Customer Success Lighthouse

A former Ericsson colleague posted something recently that stuck with me: "The older I get, the more problems I have with the culture where every manager needs to know the answer to every question instantly." Fair point — and it's not just a personality thing. It's a genuinely recognised organisational pattern, and Customer Success feels it more than most. There's real research behind it. A Vanson Bourne survey for Teradata found 74% of senior leaders think their own analytic

We think we know our customer journey, but what we usually see is the “happy path” we designed—not the messy reality customers actually experience across product and support. Process mining, originally popularized in operations and onboarding-heavy processes like KYC, is now being applied in Customer Success to turn that reality into data you can see and act on. processmind Process mining works by analyzing event logs from your systems (product, CRM, ticketing, billing) to r

Quarterly Business Reviews should be strategic conversations. But for many CS teams, the prep still means copying last quarter’s deck, updating screenshots, pulling CRM fields, and rebuilding the story by hand. That repetitive work eats into time CSMs should be using on customer strategy and outcomes. That’s starting to change. Tools like Slideform can connect directly to systems such as Salesforce, HubSpot, or Airtable and auto-generate QBR or EBR decks from a template using

Most Customer Success organizations operate at Level 1 — reactive, relationship-dependent, and measured by ticket closure rather than business impact. Reaching Level 4 requires intentional transformation across five interconnected dimensions. Here's the model: The Four Maturity Levels 🔴 Level 1 — Reactive: CS is support with a friendlier face. Escalation-driven, undifferentiated, no segmentation. 🟡 Level 2 — Managed: Governance is in place. Processes exist. But value is s