The situation
In the license era, revenue arrived at signature. In SaaS it arrives with adoption — renewal and expansion follow usage, not contracts. The company's sales and support roles were built for the old model and weren't growing the new one.
What we did
- 01Designed the Cloud Success Manager model, converting traditional sales and support personnel into CSMs.
- 02Rebuilt incentives around growing feature adoption rather than closing transactions.
- 03Positioned CSMs as the product organization's eyes and ears — feeding customer signal directly into feature-backlog prioritization.
The outcome
- A success organization measured on what SaaS revenue actually follows: adoption.
- A structural feedback loop from customers to product managers — backlog priorities informed by the people closest to usage.
Engagement delivered by Avirso leadership during their tenure at a global management consultancy, prior to founding Avirso.