Senior Customer Success Manager

Own a portfolio of enterprise accounts. Engage with enterprise accounts prior to close, build rapport with executive champions, complete warm handoff from implementation and drive ongoing value across every stage of the customer lifecycle. You're the day-to-day strategic contact, the QBR owner, and the person accountable for whether the customer renews and grows.

Drive measurable strategic outcomes through Ava and Carly. Work with senior total rewards and benefits leaders to define what success looks like in their program: cost containment, vendor performance, employee adoption. Use Ava's intelligence to show progress against those goals. Drive enterprise-scale engagement with Carly across geographies, populations and employee lifecycle events.

Own large renewals and support complex expansion. You're commercially accountable for your book. That means forecasting renewals accurately, building expansion cases backed by real usage and outcomes data, and partnering with sales when there's a multi-product or multi-entity opportunity.

Quarterback multi-stakeholder relationships. Enterprise customers don’t have one buyer; they have committees. Map the org, build relationships across benefits, HR, finance, IT, and legal, and orchestrate engagement so the right people see the right value at the right time.

Run executive briefings that get attention. Be prepared to brief a CHRO, CFO, or board members on what their benefits intelligence is showing them. The data is real, the stakes are high, and the audience is senior. Walk in with a point of view, not a status update.

Be the customer’s voice internally with credibility. Surface the patterns you’re seeing across enterprise accounts to product, marketing, and the leadership team with enough specificity and context that they can act on it. Close the loop with the customer when their feedback shapes the roadmap.

Use AI tools as a core part of how you work. We expect our CS team to use Claude (and tools like it) daily: to prep for customer calls, draft executive briefings, analyze utilization data, build briefing decks and accelerate every part of their workflow. If you've been waiting for permission to bring AI into your CS workflow, this is the team.

Partner across functions. Coordinate warm handoffs with implementation at go-live, build expansion plays with sales, work with product on what customers actually need, and drive customer advocacy with marketing. CS only works when it's tightly connected to the rest of the org, and at our stage that connection is built one conversation at a time.

Adapt as we grow. Your book, your tooling, and the role itself will evolve as the company scales. You should expect that and welcome it.

Our four values aren't aspirational. They translate into concrete operating tenets that shape how we make decisions every day.

Beat Yesterday. We re-evaluate our own toolkit every quarter, because the workflows that made you effective three months ago may already be outdated. We act on 70% of the information rather than waiting for certainty. We timebox, execute, and iterate, getting work in front of real people quickly instead of polishing in isolation. And we own our output regardless of how we produced it. AI can get you 80% of the way there. Everything that goes out with your name on it is your responsibility to review, refine, and stand behind.

Embrace Type 2 Fun. We take on hard problems and find meaning in the work, even when it's uncomfortable. We assume good intent and follow up directly rather than venting in side channels. We celebrate wins loudly and specifically, naming the actual behavior so the whole team learns what great looks like. We are on by default, because we owe it to each other and to our customers to be available beyond what a regular corporate job would demand. And we do unscalable things today that build scalable advantages tomorrow: every hand-built account play and late-night proposal turnaround earns us the right to scale later.

Stay Hungry, Stay Curious. We expect everyone to be the expert on AI in their function before anyone asks them to be. The landscape changes weekly. When you learn something, teach it. Learn enough about adjacent functions to ask good questions. Ask the question you think is too basic, because in complex domains like benefits, the cost of a wrong assumption can be a lost account. And remember: curiosity without urgency is a hobby. Learning has to translate into action on a timeline that matches the opportunity.

Act Like an Owner. We say the uncomfortable thing early, raising missed commitments or quality gaps directly with the person within 48 hours. We surface problems when they're small, not the week they become a crisis. Customer-facing work gets priority, always. And we close the loop every time, because over-communication is a feature at our stage, not a bug.