Enhance Your Business with Customer Success Pipeline Stages for enterprises

How to create outlook signature

welcome you to the main event and that's the webinar series where we walk through the 2022 state of customer success survey again we do this every year we send it out to the community we ask for your help kind of to give to get to share insights about your experience your company um your strategy your tools um all kinds of things so that we can all learn together and kind of understand together what are the benchmarks what are the trends how are we progressing as a as a global customer success community and so we're excited to share those results today with you and and look forward to having an engaging discussion i'm going to lead the discussion and chrissy's going to add some color commentary with with us as we go along and uh we'll jump right in so this survey just to give you an idea of of the um participants this year we had uh 737 professionals who participated in the survey we we're grateful for each one of of of you that that participated if there are those on the call who participated thank you it represented 28 different countries and 680 different companies so we feel like we got a really good uh sliver of of all different sizes of companies different strategies and those types of things and that hopefully that will help contribute to to a good insights today uh across the custom if you just look across it now i'll just say with this um certainly the data is representative of the those individuals the 700s some odd individuals so there may be um there may be insights that we shared today that may feel a little bit off to you and we certainly recognize that hopefully everything will resonate really well from you but we only have data for the sample size that we have so that's what we're representing today is the sample size so within that group 60 uh 64 of the teams that we surveyed this year have grown in the last six months which was really cool now this was done in in june we know that things have slowed down a little bit but it's really neat to see that uh that we're still growing even at the beginning of the recession you see that most of the teams that we survived are continuing to grow the medium team size was eight um the the the total um customer success teams as a total of the total in employee base for each company represented about five percent of the total employee base so if i had certainly a hundred hundred employees uh customer success team typically represent five uh five of those uh employees and then we it looks like that the revenue represented by customer success typically is around 8.1 percent of all revenue is invested back into customer success so those are a few high-level stats that we'll just share at the beginning uh the first the first section we want to share was really related to dei um and we've done this for for a different year for various years the one of the questions we ask is how many um out of all the individuals on your team how many of them represent are represented as women on your on your team this is always a fun um uh stat to look at because uh in 2022 59 of all customer success teams are are made up of women which is awesome i think our space and christie maybe add our spaces is a unique one in that where i think we can lead out in all of sas um in that regard of uh representation and leadership across uh from from women and it's so phenomenal to see that and for all of us to benefit from uh from our peers uh out there in the space any quick thoughts there christie no i mean i obviously like i love to continue to see this grow and diversify you know it'll be interesting to see how this stacks up to i think like a like marketing where i think historic we had probably been the leading industry where we would have seen women represented there so it'd be interesting to see how customer success at least in the sas ecosystem might be pulling ahead there um but i i obviously as a female leader love to see this step yes um if we look at how that changed in the last year last year it was 56 so we've made some improvement which is which is always good and hopefully we'll continue to see this trend uh go go further this is uh representative csm's now if we look at uh leaders um that are that are women uh looks like 50 52 of all all customer success leaders in the sample size are our women which is great and that's up from 48 percent last year so um i love the trend want to continue to see it increase uh um much much better and and uh excited to see the the pro the continued progress there the next one we looked at was uh looking at our peers who are people of color in customer success and these this is for csm's frontline csms uh we could do better here uh only only 23 which was kind of disappointing when i saw the result there that's up only two percent last year um and so i think we we have we have some room to grow there definitely uh this is a little bit um not good enough at all and so i think that there's a our encouragement is across all of us is to to change this over the coming years to be deliberate and thoughtful as as teams and leaders in changing this this stat and i'll share if you look at it from from a leadership perspective similar numbers if you look at 20 20 uh 22 any uh excuse me 2022 22 of of all customer success leaders are people of color and that's only up to one percent since uh since last year so christy any thoughts there i know that there are a lot of a lot of teams who are really putting forth a concerted effort to diversify um there are really great groups i don't know if everyone's seen but there is a community uh success in black which is you know obviously representing folks of color i think that's a great example of the types of organizations we all need to be leaning into and supporting more broadly to help amplify the voices and giving opportunities to more diverse groups um you know i'm i'm