Let’s talk if post-sale revenue needs more control.
The best conversations usually start with a specific operating problem: retention risk, renewal predictability, support scale, founder escalation drag, or a leadership search where post-sale revenue ownership matters.
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Best reasons to reach out
I am most useful when customer revenue has become too important to manage informally and leadership needs stronger operating discipline.
Start the conversation
Give me the context that matters.
CEO-reporting customer leadership opportunity
Retention, churn, or renewal predictability concern
Founder-led customer escalation bottleneck
Board, investor, or executive introduction
Support scale, cost-to-serve, or operating model pressure
Where I create the most leverage
The right conversation is usually about control, not coverage
If the discussion is simply “manage CS,” the fit may be too narrow. The stronger fit is when customer revenue, support scale, renewal confidence, and executive visibility need to become part of one operating system.
Recruiting or talent conversation
CEO or founder conversation
Board or investor introduction
Best when the company needs post-sale revenue control, less founder escalation drag, and stronger operating cadence across Customer Success, Support, Services, and Renewals.
Best when post-sale maturity, retention quality, NRR consistency, or forecast confidence are becoming more important to valuation or diligence readiness.
Best when evaluating fit for CCO, SVP/VP Customer Success, Support, Services, Customer Operations, or post-sale revenue leadership roles.
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Fit signal
Best-fit conversations have a clear operating problem.
The strongest fit is not a company that wants more customer activity. It is a company that needs customer revenue to become more predictable, measurable, and governable.
Strong fit
Retention and expansion are strategically important.
Support volume is increasing faster than the model can scale.
Post-sale needs to become a revenue operating system.
Founder or executive team is still too involved in escalations
Renewal forecasting lacks confidence or operating discipline.
Less likely fit
The role is limited to customer sentiment or account coverage only.
The business does not expect post-sale to own measurable revenue outcomes.
Leadership wants dashboards but not operating governance
The search is for a traditional CS cheerleader rather than an operator
The mandate lacks access to Support, Services, Renewals, or Customer Operations.
Next Step
If this sounds like the operating problem in front of you, let’s talk
I help leadership teams turn customer revenue into something measurable, governable, and operationally calmer.
© 2026. Pat Ferdig. All rights reserved.
Post-sale revenue control · Customer Success · Support · Services · Renewals · Operations