Development teams are challenged to build increasingly competitive products, but they must overcome difficult tradeoffs to do so. They must prioritize a mounting backlog of new feature requests, balance innovation with maintenance, manage growing technical debt, improve quality and usability, accelerate delivery, and reduce cost — all at the same time.
Being a customer success manager is difficult enough. Based upon the premise that customer support should be more proactive than reactive, the value of customer success cannot be understated. Between responsibilities like onboarding, advocacy, upsells, and renewals, customer success managers (CSMs) have cemented themselves as drivers of corporate growth.