moiznizami

Customer Success Manager

IDERA Software • Freelance

Apr 2025 - Present • 1 yr 6 mos

Sole Customer Success Manager across two B2B software brands, owning the full post-sale lifecycle for a mixed book of enterprise and mid-market accounts in North America and EMEA. What I own day to day: • Onboarding. I take new customers from signed contract to first real value, including technical setup, stakeholder mapping, and the first 90 days of adoption. • Account health. I built and rolled out the health scoring framework and engagement model now used as the standard customer success motion across both product lines. • Escalations. I run critical incidents end to end, coordinating customers, support, engineering, and leadership through to root cause analysis and customer sign-off. This includes outages affecting enterprise accounts with contractual SLAs. • Renewals and retention. I forecast renewals, flag at-risk accounts before the warning signs reach the CRM, and run structured recovery on accounts heading for churn. • Systems. I work across HubSpot and Salesforce, running separate CRM instances, reporting, and lifecycle automation for each brand. The products are technical, code analysis and code protection tooling used by engineering teams, so in a single week I’m talking to developers, security leads, and procurement. A lot of the job is translating between people describing the same problem in three different languages. What I’ve learned doing this is that churn is almost never a surprise. The signals show up weeks earlier, in the tone of support tickets, in login drop-off, in the champion who stops replying to emails. Most companies just aren’t set up to catch them. That’s what I bring to the work I do here: the systems that catch those signals early, written so your team can actually run them.

Customer Success Manager

WellnessLiving • Fulltime

May 2020 - Mar 2025 • 4 yrs 10 mos

Joined WellnessLiving as a Level 3 Support Specialist and left as a Customer Success Manager, promoted twice in three years. As Customer Success Manager I owned a portfolio of high value accounts across the full post sale lifecycle: onboarding, adoption, retention and renewal. I built retention strategies out of customer behaviour and feedback data rather than guesswork, ran consultative cross sell and upsell against subscription services, and managed pipeline and forecasting in Salesforce. I negotiated renewals and more complex agreements, and worked across finance, support and product to get client issues actually closed rather than passed around. Before that I led the support team, 6 to 9 specialists across Levels 1, 2 and 3. I was the escalation point for the difficult and sensitive cases, owned SLA adherence and ticket triage, and coached the team individually on technical skill and on handling customers who were already angry by the time they reached us. Escalations dropped because the team got better at the first conversation, not because we buried them. I started in Level 3 support, which is where the rest of it came from. Enterprise accounts, advanced troubleshooting, reading system logs, root cause analysis, and working with engineering on anything needing a code level answer. What it adds up to: I have seen the customer lifecycle from the ticket queue, from the team lead's chair, and from the account owner's chair. When I write onboarding or retention material now, it comes from having watched where customers genuinely get stuck and what the person on the other end of a ticket is really asking for.