01
Measure
Can you see what's happening?
Health scores that predict something, data sources you trust, and a quantified account of why customers actually leave.
Customer success advisory for B2B SaaS
Series A to C
Retention isn't guesswork or a feeling. It's math.
Most customer success teams are too reactive. They know which accounts they're worried about after they become an escalation.
I help Series A to C SaaS companies understand where their risk lies and how to maximize growth opportunities.
Alongside a full-time in-house role, I take on a small number of short, fixed-scope projects each quarter.
Two decades of doing this from the inside, running teams up to $400M ARR scale, means I know which parts you
need now and which can wait.
+9pts
NRR in six months, roughly $9M in additional annual revenue
42%
More customer coverage with zero added headcount
100x
Program reach, built from zero at Atlassian
60days
From kickoff to a working CS platform
20+
Years in customer success, operations, and product
Those numbers come from leading customer success and product teams at
Gainsight
Atlassian
Forcepoint
HHAeXchange
Kronos (Now UKG)
“I brought Dan in to fix customer success, and within a quarter he quickly saw what the function needed, made the hard calls, and gave us real segmented coverage across our customer base. Dan transformed the function to reach customers before problems found us, without adding cost, all while keeping customers and the team steady through the change. He left Forcepoint in a much, much better state than when he arrived.”
Who this is for
B2B SaaS between Series A and Series C.
Typically $3M to $50M in ARR, a customer success team of two to forty, and a board that has started asking about net revenue retention. The engagements are sized and priced for companies at that stage, not for enterprise transformation budgets.
Leading a larger CS organization with the same problems? The math is the same. Let's chat.
You're probably here because one of these is true
- You're hiring your first CS leader and want an experienced view on what to build before they arrive.
- Churn is eating a growth rate you are paying real money to buy.
- You're preparing a raise and need a retention story that holds up in diligence.
- You bought a CS platform and it has become a place to keep notes.
The opportunity
Customer success is the last revenue function still run on instinct.
It needs the predictability of a math equation.
Sales and marketing got instrumented a decade ago. Most CS teams still run on a red-yellow-green light and a good CSM's gut. At a company growing fast, that isn't a failure. It's what there was time for.
This happens too often: a health score nobody quite trusts, portfolios split by account count instead of risk, renewal forecasts that are really sentiment with a number attached, and a CS tool doing a fraction of what it was bought for. None of that is a people problem. It's a measurement problem, and measurement problems have clean solutions.
The work is finding where revenue is leaking, putting a number on it, and giving your team a clear plan to keep that answer visible. For a Series A to C company, that usually means building it right the first time rather than untangling it later.
How I think about retention
Measure. Design. Multiply.
Three problems, in the order they actually have to be solved. You can't design a coverage model on data you don't trust, and AI applied to a broken process just makes the wrong answer arrive faster.
02
Design
Is your org built to act on it?
Segmentation, coverage math, roles, ratios, and the operating cadence that turns a signal into an intervention.
03
Multiply
Does AI give you leverage, or a demo?
Where AI genuinely pays inside a CS org, where it doesn't, and how to tell the difference before you spend.
Start here
The Retention Snapshot
A fast, written read on your retention system. Send me your health scores, twelve months of renewal outcomes, and your account list, and I'll tell you what your data actually says, where revenue is leaking, and what I would do first.
It is a compact version of the assessment I ran in my first 60 days before a transformation that moved net revenue retention from roughly 103% to 112% across a $100M book, sized for a Series A to C company.
What you get
- A validity test of your health score methodology
- A cohort churn and retention read
- A coverage check against your actual book
- The three biggest leaks, with rough dollar sizing
- A written verdict and the first move to make
- A sixty-minute live readout
Want a thinking partner rather than a deliverable? Book a single Advisory Session - ninety minutes on the decision in front of you, with written notes after.
“Dan runs Customer Success like an operator. He put real-time health dashboards in front of every CSM and manager, which lifted proactive customer engagement 149%, and built a CS operations and digital team that reached every segment, more than doubling our NPS response rate and raising the score by over 30 points. His years of experience and depth of knowledge are impressive. I’d hand him a customer success function to rebuild again without hesitation.”
Why this works
Both an operator and an advisor.
Most of what I know about retention I learned by running customer success teams and being accountable for it.
But more than that, I spent
five and a half years inside the company that invented the category, advising leading companies on their customer success strategy.
01
I've run the job at scale, and from zero
SVP and Global VP roles carrying as large as a $400M ARR book and a 90-person organization. I also built the Digital and Scaled CS team at Atlassian from zero. Earlier in my CS days I ran a 1,200-customer book using only homegrown tools. Scale taught me what moves retention. Starting from zero taught me what a small team can skip.
02
I know the platforms from the inside
Five and a half years at Gainsight, the company that defined the category, across customer success, product management, and product operations. NXT Certified Admin, and a 70-seat instance architected from a blank slate. I know what these platforms are genuinely good at, and how to get more out of the one you already have.
03
I build AI tools, I don't just describe it
I'm hands on and have built agents for renewal forecasting and risk prioritization. I developed custom portfolio management software that does a full portfolio audit. Ask for a demo on the first call — it's the fastest way to tell the difference between someone who builds and someone who advises.
04
You get me
No junior team, no hand-off after the sale, no bench of analysts behind the curtain. The person who scopes the work does the work and delivers the readout. That is also why I take on only a few projects each quarter, and why I'll tell you early if one isn't a fit.
“Dan quickly diagnosed what our tech-touch and CS operations functions were missing, then built the team to deliver it from scratch. The digital and SMB program teams he led extended our reach roughly 100x, and his Gainsight operations team gave leadership real-time visibility into customer health for the first time. Few leaders can both design the strategy and build the machinery to deliver it. Dan does both.”
“Dan brought real operational discipline to our product and design organization. He built the planning cadence and operating rhythm the teams had been missing, and used data to make roadmap trade-offs visible, which gave us a clearer roadmap and faster delivery. Having started in customer success, he brought cross functional collaboration between Product and CS to new heights, and he never stopped bringing the customer’s view into the room.”
Let's put a number on your retention upside.
Thirty minutes, all signal, no noise. Let's chat about what's happening and I'll tell you whether it's a measurement problem, a design problem, or something outside customer success. Either way you leave with a clearer read than you came in with.