Director Customer Success

Key Responsibilities:

• Own the Multi-Year Commercial Relationship: Serve as the commercial owner-of-record for 2-4 strategic accounts (Omega, Vee, DH-class engagements). From contract signature through every renewal and expansion over a multi-year horizon, you are the senior business leader the customer’s executives deal with. You own account health, commercial governance, relationship maps, and the escalation path on the business side. Continuity is the strategy as the same CSD stays with the account from year one through year three. Customers never see internal handoffs.

• Run the Value Realization Narrative: Own the story of what company's AI systems are doing for the customer’s business in the customer’s language and numbers. Establish the QBR cadence, define the value metrics with the customer’s operating leadership (auto-coding rates, processing-time reduction, cost per transaction, capacity unlocked), and present a compounding value narrative the customer’s CFO believes. The FDE Lead instruments the workflows; you make the value legible to executives and ensure the renewal conversation is won twelve months before it happens.

• Drive Expansion: Identify, shape, and close expansion within your accounts – new workflows, new departments, new geographies, multi-year commitments. Map the customer’s organization, find the adjacent operating problems the platform can solve, and convert technical surface area the FDE team creates into commercial pipeline. You carry expansion targets on your portfolio and partner with GTM on commercial structuring of larger expansions. Expansion within existing accounts is the core growth engine of the company and this responsibility is the heart of the role.

• Pair with the FDE Lead as One AI Business Face: Work shoulder-to-shoulder with the FDE Lead who owns technical delivery on your account. You own the commercial relationship and executive stakeholders; they own the technical relationship and engineering team. You jointly plan the account, jointly run QBRs, and keep the strategic narrative and the technical reality aligned. You orchestrate FDE involvement in commercial conversations and you never substitute for them in delivery. When the customer asks a deep technical question, the right answer is the FDE Lead in the room, not your best approximation.

• Executive Stakeholder Management: Build and maintain genuine relationships across the customer’s leadership – the executive sponsor, the economic buyer, the operating leaders living with our agents daily, and the skeptics. Run steering committees. Navigate the political dynamics of enterprise AI transformation: champions who change roles, budget cycles, procurement, competing internal priorities, and the organizational anxiety that AI adoption creates. You are diplomatic without being a pushover as you will have to manage scope expectations honestly, deliver hard messages early, and protect the relationship through delivery turbulence.

• Own Renewals and Commercial Governance: Run renewal strategy on your portfolio, not as a reactive event but as the natural conclusion of a value narrative built across the year. Own commercial hygiene: contract milestones, success criteria tracking, invoicing triggers, scope governance when the customer wants more than the contract specifies. Partner with leadership on pricing and deal structure for renewals and expansions.

• Translate Between Business and Technology: You will not write code, but you must hold a credible conversation about what organization's platform does in terms of what an agent workflow is, why evaluation accuracy matters, what an integration involves, why some asks are platform-shaped and slow while others are configuration-shaped and fast. You translate the customer’s business intent into clear signal for the account team, and engineering reality into honest commitments for the customer. Comfortable with technical depth without being technical is the bar.

• Be the Voice of the Customer Internally: Feed structured customer signal back into the company with what outcomes customers value most, where the platform creates friction, which workflows have repeat demand across accounts, what the competition is pitching. Your account insight informs the GTM narrative, the platform roadmap conversation, and the company’s view of which verticals to press. You advocate for your customer inside the org as hard as you advocate for org inside the customer.

• Own Account Reporting and Forecasting: Maintain a clear, current view of portfolio health, expansion pipeline, renewal risk, and value-realization status which gets reported to leadership on a regular cadence with the rigor of a sales forecast. No surprises: risks surface early, with a plan attached.