Your CS team isn't your CS strategy.

I'm noticing a dangerous trend across SaaS companies: "Customer Success" has become synonymous with "Customer Success Managers."

This isn't just semantics — it's a fundamental misunderstanding that is costing companies millions in lost revenue. When we equate CS with CSMs, we inevitably overinvest in headcount and underdeliver on outcomes.

Look at the data. According to Bain's research, while CS spending has increased significantly across the industry, Net Revenue Retention hasn't kept pace.

Something isn't working.

Don't misunderstand me. CSMs are valuable. But they are tools to execute a strategy, not the strategy itself.

The most successful companies start with a different, radical question: "How would we grow NRR if we couldn't hire a single CSM?"

This forces them to stop delegating "success" to a department and start building it into the company's DNA. And it changes the mandate for every other function…

Product must build value realization directly into the user experience, rather than relying on CSMs to "explain" complex features.

Marketing must craft content that guides customers through their entire journey, rather than stopping the moment acquisition happens.

Sales must set expectations that match reality, rather than over-promising to close the deal and letting CS clean up the mess.

Support must identify expansion opportunities and risk signals, rather than just closing tickets as fast as possible.

Implementation must focus on quick, meaningful wins that get the product embedded into key workflows, rather than just technical setup.

Leadership must elevate customer metrics to company-wide KPIs, rather than leaving them as CS-owned stats.

Only after these foundations are in place should you add CSMs.

At that point, the CSM is there to amplify a working strategy, fill the gaps, and handle high-touch scenarios.

Here’s the reality check: If your customers only experience "success" when they talk to your CS team, you have built a vulnerable business model that cannot scale.

Customer success must be baked into every interaction, not delegated to a single department.

Is your company playing as a team, or just relying on the goalie?

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