Hiring: Structuring and Recruiting A Customer Success Team to Scale

Hiring: Structuring and Recruiting A Customer Success Team to Scale

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  ©2015 Gainsight. AllRights Reserved. Hiring: Structuring and Recruiting A Customer Success Team to Scale Moderator: Tomasz Tunguz, Partner at Redpoint Ventures Boaz Maor, Head of Global Customer Success at Intel Mashery Mike McKee, SVP, Services and Customer Success at Rapid 7
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  ©2015 Gainsight. AllRights Reserved. Hiring and Structuring a Best-in-Class Customer Success Team Case Study from the work at Mashery Boaz Maor MASHERY • 2015 - May 12 • Twitter: @BoazMaorr)
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  ©2015 Gainsight. AllRights Reserved. 3 • Why Are We Here? • Brief Background on Mashery • Customer Success at Mashery: Vision, Mission, Scope, Structure • Organizational Design: Plan the Future State • Organizational (re) Alignment: Change from Today’s State • Organizational (on-going) Management: The Day-to-Day • Questions and Discussion Agenda 3
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  ©2015 Gainsight. AllRights Reserved. 4 We Would Like to Set the Best Structure for Customer Success 4
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  ©2015 Gainsight. AllRights Reserved. 5 • Why Are We Here? • Brief Background on Mashery • Customer Success at Mashery: Vision, Mission, Scope, Structure • Organizational Design: Plan the Future State • Organizational (re) Alignment: Change from Today’s State • Organizational (on-going) Management: The Day-to-Day • Questions and Discussion Agenda 5
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  ©2015 Gainsight. AllRights Reserved. Source: Cartoonstudies.org API Mashery is the Leader in API Mgt Solutions and Apps Come from APIs 6 x 6
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  ©2015 Gainsight. AllRights Reserved. Smartphone Tablet Gaming ConsoleDesktop Blu-Ray Connected TV Mall Directory Dressing Room Blood pressure monitor Refrigerator Car Radio Car GPS Airplane Entertainment Store Kisok Cash Register POS Display Bus Stop Postal Trucks Inventory Systems Supply Chain Subway Map Alarm ClocksSubway Map Scale sensors Railway Schedule Bus Stop Radios Toys Cameras Watches Trains eReaders Dog Collars Treadmill Biometric Devices Product Scanners BlackboardsDelivery Vehicle Concert Turnstile Toll BoothRunning Shoes Scale Baby Monitor Power Outlet Product Sensor Washing MachineAir Conditioner Security Bracelet Remote Control Vending Machines The World is Becoming More Connected: 200 Billion Connected Devices 77
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  ©2015 Gainsight. AllRights Reserved. Apps Grant Wishes …Apps come from APIs 8 And Apps are a Major Driver for that 8
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  ©2015 Gainsight. AllRights Reserved. Open Web API - Consumer Example: The Use Case 99
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  ©2015 Gainsight. AllRights Reserved. Image Description Ratings/Reviews Manage Queue / Update Account API Open Web API - Consumer Example: The Role of APIs 1 10
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  ©2015 Gainsight. AllRights Reserved. API Programs Are Used By Different Companies for Different Needs 111
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  ©2015 Gainsight. AllRights Reserved. 1 • Why Are We Here? • Brief Background on Mashery • Customer Success at Mashery: Vision, Mission, Scope, Structure • Organizational Design: Plan the Future State • Organizational (re) Alignment: Change from Today’s State • Organizational (on-going) Management: The Day-to-Day • Questions and Discussion Agenda 12
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  ©2015 Gainsight. AllRights Reserved. At the end of the day, our success in the marketplace is measured by the extent of the value our solutions provide to customers. The higher that value, the greater is our ability to be successful. Mission of Customer Success Team 113
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  ©2015 Gainsight. AllRights Reserved. The Three Key Objectives of the Customer Success Team 1 1. Maximize Value Our Customers Extract from Our Solutions 2a: Maximize Monetary Value to Us 2b: Maximize Non-Monetary Value to Us 14
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  ©2015 Gainsight. AllRights Reserved. The “Formula” Definition of Customer Success (for the Customer) 1 Program Scope Program Value Program Scope: What Program Execution: How Program Value: Why 15
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  ©2015 Gainsight. AllRights Reserved. Complementary Skills and Teams are Needed to Execute on This Charter 1 Program Scope Program Value PS CPSM TSS 16
