No. 17 · November 1, 2026
A support operations maturity model scores your support team from Level 1 (reactive) to Level 5 (optimizing) on six dimensions, and the lowest score, not the average, tells you what to fix first. This edition gives the five levels, a worked self-assessment and the first step I would take.
No. 16 · September 23, 2026
NRR, GRR, churn and expansion are four views of one revenue bridge, so NRR equals GRR plus expansion rate when all use the same customers and period. This edition gives a worked quarter, the formulas and a reconciliation checklist.
No. 15 · September 9, 2026
A retention playbook works only if accounts that got it retain more revenue than a similar group under standard care. I freeze the group at the alert, compare GRR over the same window and turn the gap into ARR protected.
No. 14 · August 26, 2026
When a health score alert fires, I check the drop is real, find the reason before contacting anyone, and agree one dated next step. This edition walks through those 48 hours and the three outcomes I log for every alert.
No. 13 · August 12, 2026
An expansion trigger is a signal that a customer may need more, like a seat limit or a feature question in a ticket. I score triggers, flag accounts above a threshold and hand them to one owner, shown here with a worked example.
No. 12 · July 29, 2026
Key account management means planning a multi-year partnership with a few accounts, not faster service for your biggest payers. I pick key accounts with a weighted score of revenue, growth, fit and relationship strength, shown here with a worked example.
No. 11 · July 15, 2026
I design customer experience one journey at a time: map it from the customer's side, cut the effort it takes, and track one perception, one operational and one outcome metric. This edition shows the refund journey I fixed and the scorecard I use.
No. 10 · July 1, 2026
The ROI of customer success is retained revenue plus attributed expansion, minus team cost, divided by that cost. Finance trusts the number once you compare managed and unmanaged accounts and agree attribution up front.
No. 9 · June 17, 2026
Customer data leads to better decisions when each metric is tied to a question someone asks and an action someone takes. I start with five numbers, read them as trends, and drop any metric nobody acts on.
No. 8 · June 3, 2026
Customers get lost at the handoffs between sales, onboarding, support and success, so a RevOps approach gives all of them one shared view of each account. A shared sheet and one common metric are enough to start.
No. 7 · May 20, 2026
Proactive customer success means acting on a change in customer behavior before the customer asks for help. Cutting quarterly churn by one point on 1,000 customers keeps about 34 of them a year, revenue sales never has to replace.
No. 6 · May 6, 2026
To identify customer risks early, I watch how usage, support tickets and reply speed change over time. When two of them move the wrong way at once, I call the customer before the renewal date, not after.
No. 5 · April 22, 2026
I turn complaints into improvements by tagging each one with a single theme, counting the themes every month and giving the top three an owner. Volume shows where to look, but the revenue of the accounts complaining decides what I fix first.
No. 4 · April 8, 2026
Data improves customer support and sales when both teams read the same contact reasons and account signals. Support fixes causes, Sales sees growth sooner.
No. 3 · March 25, 2026
Proactive customer success means spotting risk in ticket patterns before a customer complains. I watch volume, repeat contacts, escalations and silence.
No. 2 · March 11, 2026
Pick one metric that moved, split it until one segment stands out, fix the cause, then re-measure in a month. That is my insight-to-action loop.
No. 1 · February 25, 2026
A rising support volume is a business signal, not just workload. I measure contacts per booking, split them by reason and partner, and trace the top mover.
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