Vice President of Customer Success

Position Summary

The Vice President, Customer Success & Product Delivery owns what happens to a client after the sale is closed.

This position exists because 7th Level currently requires one single accountable owner for what a customer

receives what they were sold, and mitigating risk.

This leader is accountable for two outcomes that the organization treats as one: retaining the revenue we have

already earned, and raising the delivery quality of the products that revenue depends on, principally the learning

platform and the coaching programs. They own the customer relationship from onboarding through renewal,

own the dispute and refund process end to end, and own the standard that coaches and program teams are

held to.

The weighting of this role is deliberate. Roughly seventy percent of the mandate is customer success: catching

at-risk clients early, resolving problems before they become disputes, and building the systems and workflows

that make that repeatable. The remaining thirty percent is product delivery: ensuring the platform and the

coaching experience actually deliver the outcome the client purchased, and working cross-functionally to close

the gap between what is sold and what is delivered.

This is a hands-on leadership position. The successful candidate will personally call unhappy clients, personally

review dispute evidence, and personally sit in coaching sessions before delegating any of it.

Essential Job Functions

1. Customer Retention and Revenue Protection

a. Own the end-to-end dispute and chargeback process, including evidence standards, representment

quality, response deadlines, and the relationship with our payment processors and funding partners.

b. Own the refund process, including approval thresholds, documented reasons for every refund issued,

and settlement authority within limits agreed with Finance.

c. Build and operate an at-risk client watchlist that scores every account on session attendance, platform

usage, onboarding completion, and time since last meaningful contact, reviewed weekly by name.

d. Establish and meet response service levels for at-risk and escalated accounts, with a named owner

and a documented outcome for every case.

e. Design and staff the outreach workflows that reach a client in the weeks before they request money

back, rather than after.

f. Reduce involuntary churn through improved dunning, payment recovery, and proactive contact ahead

of failed payments.

g. Serve as the final escalation point for client complaints, retaining authority to resolve on the call

rather than routing the client through a queue.

2. Product Delivery and Quality

a. Assist in managing the learning platform and the coaching programs as a single client-facing product

held to a single standard, in partnership with the program and coaching teams.

b. Define in writing what constitutes a satisfactory coaching session and establish a certification that

every coach completes before being assigned clients.

c. Establish quality assurance for delivery, including session review, attendance tracking, and

remediation where a coach or program repeatedly underperforms.

d. Own onboarding for new clients, including completion targets and the point at which a client is

considered successfully activated.

e. Identify and eliminate the causes of client complaints that originate in delivery, including missed

sessions, unclear scope, and services promised but not scheduled.

f. Partner with product and technology to prioritize platform improvements based on evidence from

client outcomes rather than anecdote.

3. Sales and Delivery Alignment

a. Work with the Chief Revenue Officer and sales leadership to ensure that what is promised during the

sale is captured in writing and is deliverable by the organization.

b. Establish a written scope of service for every program and a client-acknowledged onboarding

confirmation before delivery begins.

c. Provide structured feedback to sales leadership where delivery data indicates a recurring gap between

what was sold and what was delivered, without assigning blame to individuals in open forums.

d. Partner with Finance on the accrual, reporting, and reconciliation of refunds and disputes.

4. Team Leadership and Development

a. Lead, mentor, and develop the existing Customer Service team, defining clear roles, goals, and

individual development plans for every direct report.

b. Assess the current team structure within the first ninety days and recommend any changes to roles,

headcount, or reporting lines required to deliver the scorecard.

c. Conduct weekly one-on-one meetings and documented performance reviews with all direct reports.

d. Build documented standard operating procedures for every recurring customer-facing process so that

performance does not depend on individual memory.

e. In conjunction with Human Resources, document performance issues and deliver Performance

Improvement Plans and write-ups as necessary.

5. Reporting, Systems and the Public Record

a. Establish and maintain a single register of every dispute and refund, including cause, amount, owner,

and outcome, replacing the current fragmented tracking.

b. Report delivery and retention metrics weekly alongside sales metrics, to the same audience and on

the same page.

c. Provide monthly reporting to the Executive Leadership Team covering retention, dispute outcomes,

delivery quality, and the client issues that drove them.

d. Own the company's public review presence, including responding to every review received and

establishing a program to solicit reviews from satisfied clients.

6. Travel

a. Travel as needed to the Arizona office, to client events, and to company meetings, with a presence in

Scottsdale expected for candidates based in market.