CS Processes
Platform Stage | $40M+ ARR | 200+ headcount
Main challenge: Running a durable company. Org drag, governance.
Customer Success Processes
Stage-appropriate approach: Organizations at Platform stage operate CS as a scaled, segment-specific function with advanced health scoring, automated interventions, global support, and tight integration with revenue operations. CS is a profit center, not a cost center.
Onboarding
Stage-appropriate approach: Onboarding at Platform stage runs multiple tracks — segment-specific, product-specific, and implementation-complexity-based — with clear SLAs and success metrics.
| Track | Approach | Timeline | Owner |
|---|---|---|---|
| Enterprise | White-glove, dedicated PM | 60-120 days | Professional Services |
| Mid-Market | Guided, pooled resources | 30-60 days | Implementation team |
| SMB | Self-serve + digital assistance | 7-14 days | Digital CS |
| PLG/Low-touch | Product-led, automated | Same day - 7 days | Product + Digital CS |
Onboarding Governance:
| Element | Requirement |
|---|---|
| Kickoff Standards | Standard agenda, required attendees, recording |
| Success Criteria | Defined per segment, product, and use case |
| Milestone Tracking | System-tracked, alerts on at-risk |
| Time-to-Value Metrics | Tracked and reported by segment |
| Handoff to CSM | Formal transition with health baseline |
Onboarding Content:
| Asset | Purpose |
|---|---|
| Implementation Guides | Technical setup documentation |
| Admin Certification | Customer admin training and certification |
| Video Library | On-demand training content |
| Office Hours | Scheduled Q&A sessions |
| Success Plans | Template + customization by customer |
What NOT to do at this stage:
- One-size-fits-all onboarding — segment-specific tracks are non-negotiable
- Unclear ownership — if PS vs CSM ownership is fuzzy, customers suffer
- Onboarding without TTV measurement — if time-to-value isn't tracked, improvement is guesswork
Playbook Reference: See Customer Onboarding and Implementation, Customer Success Platform Implementation
Success Metrics / Health Scoring
Stage-appropriate approach: Health scoring at Platform stage is predictive, multi-factor, and integrated with every customer-facing workflow. Health scores trigger automated and human interventions.
| Health Dimension | Inputs | Weight |
|---|---|---|
| Product Usage | DAU/MAU, feature adoption, depth of use | 30-40% |
| Engagement | Support tickets, meetings, email response | 20-25% |
| Relationship | Stakeholder access, champion strength | 15-20% |
| Business Outcomes | Reported ROI, stated satisfaction | 15-20% |
| Financial | Payment history, expansion history | 10-15% |
Health Score Tiers:
| Tier | Score Range | Intervention |
|---|---|---|
| Green | 80-100 | Expansion focus, advocacy asks |
| Yellow | 50-79 | Proactive outreach, risk assessment |
| Red | 0-49 | Executive escalation, save motion |
Predictive Elements:
| Signal | Prediction |
|---|---|
| Usage drop >20% | Churn risk, investigate |
| Champion job change | Relationship risk, re-engage |
| Negative NPS response | Immediate CSM follow-up |
| Support ticket volume spike | Product issues, escalate |
| No expansion after X months | Growth opportunity or issue |
What NOT to do at this stage:
- Health scores no one trusts — if CSMs override scores, the model is wrong
- Lagging indicators only — predictive signals matter more than what already happened
- Health without action — a score without triggered workflows is just data
Playbook Reference: See Customer Lifecycle, Customer Success Platform Implementation
Product Feedback
Stage-appropriate approach: Product feedback at Platform stage flows through formal channels — Customer Advisory Board, NPS/CSAT programs, and structured feedback loops that influence roadmap.