saddened by this number um you know as a minority woman myself as a hispanic woman i'd love to see the stats around that but like you know these are just they're groups that we need to do better by and i do think there's more visibility and more momentum there but again we we collectively as a community really need to help elevate and create new opportunities to to bring in folks agreed agreed and so i think our our call to action to all of us is to unite and change these these numbers over the next year and and coming years and we invite everybody to join us in in that effort [Music] moving on to uh the next one we asked which uh we we talked we asked about the rest uh reporting structure of customer success teams particularly who does the uh the the customer success team report into not a lot of change from last year in fact if you're to look at the exact the graph is almost identical to last year except for one notable um change and that is the rise of the cro cro was down a third or fourth last year this year went to second which is which is an interesting trend to see the rise uh the the increased number of cros out there leaders who own all revenue including sales and success um and and so that's that's an interesting note i was i was thinking that the cco position would move uh significantly um we kind of saw the cco position stay steady um and and really leave the cro position a leap frog any thoughts there uh christy i mean listen it's no surprise we've had this great debate right whether our customer success should own revenue and i think in organizations where there is less sophistication around orchestrating a customer success function it's easy to say well they own revenue put them under the cro as an individual who's reported to a cro before in my career i don't love it um i can see why companies do it but i do think allow the chief customer officer to own the revenue independent of net new sales and break it out if you do want to put under one umbrella i'd love to see the chief customer officer kind of over sales to see that right and when we think about customer centricity as a culture and a movement i'd love to see more companies embrace that right as a real customer first mindset i agree i i i'm predicting that we will see that more often uh we'll see and people can can uh maybe remember next year and we'll see if my words are true but i think the cco will continue to rise in um in stature or importance in in organizations we'll see more of them and we'll see more revenue owned by the ccos uh going forward so we'll see how that shakes out over the next year you have someone in the chat who said that their cco owns the sales function so i love that hopefully we'll see more of that um i'm watching the chat here to see what else is going on but i think there's a lot more um interest in seeing it either broken out empower the chief customer officer to own that revenue or even have them kind of own the sales function too so we'll we'll see there's there's a um a note in here asking for clarification whether cco's chief commercial officer chief customer officer in this case my apologies uh we're talking about chief customer officer that and we want these uh chief customer officers to be the chief commercial officer i guess is what we're saying but exciting to see that uh see the strong uh reporting structure into the ceos and um and uh and we hope that that continues to increase that's ultimately where where we want to see these organizations roll straight into uh the ceo okay um next salaries so this might be interesting for everybody we looks looks like we we asked a little bit about salaries and we um calculated the average salaries here the nice thing that you'll see on here is that salaries are up across the board um and so with the biggest increase in in average salary being at the manager level which is up 16 percent but the other ones are average about seven or eight percent increase uh as well so pretty interesting there it's also notable to look that to kind of see the latter the the tenure uh to different levels it looks like that the average uh customer success professional is about four and a half years into their into that role managers usually hit manager about six six and a half years uh two more years to direct her another four years to the vp and then we didn't see a big difference in in the tenure between vps and chief customer officers or in that regard any any notes there um christie there's a lot of chat here folks want to know is this ote is this base um i believe it was and i will we'll double check to look at the exact wording um i think it's it's a total comp ote yeah we'll double check oh you there oh i'm still here um we'll we'll double check on that and come back try to come back at the end of the webinar to to to clarify exactly what the question was but i believe it was ote um let's jump over to pay structures now um this one was interesting i thought there would be a little bit change so we asked what is the pay structure is it based only base plus bonus base plus commission and base plus variable you'll see that bass plus bonus is the um is the predominant uh comp structure and then bass plus variable and then it we asked about the split if you have any kind of variable what was the variable split surprisingly the the highest variable split was in 90 10 which which all of these numbers all these splits were almost identical to last year not a lot of changes maybe a percent or or two there i gotta be honest i thought that we would see the variables get um get higher that that they would move from 90 to 10 down to closely like 80 20 or maybe even 70 30. so i was surprised that it stayed pretty static how about you christy yeah i was shocked i think for most of the the compensation packages that i've prepared as a leader i really kind of probably aligned closer with the 80 20. depending on the organization some actually 75 25 but 80 20 seem