Let’s Ditch “Sales” & “CS”

Can we set aside the terms “Sales” and “Customer Success” for a moment? These terms come with too much baggage, and it's high time for a fresh perspective.

Misalignment on these definitions is all too common, and often leads to confusion about roles, ownership, and budget priorities—things that ultimately affect your revenue engine.

We assume someone we’re talking to thinks of Sales or CS the same way we do, but there are often differing opinions regarding who owns the account, who runs Renewal or Expansion cycles, and what teams should get more budget.

Instead of assigning these responsibilities based on traditional titles or previous approaches, let your revenue goals and systems dictate the answers.

Let’s start by recognizing our goal, which more often than not is driving revenue at a reasonable cost and achieving profitability.

Some leaders still see Sales as the "Revenue" team and Customer Success as a "Cost Center." But that’s a flawed mindset. Profitability depends on great customer onboarding, support, and delivery of recurring impact—traditionally in the realm of Customer Success.

What if we approached our company strategy differently?

Instead of starting with your Marketing, Sales & CS teams, start with a systems mindset. Consider what your healthy Revenue/GTM System needs first, then structure your teams around that.

Every recurring revenue company has 3 distinct revenue streams:
💲 Net New Revenue (Acquisition)
💲 Retained Revenue (Renewals)
💲 Expansion Revenue from existing accounts

The optimal balance of these depends on many factors. Use a Data Model to determine the right revenue balance for your organization at any given point in time.

Once you know the right balance, ask:
➡ What actions drive each revenue type?
➡ How much time and skill do those actions require?
➡ How much should we invest in those activities?

Now's a good time to consider a key First Principle: "Recurring Revenue is the Result of Recurring Impact."

So how do you create Recurring Impact? By finding, keeping, and growing customers. You need to know what actions allow you to convert the right customers, onboard them successfully, and deliver ongoing value, all at a reasonable cost.

Only after understanding the actions required to do that can you structure your teams. Assign tasks based on skills and bandwidth, and identify any skill gaps or tools needed for success.

Rather than prioritizing one team over another, try prioritizing the health of your GTM System.

Are you ready to ditch the old labels and build a GTM system that drives real, sustainable growth? Let’s talk about what it takes.