I've spent 15 years figuring out what happens after the close.
Hey! I'm Kristi.
Five SaaS companies. Thousands of customer conversations. Billions in customer revenue. And if there's one thing I've learned, it's this: You can't grow what you can't keep.
I've spent my career building, leading, fixing, and scaling Customer Success organizations and seeing firsthand what happens when companies put as much intention into keeping and growing customers as they do into acquiring them.
I got into Customer Success before most people knew what to call it.
In 2012, I made the move from Marketing into a relatively new function called Customer Success. I started as a CSM. Then became a Senior CSM. Director. Senior Director. VP. Chief Customer Officer.
Different companies. Different stages. Different customers.
But I kept seeing versions of the same problem.
Companies were incredibly intentional about how they
acquired revenue.
Marketing had a strategy. Sales had a methodology. Pipeline was measured. Conversion was optimized. Forecasts were scrutinized.
Then the customer signed. And somehow, the same level of operating rigor disappeared.
That's when I realized the problem was bigger than Customer Success.
Retention isn't a
Customer Success problem.
Sales influences it with who they sell to and what they promise.
Product influences it with what they build and how customers use it.
Marketing influences expectations before a customer ever signs.
Support influences the experience when something goes wrong.
Leadership influences the priorities, resources, and accountability behind all of it.
Customer Success sits at the center of much of this, but it doesn't control all of it.
Retention is a company metric.
And churn?
Churn isn't the problem. It's the receipt.
I've seen this problem from every seat.
CSM
I learned what customers actually need from the people closest to them.
LEADER
I learned that great CSMs can't compensate for broken systems.
VP/CCO
I learned that retention and expansion require cross-functional alignment, executive ownership, and an operating model. Not heroics.
ADVISOR
Now I help companies see the patterns faster, fix what's actually broken, and build systems their teams can operate without me.
By the Numbers
5X
Customer Success Leader &
Chief Customer Officer
Proven CS Leader 5 times over across 5 different SaaS companies ranging from $2M ARR to $100M ARR.
5,500+
Companies Consulted
Advised & Trained
Advised, trained, and audited across every stage of post-sale, from Series A to public companies.
66k+
Followers Across
Platforms
CS leaders and practitioners who read, watch, or listen to what I put out daily.
30B+
Impacted
Revenue
$30B+ in customer revenue under management across the SaaS companies I’ve built CS inside of.
14+
Years of B2B SaaS
Customer Success
Building, scaling, and transforming CS teams from inside the business, not from the sidelines.
Five times as a CS Leader.
Five different companies.
Five different stages.
BrightEdge
Joined as a CSM. Left as VP of Customer Success and Practice Development after 5.5 years and one of the most defining growth arcs of my career. Scaled the CS function through Series B, C, and D — building the infrastructure, programs, and enablement that let the Enterprise segment mature into a repeatable motion. This is where I learned how to build post-sale operating systems that hold up across three funding rounds and three completely different sets of customer expectations.
Sisense
Established a true Enterprise motion at Sisense — cross-functionally, not in isolation. Aligned Customer Success, Account Management, Services, and Support around a single post-sale operating model for complex technical deployments. Supported customers like GE through implementations where the product was deep, the stakes were high, and the customer’s success depended on more than one team executing in lockstep. This is where I learned how much of Enterprise CS is actually a cross-functional design problem.
BetterCloud
Transitioned the Account Management function into Customer Success. Rebuilt the practice from the ground up — redesigned the operating model, deployed the technology stack, scaled the team, and stood up the enablement and education programs that turned an AM organization into a modern CS organization. One of the harder transitions to run inside a growing company, and the one that taught me the most about the people side of an operating change.
Intellishift
Built Customer Success from zero. Every program, every hire, every piece of the tech stack, every cross-functional alignment with Sales, Product, and Support. This is the greenfield version of the work — no prior structure to inherit, no existing team to reshape, just a founding CCO seat and the responsibility to build something that scales past me.
ClientSuccess
Moved from VP to CCO. Owned the full post-sale organization — CS, Support, and the operating rhythm across them — while also running Marketing and Customer Marketing. This was the seat where I learned how much retention and expansion are shaped by the narrative and community around a product, not just the operating motion inside the account.
I didn't fall into consulting.
