A couple of weeks ago, I had an epiphany about the role I was playing with the customers I support. For much of my time, I work on large implementation projects, but I spend a lot of the rest of the time working with customers in the role of Customer Success Manager (CSM). The goal of Customer success is help customers derive the most value out of the product, and ultimately helping them meet their business goals. As a Customer Success Manager, this can mean many things. I engage with both corporate and specific business teams, guiding them on the solution and helping them with their individual goals.
It was while I was having one of these weekly discussions that I realized my role had shifted. I was no longer just a project manager or CSM. I was contributing to their business strategy in a consultant role. A consultant is defined as “a person who provides expert advice professionally.” In this particular case, I was leveraging years of experience working with this particular product, in this particular industry. I wasn’t having a tactical conversation about next steps, or how to use the system. I wasn’t discussing the next corporate initiatives. I was sharing my business expertise to help them to determine how they could improve their overall success over the lifetime of this project, ultimately increasing their sales. I was providing value versus just assisting them in getting value out of our products.
In retrospect it seemed like such a silly moment for me. I came into my role with no prior experience in the industry or even directly the technology. My first 3 projects were highly technical and highly industry specific. I jumped in and asked many questions along the way. Almost seven years later, I’ve completed quite a few implementations and special projects, working with about a dozen large customers in the industry. I’m no longer feeling my way, along with my customer. It’s in under these circumstances, that I stand back and put my consultant hat on.