to be more of my norm so i was surprised to see it still sitting at 90 10. yeah i agreed um and i i think that i think that as customer success teams continue to own revenue or or gain revenue gain ownership of revenue my guess is that these will go go that direction it'll go closer to 80 20 um or 75 25 somewhere in that range as as hopefully because i think it it it does a good job of re rewarding uh customer success professionals for the work that they're doing yeah incentivize the behavior you want to see right yep and that could be a whole topic for another another webinar for sure because there's a lot of debate about pay at comp structures in in customer success we'll save that debate for another time the share that share the data okay across the the group that we that we uh measured it looked like that the typical book of business was about 95 customer success um excuse me customers per csm or csp and an average book of business about 1.6 chrissy what are your thoughts eric my initial thought was maybe that i thought it was a little high but uh but any any perspective from you maybe we differ in that in that regard yeah i mean i think that the number was high to me as well but i do know that there are individual contributors who could participate in the survey that are carrying a much larger book right csm is a representative of all different engagement types and strategies so i i bet that there was a bunch that kind of skewed this i felt like 95 was high because it seemed to be that a lot more teams were in that kind of mid to high engagement model but like i said i'm sure just based on all the responses that we got it there was probably a handful that dispute that okay here's i know there's a lot of chatter on here some are saying 95 that's crazy that's way too high and others are saying i wish i had 95. i'm managing 150 this goes back to that that the diversity strategies don't forget right the complexity of the product there's there's so many factors that play a role into creating appropriate leverage ratios so if you're on here and you're a csm managing way more than 95 accounts it's probably by design um and then for other folks where it's a lot less than that um again it's probably part of your strategy agreed i agreed um just looking at at one other note here let me just see pull that back up it we did note it ed noted that our good friend uh noted that it's a little bit lower than last year last year we we recorded 104 as the average the somebody asked whether the 1.6 is arr and that is true last year it was 1.7 so it's it's come down a little bit and and ed we could certainly maybe use you uh as our a statistical professional in all these to make sure that these are uh in line with uh with your your your strategies uh we love uh we love the work that you do all right let's look at key performance indicators so what kpis are customer success teams held accountable for not a lot of change since last year uh still i think last year nrr was was number one so we see that as this year as well number two is renewals usage and adoption is number three expansion revenue uh customer outcomes and engagement activities it was interesting we didn't add it this year but but it related to customer outcomes customer outcomes we asked how many are actually tracking customer outcomes so we talk about customer outcomes a lot um but that we've seen um sometimes that there's not the the diligence in in capturing and tracking uh towards the completion of customer outcomes it looked like about um about 60 percent if i remember right are capturing it but there's still a lot that aren't capturing those on a regular basis so one thing that we encourage you to do is find a way to capture customer outcomes and and uh and consider adding that as a key area that you're looking for looking at it across your team a lot of these folks probably don't have great ways to track that and that becomes a big challenge as well um you know not to not to do a slight plug there for us but obviously that was part of our design right when we saw some of its data last year we designed that into our product to make sure that you can track it i've heard from a lot of csm so that that's a big pain point for them that even when they are getting to a place to identify those outcomes capturing them keeping them managing to them becomes a big challenge yep uh i agree there's there's some chatter in here about mps why mps wasn't on there which is which was interesting i think i i think um i don't remember that it was on last year i think it was a part of some of the data that they were collecting there was a second slide around customer data i think christy and i both agree mps is is not something to measure your customer success team by it's certainly we are big believers we are believers on it um but our our shared our joint um belief is not measuring your customer success team because there's so many factors uh that go into uh the the mps score but we do believe in capturing mps as one signal around customer health and feedback we believe in getting feedback any way you can mps is certainly a one avenue to get feedback but certainly we would not advocate um using that as a measure for for um for your customer success team a performance measure right christy i have nothing else to add dave yes absolutely i mean i knew that i'm still somebody who loves nps and i feel like that's not popular opinion these days i love it i love it as a tool i love it as a mechanism for conversations and for collecting feedback but gosh please do not hold your csms accountable for nps it is a company metric it is a performance score for your entire organization not an individual there we go thank you all right average retention rate so if you're looking at your book of business wondering where you are this is certainly again it's hard because uh different segments of customers have different bands and benchmarks across the entire network that we we surveyed the average was around 89 for gross 101 for nat and 94 for logo um next year we'll look to break those out because if you take if you look at midmark if you look at smb you look at mid-market and you look at enterprise they typically go in different bands from lower smb mid and mid market and higher for enterprise so take this with a grain of salt this is just across everybody that we that we surveyed and those are those are some examples of retention rates that that you could you could look at okay this is always a popular subject who owns a renewal uh so this year it was 51 customer success uh 24 sales 16 was shared between sales and and success or renewals team and success and nine percent uh were from from a renewals team the change this year between between last year um sales represented 18 so sales has picked up a little bit more ownership of the renewals in the last year which is which was a little bit surprising to me and uh and we looked like that there was less in this sample size who had a renewals a separate renewals team who owned the renewals any any insights there or or thoughts about about this metric christie i mean i don't i don't mind having other teams own the renewal i think depending on the complexity of the deal and if you're selling into enterprise right all those things make a ton of sense what's interesting to me is where does the renewals team roll up right and if it's shared across is it shared with sales in cs or is it shared with renewals in cs right like those different combinations of it being a shared owned responsibility i'm okay working together and collaborating on it because i think in a lot of cases it makes a ton of sense um it's just where that rolls up to me is is more interesting than just these outputs alone i am shocked to see 24 of that still has the sales team running it um i'd be interested to dig into that data to understand like what is the the driver behind it right it's the type of is it the type of company is it the size is it is there something um or is it just really transactional right it's in some of these companies or it doesn't make sense to have cs own it because it's just a sales motion it's it's maybe quick and probably even something you can automate online who knows but those would be interesting to unpack in the in the sales owning it because like yeah have a hard time justifying why you would distract your net new sales team uh with managing renewals yeah i agree you typically it's complexity um and specialization in in some sense uh that makes sense for individual businesses i know the one thing for for leaders out there is as you continue to uh take on more ownership for this revenue please please please be sure to empower and enable your teams to be able to do that adequately adequately a lot of times we see leaders who want to take on revenue but they they don't give the same coaching and and mentoring on the renewal and revenue side of the business they do another side and um and it teams can struggle in that regard so provide coaching on that side provide mentoring and make sure that your team is fully enabled and empowered to to to navigate those renewals in an effective way so all right let's jump in um on the expense so we talked about renewals who owns expansion uh 69 say customer success teams um uh or sec excuse me 69 of those say uh that the customer success team plays a part uh 56 i know these don't add up to 100. it's what percentage of of um have these teams involved so 50 69 say cs teams involved uh 56a the sales team so there is some overlap there and it probably depends on the customer segment and the the um the expansion type uh only nine say they have a a dedicated expansion team and then eight percent say that their renewals team is engaged in in the expansion up uh side of the business okay so with this if if if if our teams aren't owning the expansion are they at least getting credit for what we call csql so uh customer success qualified leads um only 31 said yes and uh christie and i i think we we both are united in saying i would i would look at adding this uh chrissy what you got some good thoughts on this maybe share your thoughts on on measuring csqls gosh i mean this just goes back to attribution we're we are constantly advocating for ourselves trying to prove our value right in customer success i hear this from leaders all the time yet this is a huge missed opportunity right you want to have a voice you want to be heard you want to be able to get the resources and the support across the organization gosh this is this is it if you're helping drive revenue for the business and you're not raising your hand and saying that was us that was my team we did that huge miss opportunity because guess what if you're not getting credit for it somebody else's agreed agreed so attribution any way you can share a share across your team to the executive team to the board level the the value you're bringing back to the organization and tie it to revenue the better it will be so uh find any way you can do that this is one way you can add uh to to show that attribution uh to to the company all right so um this is we asked here what was the primary customer success engagement strategy at least with this 700 and some odd survey respondents 70 said their primary um their primary um uh engagement strategy was high touch um and some of it has been shared some of it were back and forth but 70 said they had some kind of high touch 52 percent said they have some kind of uh some sense of a medium touch 26 low touch and uh 24 tech dutch now there's some obviously across to all of theirs that they say hey we do the spectrum but but a little surprised that we were a little surprised how many uh in this service this group um said that they have a high touch um and so many and and the few that had tech touch because i think there's been a lot of discussion a lot of effort and a lot of um focus on digital customer success surprised that that that many people didn't have some set some sense of tech or low touch strategy as part of their repertoire so any question any thoughts there christy i mean listen we're going to see this and probably most companies unless you're only serving enterprise you're going to have a diversified strategy across your entire customer book there's probably no way you're going to service all of your customers the exact same way unless you're super early stage and have 10 customers and kind of treat them all the same at some point in your growth in your journey you're going to have to break that up right and as much as i like to think that all of our customers are created equal how we work with them not necessarily the value they're getting out of the partnership right but how we might work with them and how we engage might vary based on their needs and where they are in their journey right it doesn't even have to be based on revenue or things like that um so i do think what we're seeing here is representative of like companies taking a different approach because they've got a diversified book of business what's interesting in the chat though is a bunch of folks called out that number that we saw earlier right like how are you have 95 customers on average and have a high touch model remember this is not this is not representative of their only strategy this is talking about that broken down so i think you could have a small subset of your customers who have a high touch model but because that's representative of maybe the bulk of your arr that could be your primary strategies it's supporting the most amount of money so i think depending on how people approach the question it could it could probably alter uh the output here but i mean i think it's interesting to see how many companies are still focused on a high-touch model given all the conversations around scale yeah i i back in when i was at adobe running uh global customer success there for for a portion of their business we had we had sixty percent of our revenue um managed i mean that we had twenty percent of our customers make up sixty percent of our revenue and so uh a high strong high touch team but a lot of effort on that long tail with the with the the low touch um the other other point that i saw in chat was and i think it's a good point is it be it'd be nice to be able to have an industry standard of what these mean um i don't know if we love the term high touch medium touch tech touch that's these are common terms that are used but but what do they mean it might be interesting to come together the community and have definitions of what those mean so that there's some consistency um it's certainly an action item or food for thought for us to take away um next one how often are you talking to your customers again this this kind of leans towards towards the the data that we have um and you see that you can see where they break down quite a bit uh daily so that would be a lot of higher touch csm's uh csps uh represented here weekly um 25 bi-weekly 16 monthly 29 i think overall you'll see that what and and there is a there was an other slice that we didn't add here but some eighty percent talk to their customers at least once a month which was uh which was which was uh interesting in that regard as well um let's continue on just for for the sake of time where does csm spend most of their time i don't think that there's there's really a lot of surprise here um main areas are onboarding and adoption so donna donna our good friend the onboarding queen is out there she'll be happy to see that that's a big one uh but that's that's where uh it seems like where we're spending our time onboarding there's certainly onboarding implementation and training enablement happened at the beginning of the relationship so those are kind of um different activities in there sometimes onboarding consists of implementation and training and enablement but for the sake of this survey we broke those out differently but adoption is huge and then um expansion of renewals uh christine any thoughts there what what some are asking what do we consider a define as adoption activities maybe do you want to give some thoughts on what you would define as adoption activities or for us i mean we're going to put that in the scope of bucket of anything that's happening outside of the initial onboarding implementation process that you might use to deploy and enable your customers what's interesting here though is that you're not seeing a ton of csms focus on that i think it is due to product complexity you're probably seeing more specialized teams and so the question here is focused on csm spending their time i think outside of csms you've got onboarding managers um training enablement teams popping up all over uh implementation you've got services teams and so i think depending on the product and the scope of the work involved with onboarding you're gonna see more of that be handed off to teams that can really focus on that as a specialty um it's interesting to see probably i think i'm more surprised to see how high these are for csms but i think hopefully it just speaks to hopefully sas companies developing and designing products that are easy to use and intuitive to get customers on board into there you go there you go thank you for adding that let's keep going this was interesting we looked at the different activities that that cs csms do on a daily basis and we broke it down into a lot of different activities certainly spreading updating spreadsheets working with support um entering data in in systems but this was kind of interesting we as we broke kind of peeled back the onion we saw that um that an interesting trend where cscsms are saying they're spending more time in and on internal meetings in internal communication than external meetings and communication does that feel like i'm just curious on the on the chat does that feel