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  ©2015 Gainsight. AllRights Reserved. The Structure of the Customer Success Team 1 Director, Professional Services VP, Customer Success Director, Technical Support Services Director, Customer Program Success Mgt Director, Knowledge Services CEO 17
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  ©2015 Gainsight. AllRights Reserved. 1 • Why Are We Here? • Brief Background on Mashery • Customer Success at Mashery: Vision, Mission, Scope, Structure • Organizational Design: Plan the Future State • Organizational (re) Alignment: Change from Today’s State • Organizational (on-going) Management: The Day-to-Day • Questions and Discussion Agenda 18
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  ©2015 Gainsight. AllRights Reserved. 1 1. Design the Future State 2. Assess Today’s State and Re-Align Towards the Future State 3. Manage the Day-to-Day Organizational Development: Plan for 3 Phases 19
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  ©2015 Gainsight. AllRights Reserved. The Theory of Organizational Design is Well Established 220
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  ©2015 Gainsight. AllRights Reserved. 1. Organizational Design – Plan for the Future State 2 1. Your organization should fit your company’s DNA 2. Your organization should evolve over time 3. Develop options by theory, Make decisions by people Top 3 Best Practices 21
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  ©2015 Gainsight. AllRights Reserved. 2 2. Organizational Realignment – Hiring Top 4 Best Practices 1. Hire people that fit your charter 2. Hire the best people you can! 3. Hire so: 1 +1 = 3 4. Passion for Customer Success 22
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  ©2015 Gainsight. AllRights Reserved. 3. On-Going Management 2 People: the right people at the right roles. High quality, self starters, energetic and motivated Goals: clear measurable and agreed upon objectives we are going after Trust: that the other people around us will do their jobs, so we can focus on ours Communications: essential for effective collaboration and ensuring the team produces output that is greater than merely the sum of the individuals The Day-to-Day Success = ƒ(People, Goals, Trust, Communications) 23
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  ©2015 Gainsight. AllRights Reserved. 2 • Why Are We Here? • Brief Background on Mashery • Customer Success at Mashery: Vision, Mission, Scope, Structure • Organizational Design: Plan the Future State • Organizational (re) Alignment: Change from Today’s State • Organizational (on-going) Management: The Day-to-Day • Questions and Discussion Agenda 24
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  ©2015 Gainsight. AllRights Reserved. 225
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  ©2015 Gainsight. AllRights Reserved. THANK YOU
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  ©2015 Gainsight. AllRights Reserved. Michael McKee, SVP Services & Customer Success [email protected] Customer Success at Rapid7 Structuring and Recruiting a Customer Success Team to Scale INSERT YOUR PHOTO HERE
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  ©2015 Gainsight. AllRights Reserved.
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  ©2015 Gainsight. AllRights Reserved. Rapid7 helps you reduce threat exposure and detect compromise. 29 We understand the attacker better than anyone and build that insight into our security software and services. Threat Exposure Management Reduce Your Risk of a Breach Incident Detection & Response Find The Attacks You’re Missing Security Advisory Services Accelerate Security Improvement
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  ©2015 Gainsight. AllRights Reserved. • Founded in 2000, Boston-based, 600 people, $90M raised • 3,700 customers globally, including more than 30% of the Fortune 1000 • Focused on providing Security Data & Analytics to prevent and detect breaches Threat Exposure Management Reduce Your Risk of a Breach Incident Detection & Response Find The Attacks You’re Missing Security Advisory Services Accelerate Security Improvement
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  ©2015 Gainsight. AllRights Reserved. KEY LEARNING #1 Broad organizational commitment to customer success is key
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  ©2015 Gainsight. AllRights Reserved. Customer Success is key to Rapid7 Success  Renewals  Footprint expansion  References for new sales  Churn  Operational costs
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  ©2015 Gainsight. AllRights Reserved. Your Headline Goes Here Without Customer Success, There Are No References 33
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  ©2015 Gainsight. AllRights Reserved. Your Headline Goes Here Without Customer Success, There are No Renewals 34
