Strategic Convergence Elevates SVP Roles in Service and Support Leadership

Historically, SVPs and VPs of global services worked with but were disjointed from Customer Service and Success organizations. However, Christian & Timbers sees a trend amongst these executives that echoes the pattern of CPTOS. The trend is for more authority and function ownership vested under a particular leader than is 'typical.'

As the CPTO combines CPO/CTO reporting in an org, an SVP of Professional Services and Customer Support(And Success) is becoming a vital confidant and sometimes next in line for COOs/CEOs. This extension of responsibility takes the typical two organizations or professional services/support that would typically report to a Chief Customer Officer or COO and unites them under a single banner.

These leaders are not just operational; they are strategic. They have a proven track record of driving down unit costs through off-shoring and automation while maintaining excellent customer satisfaction, retention, and renewals. This SVP is often armed to the teeth with strategies to improve top line revenue for services as well as reducing costs. As organizations become more operationally intensive and need strong leaders who can affect top and bottom line in a simultaneous positive way, the SVP of Professional Services and Support is a strategic pillar available to them, inspiring and motivating the entire organization with their performance.

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