representative of your days are you do you spend do you get bogged down on internal meetings and internal communications or are you spending the majority of your day and oh my gosh there's so many yeses okay well i thank you for uh validating that because we talked a little bit about it this morning just uh christy and i saying is this real we we certainly do everything we can to try to avoid uh to try to skew it way in the favor of customer communication customer meetings and customer engagement but i i certainly know that it feels like uh it feels like that sometimes csms are out there spend so much internal when they would rather spend time uh external uh with customers christy oh my gosh i'm just like so sad by this i feel like if this chat was representative of this pie graph right now we would be a lot higher than 50 something percent um what i would just encourage you all to do if you are a leader on this webinar if you're a leader listening to this recording please go back and look at the calendars go assess where your team is spending their time if you've got frontline customer facing teams spending more than 50 percent of their time doing internal work you need to reassess right this is why your teams feel inundated this is why they don't have enough time to do the work they need to this is why their customers are suffering please redistribute the time allocation here this is so this is so critical you need to go look at this i like what mike larson said he says my manager told us today feel free to look at your calendar and cancel any meetings you don't think bring value to you uh that's great and um one thing that i recommend we did i've done in the past is what i think they call it a time and motions analysis where just take just take a week or two every quarter one week a quarter and have your csm's measure their time and where they're spending their time identify what we call the non-value-add activities versus the value add activities kind of along the line with with mike and and break those out and then make a goal that next quarter to to remove one non-value-added activity from your csm's plate sometimes it requires collaborating with other other stakeholders in the business or building tools or or removing meetings or whatever but measure it make a plan to improve it and and then go back and see how you're doing the next quarter i promise you you won't regret that so either do it quarterly or semi-annually we've done it in the past with teams that i've i've led and it's a huge value in in raising awareness and and changing changing the um the behavior and the time spent uh for your for your for your csms okay next one um we looked at top tools outside of crms and csps csps are customer success platforms like us uh crms uh our salesforce hubspot we said what what are the top tools that cs professionals are using um these are the these are the tools so it looks like either kind of some kind of project management um tool or a communication tool customer engagement tool anything surprising here christie i mean i think with surprise i mean none of the like zoom gong slack i don't think those were super exciting to me the project management ones um it's interesting to see how much of the the distribution is being focused there right you've got asana trello monday uh i mean even spreadsheets which i'm sure probably are kind of dovetailing into project management that to me is really interesting um i know a big focus for us is streamlining some of that and you know i'm just shocked to see how many teams are still heavily relying on that for project management okay great yeah so just i know there's a lot of chatter where is hubspot where is so-and-so remember this is we've take we've removed the crm so hubspot salesforce pipedrive et cetera and we've removed customer success platforms so we move we we were on the last client success uh gain site those other types of platforms we removed those to see what other solutions are customer success professionals using beyond crms and csp so just just uh just a case there's certainly everybody's posting their favorite one in chat there were certainly a whole host of others these were the top ones that uh that rose to the top of the list okay um where are companies investing so interesting thing we just ask are you investing in these categories and you could see where people um listed as investments so a lot are overall it's around the customer experience so we we the top two were the onboarding experience i'm sure again donna would be was gonna be happy about that and others um and then over the overall experience so improving uh removing friction and experience building tools whatever it is to make sure your customers are having a much a much better and a simpler experience with your company i think that's a great i think that's a great sign to see the the continued focus on on on the overall customer experience any any thoughts here christy i'd be interested to see as we think about customer experience um and how teams are investing in that i'd love to see that broken down and learn more about it i mean honestly where i think about the biggest place to probably impact customer experience outside of like the manual things like where you think about csms or support or things like that product right i think product is like the biggest place to impact customer experience we're mostly sas companies that is what the customers are purchasing so i'm wondering if that is where that 71 is going into is creating a better product experience yeah i agree that would be intro really interesting is it is is customer experience product experience is an onboarding experience is it um is it community what what is it we'll have to look at breaking that out a little bit more because i it would be interesting to see where specifically they're investing around the customer experience um certainly some continued investment head count tools and technology