Overview
You manage 15-20 customer accounts post-sale, helping them successfully implement and adopt DOSS's ERP platform. You're working with operations teams migrating from legacy systems (NetSuite, SAP, homegrown tools), making sure the implementation goes smoothly and they see ROI. Your job is to prevent churn, identify upsell opportunities (new modules, expanded usage), and turn customers into references.
Role Snapshot
| Aspect | Details |
|---|---|
| Role Type | Post-sale account management (implementation + adoption + retention) |
| Sales Motion | Land-and-expand (upsells and module adoption) |
| Deal Complexity | Consultative to enterprise (depends on customer size) |
| Sales Cycle | 1-3 months for upsells/expansions |
| Deal Size | $25K-150K for expansions (new modules, additional users) |
| Quota (est.) | $300K-500K in net retention (renewals + upsells) per year |
Company Context
Stage: Series B/C (scaling rapidly - 40 to 200 employees)
Size: ~114 employees currently
Growth: Fast expansion means more new customers, which means heavier onboarding load
Market Position: Challenger ERP - customers chose DOSS because they were frustrated with legacy systems, so expectations are high
GTM Reality
Customer Profile: Mid-market and enterprise companies ($50M-500M revenue) in CPG, food & beverage, manufacturing, distribution. They bought DOSS to replace or augment NetSuite, SAP, or spreadsheet chaos.
Implementation Partners: Some customers use implementation partners, others are direct. You coordinate either way.
Expansion Opportunities: Customers typically start with 2-3 modules (e.g., inventory + order management) and expand into warehouse management, demand planning, finance, or freight & fulfillment over time.
What You'll Actually Do
Time Breakdown
Customer Calls (40%) | Implementation Support (25%) | Upsells/Expansions (20%) | Internal Coordination (15%)
Key Activities
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Onboarding and Implementation: New customers are in implementation for 2-6 months. You're the main point of contact - running weekly check-ins, making sure they're hitting milestones (data migration, user training, go-live testing). When things go wrong (integrations break, data doesn't map correctly, they're confused about workflows), you're troubleshooting with your implementation team and sometimes escalating to engineering.
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Adoption and Training: Post-launch, you're making sure they're actually using DOSS and not falling back to old systems or spreadsheets. You run training sessions for new users, create documentation, and monitor usage metrics. When adoption is low, you're figuring out why (missing features, confusing UX, lack of internal buy-in) and addressing it.
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Business Reviews: Quarterly or bi-annual check-ins with your champion (VP of Ops, CFO) to review ROI, usage, and roadmap. You're showing them data on how much time/money they're saving, addressing any frustrations, and planting seeds for expansion ("Have you thought about adding the demand planning module?").
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Renewal Management: 90-120 days before renewal, you're assessing risk. Are they happy? Are they using the platform? Have there been escalations? You're working with your champion to get the renewal signed, sometimes negotiating pricing or terms if there's pushback.
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Upsell and Expansion: When customers are ready to add modules, expand users, or upgrade tiers, you're running the sales process. This is shorter than the initial sale (2-4 months) but still involves demos, business case building, and getting budget approved. You're coordinating with your AE or Solutions Engineer for technical deep dives.
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Firefighting: Customers run into issues - bugs, outages, integrations breaking, missing features they thought were included. You're the escalation point, coordinating with support, engineering, and product to get things resolved. This is reactive and unpredictable. Some weeks you spend 10 hours firefighting one angry customer.
The Honest Reality
What's Hard
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Implementations are messy: Every customer's data is a disaster. They have years of bad data in their old system, custom workflows that don't map cleanly to DOSS, and integrations with obscure tools. Go-lives get delayed. Customers get frustrated. You're managing expectations constantly.
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You own problems you didn't create: Bugs happen. Features they need don't exist yet. The product roadmap doesn't align with their timeline. You're apologizing for things out of your control and trying to keep customers happy while engineering fixes stuff.
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Customers compare you to their old system (badly): They left NetSuite or SAP because it was rigid and expensive, but those systems have 20 years of features and polish. DOSS is more flexible but less mature. Customers will say "NetSuite did X automatically" and you have to explain workarounds or roadmap timelines.
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High-touch, high-stakes accounts: These are big contracts. If a customer churns, it's a significant revenue hit. You're constantly assessing risk and trying to get ahead of problems. Some accounts require 5-10 hours per week of hand-holding.
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Expansion quota pressure: You're not just keeping customers happy - you're expected to grow accounts. Balancing "solve their problems" with "sell them more stuff" is tricky. Some customers see upsell conversations as pushy when they're still struggling with what they bought.
What Success Looks Like
- You maintain 95%+ gross retention (very few customers churn)
- You hit 110-120% net retention through upsells and expansions (accounts grow over time)
- Your customers go live on time (or within 1 month of target) and adopt core workflows successfully
- You generate 2-3 customer references per year (happy customers willing to do case studies or reference calls)
Who You're Working With
Primary Contacts:
- VP of Operations / Supply Chain Directors (your day-to-day champion, cares about system working smoothly)
- Operations Managers / Analysts (end users, they'll surface issues and feature requests)
- CFO (renewal signer, cares about ROI and whether finance module is working)
- IT / Technical leads (if there are integration or security issues)
What They Care About:
- Did we make the right decision buying DOSS? (They have internal political risk)
- Is this actually saving us time/money? (ROI justification)
- Why isn't [feature] working the way we expected? (Managing disappointment)
- When will [thing on roadmap] be available? (Forward-looking needs)
Requirements
- 3-5 years in customer success, account management, or implementation roles (ideally in B2B SaaS)
- Experience with ERP, supply chain, or operations software is a big plus (you'll need to understand their workflows)
- Technical enough to understand integrations, data flows, and troubleshoot issues with customers
- Strong project management skills - you're juggling multiple implementations and timelines
- Comfortable having tough conversations (telling customers "that's not on the roadmap" or "you need to upgrade to get that feature")
- Balance of empathy (customers are stressed during implementations) and business sense (you still need to hit retention and expansion targets)