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Recently, while conducting an academic study on the practices advocated by Customer Success Management[1] (CSM) methodologies within a large business consultancy, I was surprised to discover how an approach focused on building long-term client relationships is predominantly popular only in technology companies. This insight led me to reflect on an essential factor that high-performing partners in consultancies and successful Customer Success Managers (CSMs) have in common: both stand out as true “trusted advisors” to their clients. These executives not only gain the trust of clients through proactive attitudes but also create an environment of co-creation of value. By offering innovative insights and specialized knowledge, they establish lasting relationships that result in recurring revenues and ongoing consultancy projects. The ability to build and maintain these connections goes beyond mere business interactions, transforming into strategic partnerships where trust and empathy are fundamental for mutual success.
I have been fortunate to work for several years in both contexts – in a large consultancy firm and in technology companies, in the role of Customer Success Manager (CSM). This experience, combined with the academic study I conducted, allowed me to deeply reflect on the importance of building long-term relationships with the boards of strategic accounts, regardless of the company’s context or segment.
Trust is built at the personal level
The fundamental element for success is the establishment of a genuine trust relationship with clients on a personal level, a process that requires competence, discipline, and can take months or even years to materialize. In some cultures, such as Latin, Southern European countries, the Middle East, and India, cultural aspects can facilitate the initiation of this process. However, in the long term, regardless of the nation, executives on company boards – be they CEOs, CFOs, or other leaders – seek contacts with high trust and credibility to support their strategic decisions.
Evidently, in large companies, the board of directors performs this role in fundamental formal processes for any organization. Similarly, strategic consulting firms are available to support important decisions. However, for numerous reasons that I will not elaborate on here, successful executives always maintain trusted contacts for quick and crucial decisions. They seek what is frequently called a “personal trusted advisor” – a title inspired by the term “trusted advisor,” popularized by Maister, Green, and Galford in their publication of the same title in 2001, and mentioned to me by a friend, a Director at Accenture.
Partners and CSMs: the same craft under different names
Although there may seem to be clear distinctions between large consulting firms and the mature Customer Success Management practices in technology companies, in reality, there are many similarities. Partners in large consulting firms who competently lead medium and long-term strategic projects with a proactive approach have the ideal opportunity to achieve the status of “trusted advisor” with their clients’ executives. Similarly, companies that adopt a proactive Customer Success Manager (CSM) role in a relationship where there is real co-creation of value with strategic clients, especially during the implementation of large technology projects, can also achieve this status.
Why relationships cool: three structural causes
However, in both cases, and for surprisingly similar reasons, it is common that, after the completion of the consultancy project or the stabilization and expected productivity of the new services and systems implemented by the technology company, the consulting firm partners do not invest in or even maintain the relationships they have built with their clients, while the CSMs incorporate these relationships into their routines and protocols, cooling these relationships even in very strategic accounts. Here are the three main reasons for this disconnection:
Focus on projects, not continuous relationships
During the execution of complex projects, both consulting partners and CSMs focus heavily on delivering the contracted results. The pressure to meet deadlines, ensure quality, and meet technical expectations reduces the emphasis on building long-term relationships. Consequently, after completing the most critical deliveries, a natural distancing occurs. This distancing can only be countered if the partners and CSMs consciously adopt the discipline of continuing to invest in the relationships they have built.
Organizational structure and incentives
In both consultancies and technology companies, it is essential to have clear incentives for maintaining long-term relationships. Technology companies generally have an advantage in this aspect because CSMs have the formal responsibility of maintaining these relationships. However, in both cases, due to short- and medium-term revenue goals, partners and CSMs tend to prioritize new projects and clients over the continuity of established relationships. Often, this results in a superficial adherence to protocols in periodic meetings, without the proper attention to relationships.
Lack of a Customer Success culture
I am not referring here solely to methodologies adopted by technology companies. For readers of this article who work in consulting firms, I will call this topic “Lack of a Consultative Success Management Culture”. In any business segment, the absence of a culture focused on long-term relationships, structured organization, training, and clear indicators results in natural disconnections. The key components of an adequate culture include:
- Focus on long-term value in client relationships.
- Periodic business reviews and meetings in strategic accounts, even in the absence of active projects.
- Proactivity and client success monitoring, in the literal sense of these words.
- Continuous training of executives in the essential soft skills needed to maintain long-term relationships.
These points are fundamental, but there is a crucial secret that makes all the difference: winning models emerge when the entire organization is engaged in providing clients with the perception of long-term value. And here I am not just referring to long-term solutions and services, but to the clients’ perception that the company exists with the real mission of generating value for them in this relationship. This objective must be reflected in the company’s institutional mission itself. All executives and professionals who have contact with clients must adopt this mindset and naturally convey it, making clients perceive this culture and acting proactively to demonstrate it in their relationships and actions.
Important clients, where this trust-based relationship has been competently built and who have a clear perception of this culture, will naturally seek the executive for relevant conversations and important demands. Transforming the organization’s culture to focus on the continuous success of clients is not just a good practice but a strategic imperative. Executives who invest in building and maintaining solid and trust-based relationships with their clients become indispensable partners. Being recognized as someone who genuinely cares about their clients’ success is a key differentiator that can transform the career of a consulting executive or Customer Success Manager and positively influence the market perception of their company.
References
Maister, D. H., Green, C. H., & Galford, R. M. (2001). The trusted advisor. New York: Free Press.
[1] This article analyzes Customer Success Management (CSM) methodologies within a context known as “High Touch.” In this model, commonly used in the technology market to serve strategic clients, the CSM plays a fundamental role in post-sales with a small number of customers. Their responsibilities can vary from company to company, but generally include onboarding, support for critical issues, data analysis of customer satisfaction and behavior (health score), value realization, customer advocacy, renewals management, and revenue growth through cross-selling and up-selling strategies.