Terminus

“40 to 50 people who are part of our company, really about a quarter of our company is dedicated to this function and making it work now.”

“In fact, the person is our chief product officer. I had him go and lead our customer success team for six months to understand and have empathy for our customers, for what they're doing to really embrace that, to be able to make better trade-offs.”

“We move NRR, our 40 points in a year, which is pretty remarkable.”

“My view is that retention and acquisition, but both should sit under the same leader. Why would you go about acquiring customers that you can't retain? The incentives, incentive alignment, everything should tie together.”

“I shifted a significant amount of resources into customers and to making sure that we did the proper level of frankly, just like getting marketer to marketer discussions happening and we embrace the mindset of no selling, but just hands-on marketer to marketer…”

“We changed CSM compensation to go from gross dollar retention to logo retention. So even if that meant that we had to right size an account, we always wanted to do what was right for the customer.”