um and you can see the other uh areas of investment uh there that that were shared with the team okay last but not least um this is the section i call customer success as a culture so we ask a series of questions um that that assess whether your company is is is embracing this concept we call customer success as a culture that's putting customer success at the center of their culture and having it infused throughout everything processes meetings discussions uh head count the first question we asked was do you believe that your company is customer is a customer-centric company we're actually surprised uh how high this is um and it's good i'm happy um we just we continue to believe that it's high because we um sometimes we feel like that the feedback coming back from customer success professionals is that their their their company is not customer-centric um i do know that there was a study from bain in years past that asked help ceos whether their custom company is customer centric ceos was like 80 believe they did when they asked their customers and their perception it was like six percent i don't know really low uh christy any any thoughts on that do you feel like that that's good do you does that surprise you i mean it surprises me because i feel like it's really inaccurate um i i just i think we want to believe that the companies that we work for are customer centric but if we really sat down and like peeled back everything i mean think about it like how everything you do as a company would dictate your customer centricity and i see companies operating so internally focused i mean how many folks i speak to and i look at their customer journeys that are so inside out not outside in i mean that alone should dictate that you're probably not getting it right so i i wish that that 77 percent was true i think that is a a a very happily inflated number i'm sorry all right so then next one is uh does your ceo get cut get customer success does this she or he understand it get it support it 73 say that uh she or he does which which is which is great um the next one is is customer success properly or properly represented on in board meetings i'm disappointed 50 51 percent that should be way higher um agree chrissy well listen how can we have 77 say that our company is customer centric and only 51 that were properly represented in a board meeting exactly i'm sorry to get so passionate about this but like dave for all the ceos i've ever worked for you're the only one who gets customer success that i've ever reported for that's five companies i mean listen i think ceos are making the investments i think they want to get it i do i do believe that there is this intrinsic desire to get it but they're still not wrapping their heads around it right we see that in how teams are staffed how we are budgeted how we were treated represented it's i mean clearly if we just look at that the the small representation right five percent of your company is representative of your customer success organization that's so small right like so these numbers to me highly inflated i'm sorry i'm getting very emotional um they don't they don't tell me the right story this is not right i think the question here is is it is it the ceo who or is it the board where where's the responsibility really lie is it the report doesn't get it because a lot of times board meetings are are agendas are dictated by the board and what that what they care most about so that might be that might be uh something that we'll have to ask board board members i feel like you're gonna have a strong ceo if you're a strong ceo you should be able to have a healthy challenge debate in the boardroom right or even outside the boardroom but listen if you really want to put your customers first all the other metrics the the investors want to see that will come with it yep um the next one i think i this is a huge call to action to this group and this is uh do do you celebrate renewals as a company i'm tired of hearing all of the the various ways that uh sales teams celebrate sales deals uh all creative ways investment in tools and songs and whatever sirens and everything it's time for us to stand up and celebrate renewals just as much or more than new sales it takes it most you know we put in a lot of hard work as a customer success community for every single renewal we need to celebrate it so i'm i'm doing a call to action to this group to change this in your company find a way to celebrate success in your way in a creative way and let's make let's let's double this in the next year so everybody uh that's the call the action next one is visibility is the company have company-wide visibility into customer success metrics only 56 percent again we've got to do better that that we should be going into deep detail about customer success metrics in every town hall in every quarterly meeting um in every update uh the next one is companies speak do you just generally speak a lot about customer success 77 which is again if you look at the the dichotomy of this data customer centricity ceo gets it speak about it and then you see some of the lower ones in the in the middle uh we certainly can do better and the last one is customer advisory board christy on the customer advisory board i i give a little bit i give a little bit uh leeway there just because i feel like right there it's hard customer advice are not a low level of effort they take time resources and budget to get it right um so if you don't have it that does not mean you're not com you're customer-centric so i'm with you on that one 36 i actually think it's pretty high if you've got 36 percent of the companies represented here and you're doing it right good for you yeah i think i agree i think to do the customer advisory board right there's a certain level of scale there's a certain level level of focus and dedication to that that um that strategy and so we certainly want to see it increase but i but i