About the RoleAs a Senior Manager of Customer Success, you are a highly active GTM leader accountable for the performance and health of your segment through your team's execution. This is not a coordination or liaison role. You elevate account strategy, lead a team of Customer Success Reps with a high bar, and operate as a strong cross-functional partner to Sales, Product, and Marketing. You are expected to shape outcomes, while managing high confidence execution in your team's books of business.
You will be both strategically sharp and operationally grounded, knowing when to engage directly on critical accounts and when to step back and ensure the system is working at scale. You will iterate on the playbooks that drive how your segment wins and lead and develop a team that executes with increasing autonomy and skill over time, ensuring high effectiveness in CSRs leading customer outcomes.
About the TeamCustomer Success is a primary lever for Relay's growth and long-term customer value. This role sits at the center of that motion. You will not only drive segment performance, but directly influence how Relay wins with its customers. Your insights will inform GTM strategy, refine the playbooks that scale across the business, and drive high impact in near-term and long-term outcomes.
ResponsibilitiesAccount Strategy and Execution- Set a high standard for account strategy across complex, multi-stakeholder Mid-Market and Enterprise accounts, including multi-threading, executive engagement, and value realization. Be an active partner and coach on the most consequential accounts and moments.
- Continuously refine how the team approaches retention and expansion as accounts evolve. Translate at-bats into durable skill development so the team improves in execution over time, not just in activity.
- Work closely with CSRs on complex account strategies, guiding execution and building capability without absorbing accounts yourself. Know when to guide, delegate, inspect, or step in.
Segment Performance and Lifecycle Ownership- Own your segment's retention and expansion outcomes. Drive proactive, intentional customer journeys rather than reactive account management. Ensure value is demonstrated continuously, not only at renewal.
- Maintain and sharpen how onboarding, adoption, expansion, and renewal function across the segment. Identify where value accelerates, stalls, or breaks, and act on it.
- Convert patterns and insights into hypotheses that improve segment performance. Test and iterate on approaches to expansion, retention, and lifecycle sequencing. Institutionalize learnings so they scale and are leveraged across the team up to the broader CS function.
Pattern Diagnosis and Problem Solving- Identify recurring patterns across accounts to determine what is structurally driving performance. Distinguish systemic issues from isolated account-level challenges and own the resolution across functions rather than routing problems elsewhere.
- Serve as the authoritative signal from your segment to leadership, Sales, Product, and GTM partners. Frame problems, options, and recommended actions with clarity for senior stakeholders.
- Analyze leading indicators for churn risk, adoption gaps, and expansion blockers. Use data and field insight to sharpen the customer journey and surface risks before they become lagging issues.
Team Leadership and Performance Management- Lead and develop a team of 7 to 10 CSMs with strong judgment, accountability, and autonomy. Hold a high performance bar with candor, giving consistent developmental feedback and calibrating talent accurately.
- Coach reps from execution into durable skill. Turn plays into at-bats, and at-bats into improved customer outcomes. Build a team that sustains performance without constant leader involvement.
- Establish operating rhythms, standards, and guardrails that drive consistent execution quality. Maintain CRM and the data layer as a reliable source of truth for segment health.
Cross-Functional and Executive Leadership- Partner closely with Sales, Product, SE/FDE, and GTM leadership to align on segment strategy and priorities. Resolve cross-functional friction that impacts customer outcomes and ensure shared accountability across teams.
- Show up credibly with senior stakeholders internally and on the customer side. Own escalations. Translate field insight into actionable input for product development and go-to-market motion.
Required Qualifications- 8+ years of experience in Account Management, Customer Success, or Sales roles within a SaaS or hardware/software company, with a track record of growing and deepening enterprise partnerships over time.
- 3+ years in a direct leadership role managing Customer Success Managers or Account Managers, with demonstrated ability to develop teams executing against enterprise accounts.
- Proven experience managing high-touch, multi-site, or enterprise customer portfolios with complex, multi-stakeholder buying centers.
- Demonstrated ownership of business outcomes including retention, expansion, and lifecycle performance, with specific results you drove, not just team activity.
- Experience coaching individual reps to improved performance, developing durable skill rather than only running enablement programs.
- Track record of holding a high performance bar with candor, including accurate talent calibration and managing performance directly.
- Strong ability to identify structural patterns, diagnose root cause, and drive resolution across functions.
- Ability to operate effectively in ambiguity, actively collecting context you need to iterate without relying on fully detailed playbooks or SOPs handed to you.
- Strong cross-functional leadership and stakeholder management skills at the senior level.
- Excellent communication skills, with the ability to translate complex segment dynamics into clear, structured signal for executive leadership.
- Ability and eagerness to travel ~25%
What success and impact look like in this role:- Segment performance is predictable, explainable, and improving, with clear visibility into the drivers of retention and expansion.
- A refined and evolving playbook exists for the segment, grounded in real patterns and field data.
- Expansion and retention are driven by intentional lifecycle design, not last-minute intervention.
- The team operates with strong judgment and autonomy, requiring less direct oversight over time, with individual reps tangibly developing in capability.
- Cross-functional partners and Customers view Customer Success as a critical strategic partner.
- Leadership receives clear, trusted signal on what is happening in the segment and what actions are required, with confidence in your ownership to drive against those actions.