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  ©2015 Gainsight. AllRights Reserved. Your Headline Goes Here Without Customer Success, There Is No Expansion 35
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  ©2015 Gainsight. AllRights Reserved. Rapid7 Leadership – 2014 CEO & President Chief People Officer Chief Financial Officer Chief Marketing Officer SVP NA Sales Account Management VP International Sales SVP Services & Support SVP of Products CTO
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  ©2015 Gainsight. AllRights Reserved. Rapid7 Leadership – 2015 CEO & President Chief People Officer Chief Financial Officer Chief Marketing Officer SVP Global Sales SVP Services & Customer Success SVP of Products CTO LAND EXPAND
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  ©2015 Gainsight. AllRights Reserved. Organizational Focus on Customer Success Fixing Educating Renewals Onboarding & Adoption Implementation Usage Product Sale Set up for Success Services & Customer Success Professional Services Customer Success Management Global Learning & Support Sales Engineering
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  ©2015 Gainsight. AllRights Reserved. Path to Customer Success Purchase Deployment Adoption Expansion 39 Account Executive Customer Success Manager Account Executive Sales Engineering Services PM, Onboarding Specialist Learning & Support Sales Engineering Services Learning & Support Sales Engineering Services Products & Engineering Early Warning System & Recovery Relationship Lead Functional Contributors Key Information Transfer
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  ©2015 Gainsight. AllRights Reserved. KEY LEARNING #2 Find the right balance between adoption, retention & expansion
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  ©2015 Gainsight. AllRights Reserved. Account Management • Focus on Purchase plus 90 days vs. Renewal minus 90 days • New onboarding process • Adding customer learning and health check tools Customer Success Management (CSM) RENEWALS ADOPTION
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  ©2015 Gainsight. AllRights Reserved. CSM Organization • Alignment matches Sales: Enterprise, Named, Mid-Market • 90% of team has renewal number; • Exceptions are 2 Onboarding Specialists and 1 Customer Success Engineer • CSM org works very closely with Global Learning & Support • Compensation: • Managers: 75% base / 25% variable • ICs: 80% base / 20% variable • Variable is 80% renewals, 20% leads to sales Greg Monahan Manager CS Victoria Rutenberg Manager CS & Onboarding Ferrante ager CS TBH 2/1/15 Customer Success Engineer Amy Ngoon Enterprise CSM Catherine McNally Enterprise CSM Shadi Abazari Enterprise CSM Laura McCleney Enterprise CSM Joe Scurio Senior CSM Jim Melchin Federal/State CSM Andrew Early CSM Christina Ward Named CSM, Team Lead Rebecca Anzalone CSM, Team Lead Amara Oleson- Richards CSM Alexa Eliopoulos CSM Heather Rackley Named CSM, Team Lead Ben Horgen CSR Laura Hathaway OnBoarding Specialist TBH 10/1/15 CSM TBH 2/1/15 Premiere CSM John Baker OnBoarding Specialist Shauna Geagan CSR US Domestic Account Ratios: Premiere CSM x1: (20:1) Enterprise CSM x4: 221 (70:1) Federal/State CSM x1: (150:1) Named CSM x3: 658 (210:1) CSM x4: (235:1) CSR x2: (400:1)
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  ©2015 Gainsight. AllRights Reserved. CSM Time Allocation Year Adoption Retention Expansion 2014 20% 70% 10% 2015 35% 55% 10% Types of Activities Type Renewals (Quoting, Selling, Negotiations, Research, Customer Discussions, Order Processing) R Onboarding (Welcome, Expectations, Project Manage, Handle Escalations) A Escalation Management (Technical, Political, Salvage At Risk Customers) A / R Adoption Activities (Drive usage, engagement, beneficial behaviors, Education, Nurture) A Discovery / Engagement Activities (Roadmaps, Voice, Drive Usage, References, Project- Specific Campaigns) A / R / E Lead Generation (Identify Upsell/Cross-sell opportunities, work with Sales to close) E
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  ©2015 Gainsight. AllRights Reserved. KEY LEARNING #3 44 Know the CSM profile you are after
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  ©2015 Gainsight. AllRights Reserved. CSM Profile Options 45 • Table stakes: Attitude & Aptitude FarmerHunter Non-TechnicalTechnical SeniorJunior SelfTeam
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  ©2015 Gainsight. AllRights Reserved. In Summary… 46 1. Broad organizational commitment to customer success is key 2. Find the right balance between adoption, retention & expansion 3. Know the CSM profile you are after
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  ©2015 Gainsight. AllRights Reserved. THANK YOU Michael McKee, SVP Services & Customer Success [email protected]