| Channel | Frequency | Audience |
|---|---|---|
| Customer Advisory Board | Quarterly | Top 20-30 customers |
| NPS Surveys | Continuous or quarterly | All customers |
| CSAT (Support) | Post-ticket | Support interactions |
| Feature Requests | Continuous | All customers (via CS or product) |
| Beta Programs | Per release | Selected customers |
| User Research | Ongoing | Product-driven selection |
Feedback Governance:
| Element | Requirement |
|---|---|
| CAB Charter | Formal membership, commitment, NDA |
| Request Taxonomy | Standardized categories for feature requests |
| Roadmap Communication | Regular updates on what's planned, what's not |
| Closed-Loop Feedback | When features ship, notify requestors |
| Product Council | Cross-functional roadmap prioritization |
What NOT to do at this stage:
- CAB as show-and-tell — if customers don't influence roadmap, they'll stop coming
- Feedback black hole — if customers never hear back, they stop giving feedback
- Ignoring silent majority — NPS from vocal customers isn't representative
Playbook Reference: See NPS and Voice of Customer Launch, Customer Advisory Board Program
Renewal Process
Stage-appropriate approach: Renewals at Platform stage are systematized, multi-track (auto-renewal vs negotiated), and tightly integrated with finance and legal. Renewal is a process, not an event.
| Track | Approach | Timing |
|---|---|---|
| Auto-Renewal | Contract terms, notice if opting out | 90 days notice |
| Standard Renewal | CSM-driven, pricing review | 120 days out |
| Complex Renewal | Multi-year, renegotiation | 180+ days out |
| At-Risk Renewal | Save motion, executive involvement | 180+ days out |
Renewal Workflow:
| Stage | Timing | Owner | Action |
|---|---|---|---|
| Forecast | 180 days | Renewal Ops | Identify and segment |
| Health Check | 150 days | CSM | Assess risk, escalate if needed |
| Pricing Review | 120 days | Deal Desk | Standard vs custom pricing |
| Proposal | 90 days | CSM + Renewal Ops | Send renewal terms |
| Negotiation | 60-90 days | CSM + Sales (if needed) | Handle objections |
| Close | 30 days | Renewal Ops | Execute contract |
| Post-Renewal | Day 1 of new term | CSM | Success plan refresh |
Renewal Metrics:
| Metric | Target Range |
|---|---|
| GRR (Gross Revenue Retention) | 90-95%+ |
| NRR (Net Revenue Retention) | 100-120%+ |
| On-Time Renewal Rate | 85-95% |
| Renewal Forecast Accuracy | 90%+ |
What NOT to do at this stage:
- Renewal surprises — if a renewal is at risk and ops doesn't know 180 days out, process is broken
- CSMs negotiating complex deals — sales or renewal specialists should handle renegotiations
- Ignoring auto-renewal terms — legal and customer expectations must align
Playbook Reference: See Renewal, Churn, NRR, GRR Reporting
Expansion / Upsell
Stage-appropriate approach: Expansion at Platform stage is systematized — playbooks by expansion type, territory rules, and compensation alignment between CS and Sales ensure no friction.
| Expansion Type | Owner | Trigger |
|---|---|---|
| Seat/Usage Expansion | CSM | Usage thresholds, contract terms |
| Cross-Sell (New Product) | Sales + CSM | Health + fit signals |
| Upsell (Higher Tier) | CSM or Sales | Feature usage, business need |
| Multi-Year Extension | Sales | Renewal + expansion combo |
Expansion Playbooks:
| Play | Trigger | Motion |
|---|---|---|
| Usage Spike | Usage >80% of entitlement | CSM outreach, expansion quote |
| Champion Promoted | Contact role change | Executive alignment, strategic review |
| New Team Request | Support ticket or CSM conversation | Discovery, cross-sell |
| Product Launch | New product release | Targeted campaign to fit customers |
Territory & Comp Alignment:
| Scenario | Owner | Compensation |
|---|---|---|
| Seat expansion | CSM | CSM expansion bonus |
| New product under $X | CSM | CSM expansion bonus |
| New product >$X | Sales (with CSM) | Split or Sales commission |
| Competitive displacement | Sales | Full sales credit |
What NOT to do at this stage:
- Unclear expansion ownership — if CS and Sales fight over deals, customers notice
- Expansion without health check — selling more to unhappy customers accelerates churn
- Missing signals — usage data and triggers should be automated, not manual
Playbook Reference: See Expansion and Upsell Playbook
Reference & Testimonial
Stage-appropriate approach: Reference and advocacy at Platform stage is a formal program — advocacy tiers, incentives, and systematic asks that support sales, marketing, and analyst relations.
