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Driving retention and expansion takes more than great relationships. It takes structure, consistency, and a shared focus on value. That’s where MEDDICC comes in.
In our latest Customer Growth conversation, Hook’s VP of Customer Tash Evans sat down with Ollie Sharpe, CRO at Trumpet, to explore how Customer Success teams can use MEDDICC to connect pain, metrics, and value, and turn every renewal into a commercial story that resonates with decision-makers.
Here are the biggest lessons from their discussion.
1. MEDDICC isn't just for Sales
Ollie says one of the biggest misconceptions is treating MEDDICC purely as a sales qualification tool.
“MEDDICC is more than a sales qualification framework. It’s a value framework with a common language that should span the entire customer lifecycle.”
When Sales and CS speak the same language, handovers become smoother and the story of customer value stays consistent. For CSMs, MEDDICC helps them be more commercial. Not to become sellers, but to focus on the outcome you're looking to drive (renewal or upsell) and the path to getting there.
2. Metrics and Pain are the foundation of strategic CS
Too often, Customer Success conversations drift into adoption updates or anecdotal wins. Ollie challenges teams to anchor every relationship in metrics tied to business impact.
“Metrics are the core of the relationship. They define success and keep conversations focused on impact rather than activity.”
When CSMs manage those metrics against the customer’s quantified pain, they create accountability and a shared definition of value.
“Pain on its own isn’t enough. You have to identify it, quantify it, and implicate it. That’s how you tie metrics to what actually matters for the business.”
He describes three levels of metrics: M1, M2, and M3, which connect pre- and post-sales teams.
M1 = reference metrics from another customer’s success story
M2 = the customer’s own targets and pain points uncovered in discovery
M3 = the measurable goals CS commits to delivering post-sale
This approach keeps conversations “above the line,” focused on strategic impact, not just usage or training.
3. Champions and Economic Buyers matter more than you think
A recurring pitfall for CS teams, Ollie notes, is confusing a friendly admin or project lead with a true champion.
“Real champions sell for you internally. They have power, influence, and a personal win in your success.”
CS leaders should coach teams to test champions:
Are they selling internally when you’re not in the room?
Do they have influence and a stake in the outcome?
What’s their personal win if the initiative succeeds?
Equally important is keeping the economic buyer engaged throughout the lifecycle. Their priorities may differ from your champion’s, and understanding both sets of metrics keeps you relevant to the full decision group. When CSMs can hold that level of conversation, renewals stop being reactive and start being strategic.
4. Understand the Decision Process early
Many post-sales teams fall into the habit of hoping satisfied customers will renew without checking what the actual renewal process looks like. Ollie warns against this.
“Too often we bury our heads and hope they’re happy enough to renew. You should always ask what the renewal process looks like, who’s involved, and what steps are required.”
Mapping the decision process early avoids last-minute surprises and helps CSMs engage the right people at the right time, especially procurement or finance teams who enter late in the game. Proactive CSMs manage the renewal like any other deal: they know the process, the stakeholders, and the timing inside out.
Final thought: Make MEDDICC a mindset, not a checklist
Ollie’s final point brings it all together. MEDDICC isn’t about ticking boxes; it’s about creating a shared way of thinking across Sales and Customer Success.
“Each letter has its own journey, and they’re all connected. When it becomes a shared language across the business, that’s when it works.”
Ollie embeds MEDDICC across Trumpet’s go-to-market, from sales conversations to customer QBRs, using scaled versions of the framework for different deal sizes. It’s not about ticking boxes, but about creating a consistent lens for value across teams. When Customer Success teams use it to build renewal stories around pain, people, and process, and to measure progress through meaningful metrics, renewals become easier to manage and value becomes visible.
Want to hear the full conversation?