Clients

For early B2B SaaS startups where the founder, CEO, or Head of Sales is still deeply involved in onboarding, support, renewals, and customer escalation.

This usually works for a while..until it does not. Customers get answers because the founder is close to the work, but the process lives in someone’s head. Handoffs are informal, onboarding depends on heroics, and the team has no clear operating rhythm for customer health, expansion, or renewal risk.

I help turn founder-led customer work into a more repeatable post-sale motion. That can include mapping the customer journey, clarifying ownership, redesigning onboarding, creating handoff expectations, and building simple systems for risk, renewal, and expansion.

The goal is not to add process for its own sake. The goal is to help the team deliver a more consistent customer experience without relying on the same few people to hold everything together.

For SaaS teams where deals are closing, but the customer experience starts to break down after the contract is signed.

This often shows up as unclear expectations, missing context, inconsistent kickoff calls, vague ownership, or customers repeating information they already gave during the sales process. Sales did its job, CS is trying to catch up, and the customer feels the seams between teams.

I help teams define what needs to happen between closed-won and first value. That may include handoff criteria, discovery notes, implementation inputs, kickoff structure, success criteria, internal ownership, and the operating cadence between Sales, CS, AM, and Solutions roles.

The outcome is a cleaner transition from buying to onboarding — one where customers feel understood, internal teams know what matters, and the company has a repeatable motion instead of a series of one-off saves.

For growing SaaS companies that have enough customers, team members, and complexity that informal ways of working are starting to slow things down.

At this stage, the problem is not usually effort. The team is working hard. The problem is that customer-facing work has become too inconsistent. Demos vary by rep. Onboarding quality depends on who runs it. Account planning is uneven. Enablement is reactive. Renewal and expansion motions happen, but not always with the same structure or visibility.

I help customer-facing teams create practical operating systems across Customer Success, Account Management, Enablement, and Solutions workflows. That can include playbooks, role clarity, meeting cadences, customer lifecycle stages, enablement materials, and lightweight documentation that people actually use.

The goal is to make the team easier to manage, easier to scale, and easier for customers to trust — without turning a startup into a bureaucracy.