Frequently Asked Questions

Growth-stage B2B SaaS companies with an SMB or mid-market segment that's churning faster than it should and a CS team that's stretched too thin to fix it manually.

You're typically Series B or later, you have a PLG/self-service motion in place, and your product team is focused on acquisition. Nobody has built the retention half yet. That's exactly where I come in.

If your entire customer base is enterprise and every account gets a dedicated CSM, this probably isn't the right fit. If you're drowning in low-touch accounts with no scalable way to support them, it is.

They probably could. But they won't.

Every screen in your onboarding exists because someone fought for it. Every required field has a stakeholder behind it. Your team may already suspect what needs to change—they just can't be the one to say it.

An outside perspective removes the politics. I don't have to protect anyone's roadmap priority or navigate whose idea it was. I just follow the data to what's actually breaking retention and say it plainly.

Most CS consultants optimize what your CS team is already doing: playbooks, QBR templates, health scores, CSM capacity planning. That's valuable work. It's not what I do.

I sit at the intersection of Product, CS, and Marketing to build the upstream systems that reduce how much your CS team needs to do in the first place. The goal isn't a better-run CS team. It's a product that does more of the retention work so your CS team can focus where they actually move the needle.

If you need CS process optimization, I can recommend people. If you need your product to become a retention engine, that's my lane.

It depends on where you start and the length of our engagement, but the metrics we track together typically include:

• SMB and mid-market churn rate (the primary target, but lagging indicator)

• Product adoption rates by segment and feature

• Self-service engagement (help center, in-app flows, email nurture)

• CSM capacity freed from low-touch account management

• NRR impact over the engagement period

We define success criteria together at the start of every engagement so there's no ambiguity about what we're working toward. You'll have a metrics framework from day one, not a retrospective justification at the end.

Remotely and asynchronously by default, with structured touchpoints to keep things moving.

Every engagement starts with a deep-dive session to align on goals, constraints, and stakeholders. From there, I work independently—auditing, building, and iterating—and bring you in for weekly or bi-weekly check-ins depending on the engagement tier.

I don't need to be in your Slack 24/7 or on every standup. I need access to your data, your tools, and the right people when decisions need to be made. The rest I handle.

Direct, structured, and low-drama.

I'll tell you what I see and make recommendations based on data, not internal politics. I’m transparent about my process and focused on driving results. I’m reliable, scrappy and genuinely enjoy this work.

What I won't do is create dependency. The goal of every engagement is to leave your team with systems they own and understand, not a black box that falls apart when I'm gone.

CS leaders typically describe working with me as fun and stress-reducing.

Most people who do this work come from one function: CS, Product, or Marketing. They optimize their lane and that limits results.

I've spent 10 years sitting at the intersection of all three at scaling B2B SaaS companies. I've built in-app onboarding experiences, revived neglected Academies, fixed disjointed content systems, segmented email nurture programs, launched customer advisory programs, and developed product adoption analytics frameworks - not as separate initiatives but as a coordinated retention system.

That cross-functional fluency is rare. It's also exactly what scaled product adoption requires, because the problem doesn't live in one team. It lives in the gaps between them.