About the role
Want to be a part of a team revolutionizing and leading an entire industry with no real competition? The laundry industry is a $40+ billion dollar market, and the Cents platform is making it easier for laundromats, dry cleaners, and all garment care businesses to grow, manage, and understand their business. Backed by top-tier investors like Bessemer, Camber Creek, and Tiger Global, Cents is one of the fastest-growing vertical SaaS companies in the USA, and we're just getting started. Already profitable and growing incredibly quickly each year, we have entered the absolute best stage of being a startup. Cents is a New York-based technology company passionate about transforming the laundry industry and dedicated to enabling new ways of working, earning, and living. Cents is modernizing garment care businesses by providing an all-in-one, business-in-a-box platform to help operators start, manage, and grow their businesses. Our team is full of passionate technology experts obsessed with supporting and empowering SMBs. We feel the unique responsibility and opportunity we have to elevate an industry. We're adding great talent to help achieve this mission, and that's where you come in! Customer Success at our company is working—and working well. Customers are onboarding successfully, relationships are strong, and retention is solid. But we are entering the next phase of growth where we need: Onboarding is measurable, scalable, and efficient Product readiness and activation are clearly defined Customer health is predictive, not reactive CSM time is spent where it creates the most value Customers are segmented intentionally, not accidentally Success is measured by Net Revenue Retention (NRR) across software and payments This role exists to institutionalize excellence , bring structure without slowing momentum, and build a Customer Success organization that scales with the company for the next decade. \n
What You'll Own: 1. Customer Lifecycle Clarity (Onboarding → Value → Expansion) You will define and operationalize what great looks like at every stage of the customer lifecycle. This includes: Establishing clear definitions of product readiness, activation, and ongoing adoption Designing onboarding with measurable outcomes and clear exit criteria Ensuring onboarding outcomes set the foundation for long-term success Aligning Customer Success, Product, Sales, and Support around shared definitions of customer progress and end-to-end customer experience Clarifying ownership across teams—what CS handles, what Support handles, and where Product must improve Expand the scope of Customer Success to include broader Customer Experience, spanning Onboarding, Customer Success, and Support alignment Own Onboarding and Customer Success outcomes directly, with clear accountability for activation, adoption, and retention Maintain a dotted-line partnership with Support—not a direct management responsibility, but accountable for ensuring customers have the right channels, responsiveness, and resolution pathways Act as the quarterback of the end-to-end customer journey, ensuring a seamless experience from initial onboarding through ongoing engagement and support 2. Customer Segmentation & Account Tiering Today, customer attention is not always aligned with customer impact. You will change that. You will design and implement a segmentation model that defines: Customer tiers based on revenue, complexity, payment volume, and strategic value Engagement models for each tier (high-touch, tech-touch, pooled, automated) Which customers receive a named CSM Onboarding experience by tier (self-serve, guided, white-glove) 3. Health Scoring That Drives Action You will build a customer health model that is: Objective, not intuition-based Predictive, not reactive Actionable for CSMs This includes: Identifying leading indicators of churn and expansion Integrating both software usage and payments data Translating health signals into clear operational actions Partnering with Product, Engineering, and Data to surface these insights directly in the tools CSMs use every day Customer health should guide behavior—not just sit in a dashboard. 4. Building an NRR-Driven Customer Success Organization Retention is table stakes. The next phase of CS is driving Net Revenue Retention. You will: Align CS metrics and incentives around NRR Integrate adoption, expansion, and payments growth into CS workflows Ensure CSMs are rewarded for long-term customer value, not short-term saves Encourage transparent conversations around downgrades and churn so the organization can learn and improve 5. Leadership, Scale & Talent Development You are inheriting strong teams with strong leaders. Your job is to elevate the organization, not micromanage it. You will: Coach and develop the Customer Success Director Create clear career paths, expectations, and performance frameworks Introduce scalable processes and operating rhythms Build reliable reporting, forecasting, and executive visibility into the health of the customer base What Success Looks Like: Clear definitions of product readiness, activation, and success Onboarding that is measurable and scalable A trusted customer health model used daily by CSMs Account tiering that aligns effort with customer value Data-driven digital CS programs that enable scalable one-to-many customer engagement AI embedded in CS workflows to surface insights and automate routine actions Systems that support account planning, activity tracking, whitespace analysis, and expansion forecasting Improved Net Revenue Retention across software and payments CSM time focused on the right customers at the right moments A Customer Success organization built to scale with the company
