As post-sales teams scale, complexity follows. Roles blur, handoffs get messy, and accountability around revenue and customer outcomes can quickly become unclear. So how do you design a post-sales organisation that continues to drive impact and predictable growth?
In this session of The Monthly Sync, post-sales leader Tash Evans sits down with serial CRO Joe Marcin to break down one of the most important foundations of a high-performing post-sales function: clearly defined roles and responsibilities. From Customer Success to Account Management and Renewals, they explore how sharp role clarity, aligned incentives, and a deep understanding of customer expectations all contribute to stronger retention, expansion, and long-term value.
You’ll walk away with practical frameworks for structuring your team, defining ownership, and ensuring every role contributes to the shared goal of sustainable revenue.
What you’ll learn:
The One-Word Framework: Define each role by a single word - Account Manager = Growth, Renewal Manager = Retention, CSM = Value/Outcomes. Add on an account-specific North Star, and everything falls into place with clear paths for each team member.
Introducing Post-Sales Before the Sale: Bring CSMs, AMs, and RMs into conversations before deals close to ensure continuity and prevent the "lost in translation" problem.
Knowing When to Separate Roles: Early-stage companies can have one person wearing multiple hats, but as you scale, role separation maintains "trust currency" with customers and allows specialisation.
Aligning Incentives Across All Roles: Create a "golden thread" where all three roles are partially compensated on growth, retention, AND customer outcomes to drive teamwork, and ensure that even contributions that aren’t strictly linked to revenue are still recognised and rewarded.
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