Head of Sales, Dragonboat
|Customer Success likes to imagine itself as the center of the company universe in terms of 1) customer data intimacy, 2) customer growth and retention, and 3) customer advocacy. On the surface, that perspective is not wrong. However, what about in a world where the product team becomes hyper-proactive around understanding customer desire, customer product usage, and what it takes to drive customer expansion? There’s a persuasive argument to be made that if engineered properly, the product organization could be the main driver of those objectives that the Customer Success organization pursues. Should Customer Success work itself out of a job and help make that happen?