimize resources and fanatically prioritize on delivering value and efficiency.
❓ What do you think?
#customersuccess #customersuccessmanagement #leadership
