The role of customer success is evolving rapidly, and so I invited Chris Dishman, Senior VP of Totango Catalyst, discusses the evolution of customer success and the role of customer success in driving revenue growth.

We cover:

- the importance of understanding and delivering value to customers,

- measuring outcomes and value attainment,

- aligning sales, marketing, and customer success teams.

Chris also highlights the significance of listening to customers, coaching CS leaders, and building a strong CS team in a startup.

Takeaways

• Customer success has evolved from being reactive to proactive, focusing on driving outcomes and value for customers.
• Understanding and delivering value to customers is crucial for customer success.
• Measuring outcomes and value attainment is a key metric for customer success.
• Alignment between sales, marketing, and customer success teams is essential for driving revenue growth.
• Listening to customers and coaching CS leaders are important aspects of leadership in customer success.
• Building a strong CS team in a startup requires a holistic approach, including technical skills, commercial negotiations, and customer management.
• Segmenting customers based on ARR and implementing digital motions can help scale customer success efforts.

In this conversation, Aga Bajer and Cedric discuss the role of culture in revenue growth. They explore the three pillars of a healthy culture: belonging, meaning, and fun. They emphasize the importance of collaboration and breaking down silos within organizations. They also discuss the balance between authenticity and professionalism in the workplace. Additionally, they highlight the dangers of a rigid culture and provide insights on hiring the right people for culture fit. The conversation concludes with tips on building a high-performance culture. Takeaways Belonging is a fundamental human need and a key pillar of a healthy culture. Meaning and impact are essential for employees to feel fulfilled and motivated in their work. Fun at work, when understood as deep fun and enjoyment of the work itself, is necessary for employees to do their best work. Collaboration and breaking down silos are crucial for high-performance organizations. Balancing authenticity and professionalism allows employees to bring their best selves to work. A rigid culture can hinder growth and performance, so it's important to be adaptable and open to change. Hiring the right people for culture fit is essential for building a high-performance culture. Building a high-performance culture requires intentionality, clear values, and investment in leaders. Chapters 00:00 Introduction and Goal of the Conversation 05:07 The Three Pillars of a Healthy Culture 06:22 The Importance of Belonging in Culture 08:31 The Significance of Meaning in Culture 09:52 The Role of Fun in Culture 11:41 The Link Between Culture and Collaboration 22:04 The Dangers of a Rigid Culture 26:03 Breaking Silos and Building Collaboration 30:17 Hiring the Right People for Culture Fit 38:11 Building a High-Performance Culture

Hi, ready to learn more about the importance of selecting the right go-to-market motions (GTM) and how to choose the right GTM strategy for a business? We cover following GTMs 1. product-led growth, 2. inbound, 3. outbound, 4. partner-led motions. 5. and nearbound Koen emphasizes the need to understand the ideal customer profile and the stage of the company before deciding on a GTM motion. WE also discuss the challenges of transitioning from SMB to enterprise GTM and the importance of having the right skills and resources. Takeaways Choosing the right GTM motion requires understanding the ideal customer profile and the stage of the company. Transitioning from SMB to enterprise GTM requires different skills and resources. Nearbound GTM motion leverages partnerships and credible voices to stand out in a saturated market. Measuring the success of a GTM motion requires considering revenue impact, customer impact, and marketing and sales costs. Sound Bites Chapters 00:00 Introduction and Setting the Context 02:07 Understanding GTM Motions 04:29 Choosing the Right GTM Motion 06:23 Transitioning from SMB to Enterprise GTM 09:27 Determining the Right Time to Change or Kill a GTM 13:44 The 10 Million ARR Benchmark 15:12 Challenges of Moving from Mid-Market to Enterprise GTM 18:17 Differentiating Nearbound from Traditional Partner Models 28:32 Adapting GTM to Regional Market Needs 32:25 Measuring the Success of a GTM Motion 36:11 Final Tips: Peer Collaboration and Benchmarking