The gap after the first big deals
In early-stage SaaS, sales gets all the attention until the first enterprise customers sign. Then reality hits: complex onboardings, demanding stakeholders, feature requests, renewals that suddenly matter for the company's numbers. Founders try to cover it all. Something gives, and it's often the customer.
What I set up for SaaS companies
- An onboarding plan that gets every new customer to go-live on a predictable timeline. See customer onboarding.
- Account health tracking using the data you already have, so risk is visible early.
- A renewal calendar with conversations starting months ahead. See renewals and retention.
- An expansion pipeline built with sales from healthy accounts. See expansion and upsell.
- A feedback loop to product that turns customer requests into clear priorities.
- Playbooks and automations your future CS team can run without me.
Why my background fits SaaS
I've done this at a fast-growing AI learning platform, with customers that expected enterprise-level service: OpenAI, BMS, Expedia, Oura, Apollo, Harvard, Robinhood and Grammarly. I upsold $1.5M across enterprise accounts in four months, launched customers on hard deadlines and handled the escalations in between.
How to start
Most SaaS companies start with me as a fractional CSM on their most important accounts. Book a call and we'll look at your customers together.