I decided to join Rutter full-time to completely own building the foundational work I had started and help the young leadership team into the next phase of the business. I drove impact at both the company and team level.Select Company Accomplishments*Introduced and led the leadership team to build Rutter's first Pyramid of Clarity*Established my personal value of "Just Say The Thing" as one of Rutter's four company values*Created a culture around listening to the Customer Voice and openly shared direct customer feedback*Helped empower and partner with the engineering team to make the product's poor quality a p0 issue*Responsible for the high quality production of weekly company all-handsSelect Customer Success Accomplishments*Built Rutter’s first trusted system and process for tracking customers and contracts*Led an initiative which converted $200K+ of month-month or uncontracted accounts to full ARR, outpacing New ARR growth from the sales team*Operationalized the Customer Voice by introducing Executive Business Reviews (EBRs), churn reports, Gong calls of the week, CS POVs on the product - all of which were shared openly with the business*Built the Account Object in SFDC and the CSM Portfolio Management process*Built the Opportunity Object in SFDC and the CSM Renewal processUnfortunately, slowed growth and continued issues with product quality led to company-wide layoffs, of which I and a majority of my team were impacted.

The initial scope of my role as an advisor was to help put in place the first set of processes and frameworks for the customer success organization. However, over the course of a few weeks, I ended up assuming the role of interim leader of the customer success organization. In my quarter as an advisor, here are a few of the initiatives we were able to accomplish:*Defined the criteria for an onboarded customer and inserted requirements gathering into the sales process*Developed an initial product usage health model to feed into an overall customer health score*Defined roles and responsibilities for the CSM, SA, and Support Engineer roles*Put in place basic reporting about our customers and their relevant attributes*Started a regular cadence of portfolio reviews and renewal forecast calls*Launched a project to convert all monthly contracted customers and verbal agreements to annual contracts*Aligned on goals, strategic priorities, and metrics for the next quarter

In my final chapter at Amplitude, I stepped back from the front lines of the business to leverage my knowledge of Amplitude's history in order to build an archive of strategic assets that would serve as the foundation for people to tell the rich story of Amplitude's people, values, and growth for years to come.

I transitioned to start our Customer Success Strategy & Operations function where I was the primary business partner to the Global VP of Customer Success and the Customer Success Leadership Team. Our small team had a wide array of responsibilities and we served as the first contact for many initiatives and issues. Ultimately our work fell into five categories:Organizational Planning: Led the semi-annual planning process which entailed working with business leaders to build the organizational structure, headcount models, territory segments, goal setting, and compensation plans.Strategic Initiatives: Responsible for project managing, collaborating, executing, deploying, and enabling the field on key initiatives such as CSM renewal and expansion ownership, customer health methodology and monitoring, and auto-renewal process.Inform the Business: Prepared, analyzed, and provided narratives for key business metrics and foundational data in key gatherings such as C-Suite GTM metrics reviews, QBRs, and BOD presentations.Optimize Workflows: Designed, developed, and enabled the field on new processes and workflows in key tools such as SFDC (ex. opportunity management), Clari (renewal forecasting), and GetFeedback (Implementation CSAT) that were tied to the metrics and behaviors we needed to drive.Day to Day Operations: Day to day operational work included fulfilling the responsibilities of an order management function, providing ad hoc systems and tools support to the field, and proactively engaging in data integrity monitoring, resolution, root cause analysis, and solutioning.

I continued to build out and lead Amplitude's 30+ person North American Success team and focused on the evolution of the group to align with the company's upmarket shift to enterprise. This meant hiring strategic level CSMs, managers, and functional leaders, revamping the customer engagement model, aligning with my GTM Leadership peers, and change managing evolution throughout the organization (ex. moving implementation to Professional Services and moving renewals to Account Management).As we evolved, my team was comprised of Success Management, Technical Support, and Customer Education. We continued to be responsible for 80% of Amplitude's business across 500+ annual contracts in NAMER, APAC, and LATAM, including a large fraction of Fortune 100 customers such as Walmart, Microsoft, Amazon, and Disney. The focus of my team shifted from gross retention to a combination of adoption, advocacy, and net retention. In FY2018 we achieved 87% gross retention and 126% net retention. Through the first half of FY2019 we were on pace to surpass FY2018 results.I was a critical contributor in hiring senior executive leadership to the post-sale team, including our VP of Professional Services and our VP of Customer Success, Arjun Devgan. Arjun assumed full control of the customer success function from me starting Q3 2019 and I was able to take a quarter-long sabbatical.

I built and led Amplitude's 20+ person North American Success team, where we were responsible for $30MM+ in ARR (80% of Amplitude's business) across 350+ annual contracts. My team was responsible for all customer segments (SMB, Commercial, Enterprise, and Strategic) in NAMER, LATAM, and APAC.Three functions reported into me: Success Management, Solutions Architect, and Technical Support. We were responsible for the end-to-end customer lifecycle: onboarding, implementation, education, adoption, account management, renewal, and upsell. In FY2017, we achieved an annual gross retention rate of 88% and net retention rate of 132%.

I transitioned to become Amplitude's first Customer Success Manager and ultimately managed the company's first $1MM in ARR. I built out the Customer Success function from scratch, including: developing and iterating on the customer onboarding sequence, establishing retention KPIs, driving the product roadmap with engineering, building strong relationships with our initial customers that resulted in references, marketing quotes, and case studies.

As Amplitude's first employee, I worked directly with the co-founders on high-leverage projects and built the initial systems/processes on the Go-to-Market and Operations side of the business. Some examples include building out and managing: CRM, recruiting, ARR and KPI tracking, customer communication, product roadmap, corporate website design/copy, product documentation, billing/payments, and support queue.

I was an Algebra 1 and 8th Grade Mathematics teacher at Tafolla Middle School, a Title 1 school in the poorest school district in San Antonio, Texas. Over 95% of my students were classified as economically disadvantaged and half of my students were considered "at-risk" of not graduating from high school. I taught the full spectrum of students, from those who were gifted/talented to those who had never passed a state mathematics test. The school was rated "academically unacceptable" in mathematics when I first started but earned a distinction in mathematics from the state at the end of my tenure.2012-2013 School Year - Algebra 1 and 8th Grade Math- Achieved 100% passing and 43% advanced scores on Algebra 1 STAAR- Achieved 88% passing on 8th Grade Mathematics STAAR despite 60% of students not passing the test in 7th grade. 97% of my students showed growth from their 7th grade scores and on average answered 9.1 questions better than the previous year- Designed and implemented four sets of rigorous objective-driven lessons daily for 132 students- Created a system of rules, consequences, rewards, expectations, and classroom procedures which was scaled to the entire mathematics department- Created and managed a grade-wide detention system for 300 students- Coordinated the Federal Programs Fund for the mathematics department 2011-2012 School Year - 8th Grade Math- Taught and managed a total of 84 students and led the mathematics department in percentage of students who passed the 8th grade state assessment despite failing in 7th grade (50% passing)- Designed two sets of rigorous objective-driven lesson plans daily and created 20 assessments used to measure student performance school-wide