Customer Success isn’t too expensive. Mismanaged CS is.

Most SaaS companies don’t have a CS cost problem — they have a CS identity crisis.

The CFO’s spreadsheet isn’t the real threat.

The lack of clarity around what CS actually does is.

Is CS driving revenue?

Is CS owning retention and expansion?

Or is CS just the team that catches every random customer issue no one else wants to deal with?

When CS is framed as glorified support, of course it gets cut.

When CS owns revenue outcomes, cutting it becomes a boardroom fight — and the CFO loses.

This is the shift:

From soft customer care to hard revenue accountability.

From health scores and sentiment reports to GRR and NRR ownership.

From being a cost center to becoming a growth engine.

This isn’t optional.

CS that isn’t tied directly to revenue is living on borrowed time.

Who’s ready to stop defending CS — and start owning revenue?