I built toward it.
This wasn't a pivot, a backup plan, or something I decided to try after leaving my last executive role.
I started building this business years before I was ready to run it full-time.
While I was still operating inside SaaS companies, I was advising leaders, developing frameworks, teaching teams, building a community, creating content, and pressure-testing the ideas that would eventually become the foundation of this business.
I was learning in the field and building something from what I learned.
So when I eventually left the CCO seat, I wasn't trying to figure out what came next. I already knew.
The timing was intentional. The transition was strategic. And the business was already being built.
I wanted to take everything I'd learned, the mistakes, the wins, the systems, and the patterns, and use it to help more companies than I ever could from inside one.
Today, I work with founders, CEOs, executives, and Customer Success leaders to diagnose what's getting in the way of customer revenue and build the systems to fix it.
This isn't my next job. It's the work I've been building toward for years.
A few things I believe.
Based on lived experiences going from CSM to CCO.
You can't grow what you can't keep.
Retention is a company metric.
Churn isn't the problem. It's the receipt.
Value doesn't speak for itself.
The best expansion doesn't feel like selling. It feels like the next logical step.
Customer Success can't fix a customer you never should have sold to.
Why companies choose me?
Most CS consultants are former CSMs or VPs who built one CS motion at one company. I’ve done it five times, Series A through E, across five different products, five different ICPs, and five different growth curves. The patterns I recognize aren’t from a case study. They’re from the calls I took at 11pm the night before the board meeting.
I’ve done this five times, not five weeks ago. I have the years and experience.
The EVOLVE Framework™ wasn’t reverse-engineered from a book. It was built over 14 years, inside real companies, from what actually worked and what broke. Every engagement uses it as scaffolding, never as a script.
I don’t outsource
the work to a junior or less experienced leader.
When you hire me, you get me. Not a junior consultant, not a whitelabeled agency team, not a deck someone else built. I read your data. I sit in your Gong calls. I write the recommendations. And I stay after they’re delivered to make sure they land.
I tell you what’s actually broken, not what's easy to hear.
Most consultants get paid to make you feel good about what you’re doing. I get paid to tell you what’s not working, even when the answer is that the problem isn’t CS, it’s Sales, or Product, or the leadership team. That’s the work.
Top Trusted Name in CS, Year After Year
-DS.avif)
As Featured In
Meet the Team
Kristi Faltorusso
CEO & PRINCIPAL ADVISOR
Kristi is the brains and visionary behind the operations, combining big-picture strategy with hands-on expertise to transform how companies approach Customer Success. With a gift for cutting through noise and bringing clarity to chaos, she helps teams build systems, skills, and confidence that last long after the engagement ends.
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Anthony Faltorusso
Strategic partner
Anthony is the behind-the-scenes partner who keeps everything moving. This isn’t his full-time gig, but he lends his operations and finance expertise wherever it’s needed — offering guidance, structure, and support so Kristi can stay focused on serving clients and growing the business.
Adriana Faltorusso
Executive Assistant
Adriana is the organizational brain behind the chaos. She keeps the calendars aligned, the projects moving, and the rest of us from spinning out. She’s the quiet powerhouse who makes everything run smoother than we deserve.
Charlie Faltorusso
chief happiness officer
As Chief Happiness Officer, Charlie takes her job of keeping everyone smiling very seriously. Her contributions include encouraging breaks, showing up uninvited on Zoom, and providing emotional support during tough strategy sessions. She’s the heart of the operation and definitely the most loved team member.
LIVES IN
Long Island, NY
MY BEVERAGE ORDER
London Fog
FAVORITE FOOD
A New York slice of pizza
GUILTY PLEASURE
Reality TV & Murder Documentaries
FAVORITE PASTIME
Exercise and Running
PROUDEST ACCOMPLISHMENT
Running the NYC Marathon in 2025
SOMETHING FEW PEOPLE KNOW ABOUT YOU
I was a baby model & on the cover of New York Magazine
This is the Good Stuff
Okay, enough about me.
Let's talk about you.
If retention and expansion aren't as predictable as they should be, let's figure out what's getting in the way. In 30 minutes, we'll identify where customer revenue is getting stuck, where the biggest opportunities are, and whether I'm the right person to help.