Customer Success Manager, Enterprise

Overview

You own the relationship with Mariana Tek's biggest customers—multi-location boutique fitness brands (10+ studios, sometimes 50+ locations). You're part account manager, part technical consultant, part business advisor. Your job is to keep them renewing, expand them into more locations, and make sure they're using the platform effectively across their footprint.

Role Snapshot

Company Context

Stage: Private Equity-backed (part of Xplor Technologies, 1,400+ employees globally)

Size: 106,000+ customers across Xplor portfolio

Growth: Expanding CX team, adding specialized Enterprise CSM roles suggests moving upmarket

Market Position: Competing with Mindbody (category leader) and niche players like Zen Planner, Pike13. Mariana Tek's angle is boutique fitness specialization.

GTM Reality

Account Portfolio: 8-15 enterprise accounts (brands with 10-100+ locations each)

AE Partnership: You work with AEs on expansion deals but own the relationship day-to-day

SE Support: Likely shared Solutions Consultant for complex technical asks or integrations

Competitive Landscape

Main Competitors: Mindbody (800-lb gorilla), Zen Planner, Pike13, Club Ready

How They Differentiate: Purpose-built for boutique fitness (not general wellness/gym), better UX than Mindbody, modern tech stack

Common Objections: "Mindbody has more integrations," "We've been on [old system] for 10 years," "Your reporting doesn't do X"

Win Themes: Boutique-specific features (waitlist management, premium class pricing), better member app experience, responsive support

What You'll Actually Do

Time Breakdown

Customer Meetings (35%) | Strategic Planning (20%) | Renewal Prep (20%) | Expansion Opportunities (15%) | Internal Coordination (10%)

Key Activities

• Quarterly Business Reviews: You run QBRs with VP of Operations or C-suite folks at your brands. You walk through utilization metrics, member engagement data, revenue impact, and roadmap. They push back on features they want that aren't built yet.
• Renewal Management: 6 months before renewal, you start the conversation. You're positioning value, justifying price increases, and navigating procurement. Enterprise deals don't auto-renew—you're in negotiations.
• Expansion Selling: When they open new locations or acquire another brand, you're pitching Mariana Tek for the new studios. You pull in an AE for contract stuff, but you're driving the relationship.
• Escalation Management: When something breaks—payment processing fails, integration goes down, data sync issue—you're the escalation point. You're translating their frustration to product/engineering and managing SLAs.
• Executive Relationship Building: You're building trust with Directors/VPs of Operations and occasionally CEOs. You're expected to understand their business challenges (not just be a software support person).
• Product Feedback Loop: Your accounts are big enough that their feature requests matter. You're collecting feedback, advocating internally, and managing their expectations when things don't get prioritized.

The Honest Reality

What's Hard

• High-stakes renewals: Losing a 30-location brand is a $200K+ ARR hit. Renewal conversations get tense when they're pushing for discounts or threatening to churn. You're negotiating without much leverage sometimes.
• Complex stakeholder management: You're dealing with corporate teams (ops, finance, IT) plus individual studio managers who all have different pain points. Keeping everyone aligned is exhausting.
• Product gaps hurt you: When competitors have features Mariana Tek doesn't (better reporting, specific integrations), you're explaining why your roadmap is better. You don't always believe it.
• Reactive firefighting: Even with "strategic" accounts, you're still putting out fires—a studio's iPad isn't syncing, a payment batch failed, an integration broke after an update. It's not all high-level business consulting.
• Expansion quota pressure: You're measured on upsells, but your customers are growing slowly (or not at all). Finding expansion opportunities requires creativity and persistence.

What Success Looks Like

• 95%+ gross retention on your book of business (very few logo churns)
• 110-120% net retention (renewals + expansions exceed renewals)
• Customers are actively using advanced features (not just basics)
• Executive relationships are strong—they loop you in early when planning new locations or strategic changes

Who You're Selling To

Primary Contacts:

• VP of Operations / Director of Operations (your main day-to-day contact)
• CFO / Finance (gets involved at renewal time, cares about ROI)
• CEO / Founder (for biggest brands, quarterly touchpoints)
• IT/Systems teams (for integrations, data questions)

What They Care About:

• Member retention and engagement (their revenue depends on it)
• Operational efficiency across locations (reducing front desk workload)
• Data and reporting (they want to see performance by location, instructor, class type)
• Seamless payment processing (any downtime = lost revenue)
• Scalability (as they grow, the platform needs to keep up)

Requirements

• 3-5 years in Customer Success, Account Management, or similar role (enterprise software preferred)
• Experience managing high-value accounts ($100K+ ARR)
• Fitness industry knowledge required—you need to understand studio economics, member behavior, and operational challenges
• Consultative mindset—you're advising on business strategy, not just answering support tickets
• Renewal/expansion experience—you've managed contract negotiations and upsell motions
• Comfort with data—you're pulling reports, analyzing trends, and presenting insights in QBRs