Senior Enterprise Customer Success Manager

Pharos is a stable, established technology company serving customers across a range of industries. They are seeking a Senior Enterprise Customer Success Manager to own a portfolio of complex, high-value enterprise accounts and manage relationships through organizational changes and challenges.

Responsibilities:

• Own a portfolio of complex, high-value enterprise accounts
• Keep momentum in accounts where your champion just left
• Find the right entry point into a new stakeholder group
• Know when to push for expansion versus when to hold and consolidate
• Read organizational dynamics quickly and adjust accordingly
• Bring what you are hearing in the field into product and go-to-market conversations
• Help set the standard for how enterprise accounts should be managed across the team
• Manage software accounts at organizations large enough that no single person controls the buying relationship
• Understand how decisions about software get made, stalled, and revived inside complex organizations
• Act on the difference between an account that is quiet because things are going well and one that is quiet because something is wrong without being asked
• Have direct, substantive conversations with senior executives who did not choose your product
• Work well across Sales, Product, and internal teams without needing those relationships to be perfectly defined

Requirements:

• Track record of holding a software relationship together during complications on the customer's side
• Experience managing a portfolio of complex, high-value enterprise accounts
• Ability to read organizational dynamics quickly and adjust accordingly
• Experience managing software accounts at organizations large enough that no single person controls the buying relationship
• Understanding of how decisions about software get made, stalled, and revived inside complex organizations
• Ability to differentiate between an account that is quiet because things are going well and one that is quiet because something is wrong
• Ability to have direct, substantive conversations with senior executives who did not choose the product
• Ability to work well across Sales, Product, and internal teams without needing those relationships to be perfectly defined
• Experience in environments with a high level of account complexity