Pitango Growth Academy- Customer Success Special Edition: Defining Your CS KPIs and Compensation Plans

Gali Kedar: Defining Your Customer Success KPIs and Compensation Plans

Sisense is a cloud analytics platform, with over $40m ARR and with a Customer Success organization of more than 200 people globally, which is led by Gali Kedar, Chief Customer Officer at Sisense. The CS organization was built seven years ago, with the mission to partner to delight customers while maximizing value and helping them to achieve strong ROI. In this session, Gali Kedar shares the ins and outs of Sisense’s CS organization, and walks through how to define KPIs and compensation plans.?

At Sisense, we are an infusion analytics platform, meaning that we want to be part of the product and be the embedded analytics layer on the product. We have three main layers of customers. One is called our strategic customer, which is where we put most of our focus as these customers are paying over 100K, and we assign more resources to this customer. The other two tiers are the corp tier, which is the middle tier, and the third tier is the low-touch tier where customers pay us less and are usually less complex.?

The moment a deal is assigned, CS takes ownership of the account, and immediately explains to the customer what the upcoming journey looks like. The onboarding process kicks off right away, and it is at this time that we integrate and embed our product into another product. On average, this process takes between four to six months. After this, we expect the customer to go live and to start seeing value from embedding Sisense into their product. There are two milestones throughout this journey: one being the CSAT- Customer Satisfaction Survey, and the other being the EBR - Executive Business Review. During these milestones, we analyze how we are doing against the success plan that we defined at the beginning of the journey. We ask our customers if we are meeting our joint goals, how we want to enhance the partnership, and what is not working well that we can change together.?

When defining our CSM compensation plan, we look at three or four KPIs. The first and biggest one is net renewal. The second KPI we measure is CSET. Next, the third bucket of our compensation plan is what we call adoption and proactiveness KPIs. A CSM needs to own the relationship with the customer, including successful adoption for the customer, and building a strong relationship with the customer.?

Check out the video session for the full walkthrough of KPIs and compensation plans: