Making post-sales a source of durable growth and operating leverage.

I am Senior Vice President & Co-Head of Global Client Services at Cvent and a member of its Executive Committee, leading a 1,200+ global organisation across Customer Success, Support, Professional Services, Managed Services and CS Operations. Over 25+ years, I have led customer experience and global operations, with earlier senior leadership roles at EXL and Sitel.

View executive experience ↗AI in customer operations ↗

25+ years · Executive CommitteeOperator through 3 exits: 2 PE, 1 public listing · Dubai

AI-enabled post-sales & value creation across NRR, GRR, cost-to-serve and EBITDA. MBA, Suffolk University.

Operator first.Strategy only matters when execution follows.

POST-SALES
VALUE
AT SCALE

25+Years in SaaS and customer operations

5,000+People led across my career

$100MP&L responsibility at scale

7,000Outsourced FTE footprint

THE WORK

Post-sales is where growth becomes durable.

Winning the contract is only the beginning. The economics that follow depend on whether customers realise value, renew, expand and receive the right level of service at the right cost.

Across global SaaS environments, I work with teams across functions and regions to connect retention, expansion, service delivery and technology. The operating challenge is to make the customer experience stronger while making the business more efficient and predictable.

See the experience behind the work ↗

THE VALUE LEAKS

Growth can look healthy while the economics underneath weaken.

The warning signs often sit across teams and metrics. They are easy to normalise when no one owns the full post-sales system.

Retention illusion

Churn is treated as an industry rate. Preventable revenue loss becomes an accepted cost of doing business.

Expansion assumption

NRR is treated as an upsell target instead of an earned outcome of adoption, realised value and trust.

Cost-to-Serve drift

Support and Success capacity grows to protect the base, while avoidable work and complexity remain in the system.

AI optimism

AI investment accumulates as pilots and tools, without a clear link to the work, decisions or cost it should remove.

AI AS AN OPERATING CHOICE

AI should change the work, not just the tools.

AI creates operating leverage when it removes repeatable work, improves decisions or changes a customer outcome. It multiplies what is already disciplined. It does not fix unclear process or weak ownership.

Read my AI perspective ↗

01Remove repeatable workVoice, chat, routing and workflow automation

02Improve frontline decisionsAgent assist, knowledge and interaction summaries

03Strengthen qualityAI review, coaching and multilingual support

04Protect customer valueEarlier risk, readiness and capacity signals

OPERATING EXPERIENCE