Retention is created daily.
GRR is the result of product value, customer outcomes and operating discipline. It cannot be rescued at renewal time.
ABOUT
Operator's perspective.
Enterprise scale.
A career spent building customer-facing operations that work at scale, deliver measurable outcomes and adapt to what comes next.
THE THROUGH-LINE
From customer experience to enterprise value.
Across more than 25 years in SaaS, customer experience and business services, I have worked in environments where customer outcomes, operational discipline and financial performance have to move together.
I currently serve as Senior Vice President & Co-Head of Global Client Services at Cvent and am a member of its Executive Committee. I lead a 1,200+ global organisation spanning Customer Success, Support, Professional Services, Managed Services and CS Operations. The work connects customer outcomes, recurring revenue and delivery economics.
Earlier in my career, I held senior leadership roles at EXL and Sitel, building and leading large multi-country customer operations. Across my career, this included teams of more than 5,000 people, P&L responsibility of up to $100M and outsourced delivery footprints of up to 7,000 FTE. These are career-wide figures, not the size of my current organisation.
I hold an MBA in Marketing from Suffolk University in Boston. I believe customer operations should be managed as a business system. The right model combines segmentation, clear ownership, talent, technology, data and a relentless focus on the work that creates value for customers.
AI raises the stakes. The opportunity is not to put a bot in front of an old process. It is to redesign the process, the role and the decision around the customer.
OPERATING BELIEFS
What I believe about running customer operations.
Expansion follows value.
NRR improves when customers realise more value, adopt more deeply and have a clear reason to grow with you.
Cost is a design choice.
Cost-to-serve must reflect customer segment, service demand and complexity. Averages hide the real levers.
Scale needs accountability.
Global delivery works when decision rights, workflows and outcomes travel with the work.
AI should change the model.
Automate repeatable work. Improve human judgement. Keep accountability with the people who own the customer outcome.
Systems beat heroics.
Good operations do not depend on a few people repeatedly saving the day. They make good execution repeatable.
THE VALUE OF AN OPERATOR
The value of an operator is not just knowing what to improve. It is knowing which operating decision is keeping the value from being realised.
Built inside operating businesses, not from the sidelines.
OPERATING EXPERIENCE