Customer Success Manager

Accounts are assigned by a manager. Works within established playbooks rather than setting coverage.

Owns a mid-market book independently — the 50–80+ account range — without a manager assigning coverage.

Owns a portfolio of roughly 30–40 high-value enterprise accounts: fewer accounts, materially more depth in each.

Carries a small number of the platform's most demanding multi-hub accounts.

Supports retention outcomes owned by others, contributing the adoption signal behind them.

Owns retention and expansion across the book, and is expected to document retention rate, expansion revenue and NPS rather than assert them.

Owns commercial outcomes on enterprise accounts where renewals are multi-stakeholder and negotiated rather than administered.

Carries the retention, expansion and NPS number for the company's top account tier, and the playbook the segment renews on.

Handles onboarding and inbound success coaching, driving initial product adoption within an established playbook.

Owns time-to-value across the book, building success plans and running quarterly business reviews.

Designs onboarding for multi-hub enterprise deployments with several stakeholder groups.

Defines what a multi-hub onboarding should deliver and by when, and the bar the segment's CSMs work to.

Works reactively on assigned accounts, and is expected to move out of support mode into proactive relationship building, identifying at-risk accounts early rather than waiting for escalations to arrive.

Drives adoption, retention and expansion independently across a mid-market book, showing strategic depth on key accounts rather than volume alone.

Owns complex, multi-stakeholder enterprise relationships and drives strategic outcomes across them.

Operates at the intersection of customer strategy, product and business outcomes across the highest-value accounts.

Learns the full platform rather than only the assigned hub.

Develops genuine cross-hub expertise across Marketing, Sales, Service, CMS and Operations rather than specialising in one.

Advises on multi-hub architecture for enterprise deployments and is the internal reference on how the hubs work together.

Shapes product direction from aggregated enterprise patterns across the platform.

Builds proactive customer relationships instead of staying in reactive support mode.

Builds working relationships with sales and product to influence account strategy, and holds difficult conversations about adoption gaps rather than avoiding them.

Builds executive-level relationships on both the customer's side and the company's.

Serves as the internal authority on strategic customer success, with executive visibility for it.

Develops the consultative skills that distinguish customer success from support.

Contributes to team knowledge — playbooks, enablement sessions, mentoring associates.

Develops junior CSMs through mentorship, and influences CSM practice across the org rather than only within an own book.

Shapes how the company serves its largest customers, contributing the playbooks and enablement the wider CSM organisation runs on.

Builds a data-driven view of customer health rather than relying on gut feel.

Quantifies outcomes and documents them, rather than relying on relationship warmth as evidence.

Builds scalable frameworks so enterprise complexity is handled by system rather than by effort.

Contributes to roadmap decisions on the strength of aggregated customer insight.