Head of Customer Success · Metroscope · ~2 years
Turning an undefined post-sale motion into a team and operating model
Created the function, team, rituals, account health and voice-of-customer loop for a growing subscription portfolio.
01
The challenge
Start with the situation, not the deliverables.
A growing subscription portfolio had no shared post-sale model, consolidated account-health view or standard for confirming value. Each account was handled ad hoc.
- No internal precedent
- Complex industrial customers
- Customer capacity as an adoption risk
- Team outcomes requiring honest attribution
02
Research & insights
What changed the way I framed the problem.
Insight 01A healthy dashboard is weaker evidence than a customer who can explain the value realised.
Insight 02Quality must be repeatable without erasing the reality of each account.
Insight 03Customer evidence becomes more valuable when Product and Sales can act on it.
03
Approach & decisions
A sequence of choices, not a pile of assets.
- 01
Standardise team and company rituals around account health and success plans.
- 02
Track usage, adoption and perceived value across the portfolio.
- 03
Create explicit recovery criteria for at-risk accounts.
- 04
Build a two-way voice-of-customer system rather than a one-direction service motion.
04
Selected outputs
What the work produced.
- CS operating model and recruitment process
- Portfolio health tooling
- Success-plan cadence
- Six-month recovery plan
- Service catalogue for additional engineering work
Figures are sourced team and company outcomes, not claims of sole authorship. Final publication approval remains to confirm.
05
Impact
Evidence, with context and attribution.
- Team built from 0 to 5 CSMs
- Time-to-value reduced from roughly six to four months
- At-risk account renewed after a six-month plan
- 12+ subscription clients and €4M+ recurring revenue in the portfolio
- Zero churn over the period described
What I learned
The clearest sign of value is a customer who can explain what changed because the product is now part of how work gets done.
What I would do differently
Instrument account and commercial data earlier to separate leading adoption signals from lagging revenue outcomes.