Why post-sale is where your revenue is decided
When growth arrives, post-sale breaks first. You feel it because you sell more but retention does not keep up.
And usually it is not a people problem. Your team works. A lot. The problem is structural.
You don't have a Customer Success problem. You have a post-sale system problem.
Customers do not retain themselves. Without a system, usage falls even if nobody says it.
Your team lives in reaction mode. Everything is urgent. Nothing is truly strategic.
You have data, but no clarity. Making decisions that way is guessing.
Growth stops being sustainable. You sell more, but it costs more and more to sustain it.
My thesis, after years inside this chaos: client value does not happen; it is designed. Customer Success is a system across teams, not a department. And the sale does not end at signing — it ends when the client renews because they want to.
I have been in the operational chaos of growing SaaS companies for years. And I see the same pattern over and over again.
Teams that work very hard. Customers happy with the product. Sales going up. And yet, retention stagnates, each handover loses information along the way, and the team meets again and again just to reconstruct the context that no one transferred. Meanwhile, the entire growth is sustained by two or three people who cannot get sick.
It's not the team's fault, but the system around them — or the one that was never built.
That's what I do: I design the after-sales architecture that connects Sales, Implementation, Customer Success and Support, for founders and COOs who are losing revenue in the gaps between departments. Although they haven't measured it yet.
The system is noticeable in meetings. Before: everyone putting out fires, every week a different urgency, no one knows who decides. After: metrics that tell a story, a clear person responsible for each action, and a team that acts before the customer complains. From reacting to designing.
I work in depth, with you and your team. No outsourcing: we analyze where you are and build the path together.
When it works, my clients stop losing clients they had already gained.
Four ways to work with me.
Start with a diagnosis that maps where revenue is leaking after the deal is signed
Bring me as a strategic advisor while your team sets up the after-sales system — or fixes the one you already have.
Add me to your team a few hours a week: I design and execute after-sales with you.
Invite me to give a talk or workshop so your leadership team sees the problem before acting
From at-risk account to model account
18K€ → 400K€
18 months · same account
- Problem
The CSM as request manager
The CSM made tickets. No journey, no QBR, no governance. When the customer grew, chaos grew.
- System
New architecture
Designed meetings to add value: the customer involved in the product, we in their operations. Actionable Customer Journey, quarterly QBR with real metrics, separation CS/Support.
- Result
Replicated model
100% renewal, 80% upsell. The client became an internal sponsor.
The handover system that most SaaS does not have (and discovers in the first renewal)
The client signs, Sales celebrates, and in the transfer to CS what mattered is lost: what was promised, why they bought, who really rules their company. You don't notice the first month. It shows when it's time to renew.
This framework gives you the criteria to see where your handover — is broken and what level of maturity your company is at today.
- Operational definition of Support vs Customer Success
- Cross-team RACI: product, sales, CS, support
- Metrics that actually matter in QBR (and the ones that don't)
- 4 templates: journey, handover, escalation, governance
No spam. I will only send you the playbook and notices when I publish something similar.
Handover
Framework
2026 ED.
When does it make sense to work with me?
You've just closed a round and it's time to scale
You're about to double your team and client base. Building the post-sales system now costs half as much as rebuilding it once you have twice the people.
You're hiring your first CS profile — or your next one
Hiring in chaos multiplies chaos. Hiring on a system multiplies results. Order matters.
A major renewal is coming and you don't know how it will land
Nobody complains, nobody opens tickets. But silence is not health. If you can't answer “Is this at risk?”, you already have your answer.
New revenue is coming in, but your existing customers aren't growing
They renew, yes. But nobody does upsell because nobody knows which client is ready for more. Your expansion depends on the client asking for it — and those who don't ask stay small or leave.
GOOD FIT
- ✓ Your B2B SaaS is between €500K and €10M ARR.
- ✓ You have a functioning post-sale team — or you're ready to build it right.
- ✓ You know the problem is systemic, not individual.
- ✓ You want to build internal capacity, not depend on an external consultancy indefinitely.
- ✓ You're willing to question how things are done today.
BETTER ELSEWHERE
- − If you're looking for someone to execute as a CSM inside your company, hire a CSM.
- − If you don't yet have stable commercial traction, wait.
- − If you want to delegate operations indefinitely and check out, I'm not it.
- − If you are looking for a consulting firm that validates what you are already doing without touching anything.