Practitioner-first · coaching and toolkits for senior B2B SaaS CS

Jeff Breunsbach · Customer Success

Advice from someone running the function today, not someone who exited it.

Practitioner-first coaching and content for B2B SaaS Customer Success leaders — VPs and Directors who want a senior peer, not a playbook.

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JunctionHead of Customer Success · Present
Spring HealthCS leader · $3.3B mental-health
Higher LogicCS leader · pre-IPO community SaaS
Customer ImperativeFounder · 60+ B2B SaaS advisories

02 · The methodology

Three pillars that catch every CS problem I've seen.

Every CS problem I've ever worked on breaks down into one of three things: you're not close enough to see it, you don't actually own it, or you're not getting leverage on it,

02.1

Proximity

Every CS problem starts at distance — the decision-maker is too far from the customer signal to see what is actually breaking. Diagnosis without access is fiction.

DiagnosticWho is sitting closest to the customer signal you are making the call on — and when did you last hear it directly from them?

02.2

Ownership

A problem is not solved until someone owns it end-to-end, with the authority to actually move the number. Until that happens, the same meeting gets scheduled again next quarter.

DiagnosticWhose name is on the metric by the time the dust settles — and do they have the authority, not just the responsibility?

02.3

Leverage

Once you are close to the problem and you actually own it, leverage is the multiplier — process, tooling, AI, peer network — so the right person fixes the right thing at speed.

DiagnosticWhat mechanisms are multiplying the work one person can do — not just adding headcount to the same role?

The pillars run Proximity → Ownership → Leverage because the order is causal: you have to see the problem before you can own it, and you can only build leverage on something you actually own. Reverse them and you get diagnosis-without-access, ownership-without-context, or — worst of all — leverage applied to the wrong thing, very efficiently.

03 · The approach

Practitioner-first means the source is still in the seat.

A senior CS leader does not need another framework. They need the perspective of someone who is shipping the playbook this quarter — who has already shipped it at a $3.3B mental-health startup, at a community-led SaaS company, and across 60+ advisory engagements.

  1. 01I run a CS function right now.
  2. 02I coach senior CS leaders — VPs and Directors — 1:1.
  3. 03I write the ChiefCustomerOfficer.io newsletter and host its podcast.
  4. 04I'm building Uncommon — a community of AI-forward customer success leaders.

04 · The work

Where this perspective was forged.

Four operating rooms. Same posture: accountable for the number, not adjacent to it.

JunctionPresent

Head of Customer Success

Currently leading the function — every framework here is in live use, not theory.

Spring HealthMental-health, $3.3B last private round

CS leadership

Built and ran CS at scale during a period of explosive category growth.

Higher LogicPre-IPO, community-driven SaaS

CS leadership

Ran retention and expansion in a product where community was the moat.

Customer Imperative60+ B2B SaaS engagements

Founder, CS consulting

Years of operator-style consulting work across category and stage.

  • ChiefCustomerOfficer.io

    4,000+ subscribers, written and hosted weekly for senior CS operators.

    Newsletter & podcast
  • Uncommon Community

    An AI-focused space for CS leaders: a paid Inner Circle and an open-source CS platform in development.

    In progress

05 · Listen & read

The practice comes with a press.

A weekly letter, a podcast for CS operators, and a community you can walk into. The point of building them in public was not the audience — it was to stay sharp alongside them.

06 · Is this for me?

A quick diagnostic before you write.

Read on if this is you

  • You lead CS at a B2B SaaS company and want a sounding board that has shipped what you’re trying to ship.
  • You value a peer network, a podcast, and a newsletter as part of the engagement, not just a calendar invite.
  • You’d rather be challenged by someone running the function today than by a pure strategist.
  • You have the authority inside your company to actually change what gets measured.

Probably not, if this is

  • You’re looking for a junior advisor to mentor on the basics of customer success.
  • You want a marketing audit of your customer communications in two weeks.
  • You want templates. The work is structured, not templated.
  • You’re not prepared to do the work between sessions — the engagement assumes it.

Begin

Write one paragraph about the function.

Stage, headcount, the number you own, and what you’d like to be true in two quarters. I read every inquiry personally. If it’s not the right fit, I’ll say so.

Coaching · Advisory · Editorial via ChiefCustomerOfficer.io

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