give i give a little bit more credit there as far as sometimes you're just not ready for a formal customer advisory board that doesn't mean you can't get feedback valuable feedback through your customers in different ways and and hopefully we're doing that okay before we leave we're gonna we're gonna look at how we changed year over year on this so if you look at uh this year compared to last we've unfortunately dropped oh what have we done we uh anyway yeah we've dropped so if you look at the the orange was last year in several of these we've we've almost all of them we've either dropped or stayed exactly the same last two we stayed exactly the same but the others we've dropped so we've got work to do team uh community uh and we really encourage you to all of us to find ways to really build that the the dna in in our culture and these are some ideas these are just one of a handful of many different ideas to change your organization but but uh let's let's do it let's rally together as a community individually collectively to find ways to to increase this and see these all of these increase over the next year so we invite you to do that that's it christy so there's a lot there um certainly we uh hopefully there's some really interesting insights and learnings that you can take back to your business um we'd love to answer any questions so maybe christy i'll i'll uh let's let's go through some of the questions um we also i will say right now feel free to send feedback like what questions you want us to add next year if you just uh send us a note or send us a uh something in chat or the q a tell us what you want to learn next year and we'll look to to continue to evolve and improve the the survey next year so christy what questions we're looking at the questions i think some of them we answered like there was a question about uh you know we looked at the the breakdown on customer success distribution individual contributors versus leaders we did the two breakouts i think that question uh came early before we did the breakdown as individual contributors and then leaders um another question came curious to see your experience with moving customer success to a monetized program so dave any thoughts on that um questions i'm moving it to a monetized program yeah so i guess now charging for customer success not sure we covered anything about that here but that's a good question we we should add maybe next year is is how many i'd be curious on that um um i think there's a time there's a time and it's a reason for that and there is there is a valid strategy i'm generally not um i'm generally not leaned into that i don't believe that as a pro as the um the standard let's put it that i do think that in some companies in some situations there's there is a definite value in monetizing it um i'm just not there yet i don't know i don't i don't know what else to to share in that regard um all right there was some questions around uh i think just understanding the companies that we we pulled data from so understanding if they were they were private or public companies for the responses so i think there's probably some more data we could provide for folks around company size just to get that i know the compensation question also drove a lot of uh conversation as money always does but um obviously you had a lot of our international friends saying that some of those compensation bans were really high and then folks in the us obviously saying they were very low so um you know maybe even doing some breakdowns on some of that data for the geos could be really interesting for folks so they understand you know do they feel like they are in line with where their industry is in their region as opposed to it being uh just a generic breakdown yeah i will say i'm j i just brought up the the the question and it was it was ote we asked what is your total compensation range including bonuses variable and quota etc so we asked that at least ot whether uh whether folks responded that way but certainly fair enough feedback and i think there's there's next year we'll look to break down some of these into different regions uh and maybe it's a follow-up white paper that we do at we have all christie great data i'd love to go spend some more time in it too yes but i will say just in general the survey included all different stages whether it be early stage late stage public companies and all different segments and all different geo regions across the u.s um we'll do a better job next year breaking it down uh some of these metrics down a little bit so that it's much more reflective of your your company size and region and location any other questions i think those were the the main ones uh someone asked is outcomes related to nps but i think we spoke a bit about that or outcome related to health score so i think we we talked about tracking actually the customer's objectives um as part of that and that breakdown um i think everything else were questions that we eventually answered as we kind of went through so i think we're good on the questions all right well with that then we will we will uh uh say goodbye today we're grateful that everyone joined us today awesome and engaging community hopefully again there's some insights and and learnings today that will that will help you individually and collectively as a team or leaders um if there's anything we can do christy and i and our whole team are here for you but uh thanks for joining us this week boot camps are going to start up again in october i get one more month of of a break yes so september is a big month of events that we're we're hosting or attending so we hope you that you will see you at one of those events and then we'll be back with uh christy's boot camps in october with some more good stuff so in the meantime and in between time thanks for everything uh thanks for being a great community and keep us in mind if we can ever do anything for you bye everyone everyone