Ben Newton

All open roles are on the official careers page. If a role isn't listed there, it isn't open. I don't have a secret list.

If we've worked together, yes, happily. Message me with the link to the role.

If we haven't, probably not. A referral means I'm vouching for your work, and I can only do that honestly for people whose work I've seen. A referral from someone who can't speak to your work doesn't add much. A strong application does.

I'm not part of other teams' hiring, so I can't see or speed up applications. The recruiting team will get back to you.

• Tailor it to the role. Map your experience to what the job description actually asks for.
• Show outcomes, not duties. "Cut onboarding time by 30%" beats "responsible for onboarding".
• Know the space. Understand what the company does, who it serves and why that's hard.
• Keep it tight. Short, clear CVs get read.

When I'm hiring for Customer Success, the roles go up on the careers page like every other role. If you've applied to one of them, you're welcome to send me a short note: the link to the role and three lines on why you're a fit.

Applying to a role that isn't in CS? That team is the right place to start, not me.

Have a look at the CS career advice shelf. I wrote it for exactly this question.

Support, account management, teaching, hospitality, sales and consulting all give you skills that transfer straight into CS. Make that link obvious on your CV.

• Learn the vocabulary: onboarding, adoption, health scores, renewals, churn, GRR/NRR, QBRs.
• Have two or three stories ready about a time you kept a customer happy and moved a number.
• Pick companies whose product you understand. It shortens your ramp and shows in interviews.

Lead with what transfers: relationship building, problem solving and stakeholder management. The difference in CS is that it's all longer term. The relationship doesn't end when the contract's signed: it's measured in years, not quarters.

• Show you build trust that lasts. Have stories about clients you stayed close to after the deal: ones who came back, referred others or grew with you.
• Show how you solve problems. You've unblocked deals by working out what a customer really needed. In CS you do that every week, long after the deal.
• Show you can manage stakeholders. Working a deal across champions, buyers and execs is exactly how you keep an account healthy and get it renewed.
• Translate your sales skills. Discovery becomes success planning. Objection handling becomes renewal conversations. Managing a pipeline becomes managing a book of accounts.
• Show you're in it for the long game. In interviews, talk about what happened after the close, not just the close.
• Expect a different pay mix. Usually more base and less commission, often tied to retention and expansion.

• Move from closing tickets to owning outcomes: ask what the customer is actually trying to achieve.
• Volunteer for onboarding, escalations and anything that touches renewals.
• Learn the commercial side: contract value, renewal dates, expansion paths.

• Know your book's numbers cold: retention, expansion, risk.
• Fix one process that makes the whole team better, and write it down.
• Start coaching newer CSMs. Leadership is visible long before the title arrives.

• Get good at forecasting retention. Your CFO will love you.
• Hire for judgement and curiosity. Product knowledge can be taught.
• Build real partnerships with Sales, Product and Support. CS can't hit its targets alone.

Have a clear story ready for each of these:

• A save: a customer about to churn who stayed.
• An expansion you made happen.
• A difficult customer you turned around.
• A process or playbook you built.

Ask them how CS is measured, what the account ratio is, and how CS works with Sales. The answers tell you a lot.