| Advocacy Type | Value | Ask Frequency |
|---|---|---|
| Reference Call | High | Per opportunity, limited pool |
| Case Study | High | 1x per customer |
| Video Testimonial | Very High | 1x per customer |
| G2/Gartner Review | High | Quarterly campaigns |
| Speaking | Very High | 1-2x per customer per year |
| Referral | Very High | Ongoing, incentivized |
Advocacy Program Tiers:
| Tier | Benefits | Requirements |
|---|---|---|
| Member | Community access, swag | Signed agreement |
| Advocate | Early access, recognition | 1+ advocacy activity |
| Champion | Executive access, exclusive events | 3+ activities, NPS promoter |
| VIP | Advisory board, roadmap influence | Top advocates, strategic accounts |
Advocacy Operations:
| Element | Requirement |
|---|---|
| Advocacy Platform | Influitive, Gainsight Advocate, or similar |
| Ask Management | Limit asks per customer, track fatigue |
| Incentives | Points, rewards, recognition (not cash) |
| Sales Reference Matching | Industry, use case, segment matching |
What NOT to do at this stage:
- Over-asking references — reference fatigue is real; protect top advocates
- Advocacy without reciprocity — if customers give and never receive, they stop
- Ignoring reference quality — bad references hurt more than no references
Playbook Reference: See Customer Reference and Testimonial Program
Support
Stage-appropriate approach: Support at Platform stage is global, tiered, SLA-driven, and integrated with CS — support is both reactive (ticket resolution) and proactive (health signal source).
| Tier | Scope | SLA |
|---|---|---|
| L1 (Tier 1) | Known issues, how-to, basic troubleshooting | 4-8 hours |
| L2 (Tier 2) | Complex issues, configuration, workarounds | 8-24 hours |
| L3 (Tier 3) | Engineering escalation, bugs, custom work | 24-72 hours |
| Premium Support | Dedicated support, faster SLAs, named contacts | Per contract |
Global Support Model:
| Element | Requirement |
|---|---|
| Follow-the-Sun | Coverage in AMER, EMEA, APAC |
| Language Support | Key languages based on customer distribution |
| Escalation Path | Clear escalation to L2/L3/Engineering |
| CS Integration | Support tickets feed health scoring |
| Self-Service | Knowledge base, community, chatbot |
Support Metrics:
| Metric | Target Range |
|---|---|
| First Response Time | Under 4 hours (business hours) |
| Resolution Time | Under 24 hours for L1, under 72 for L2 |
| CSAT | 90%+ |
| Ticket Volume per Customer | Tracked, trend analysis |
| Self-Service Deflection | 30-50% |
What NOT to do at this stage:
- Support as silo — if support data doesn't inform CS and product, insights are lost
- Ignoring self-service — at scale, not everything can be human-handled
- One SLA for all — enterprise customers expect and pay for faster response
Playbook Reference: See Support System Implementation
CS Platform
Stage-appropriate approach: The CS platform at Platform stage is the system of record for customer health, workflows, and outcomes — fully integrated with CRM, product, and support.
| Capability | Requirement |
|---|---|
| Health Scoring | Multi-factor, predictive, automated |
| Playbook Automation | Triggered actions based on health, lifecycle |
| 360° Customer View | CRM, product, support data unified |
| Renewal Management | Forecasting, workflows, alerts |
| Expansion Identification | Signals, qualification, handoff |
| Reporting & Analytics | GRR, NRR, health trends, CSM performance |
Platform Integrations:
| System | Data Flow |
|---|---|
| CRM (Salesforce, HubSpot) | Account, opportunity, contact sync |
| Product Analytics | Usage data, feature adoption |
| Support (Zendesk, Intercom) | Ticket data, CSAT |
| BI (Looker, Tableau) | Reporting, dashboards |
| Communication (Email, Slack) | Outreach logging, alerts |
Platform Governance:
| Element | Requirement |
|---|---|
| Admin Ownership | Dedicated CS Ops admin |
| Data Quality | Regular audits, deduplication |
| Playbook Governance | Approval process for new playbooks |
| Performance Tracking | CSM productivity, playbook effectiveness |
What NOT to do at this stage:
- CS platform as CRM duplicate — the platform should add value, not replicate
- Over-automation — not everything should be automated; judgment matters
- Ignoring adoption — if CSMs don't use the platform, it's expensive shelfware
Playbook Reference: See Customer Success Platform Implementation