Articles
Notes from the field.
Thoughts on post-sale operations, growth, and building systems that scale.
✺ All articles are human-written
Good Software Solves the Problem. Great Software Makes You Feel Something.
The companies that are going to win the next wave of software are not the ones with the most features. They are the ones that figured out how to make their users feel capable, organized, and genuinely good about the time they spend inside the product.
The API Economy is Coming and I'm Still Wrapping My Head Around It
The companies treating AI like a product are already behind. The real shift is happening underneath all the chat interfaces and demo videos, and it's a lot more interesting than the headlines suggest.
Why I Built CadenceCX
The story behind the tool I wished existed when I was scaling implementation teams.
AI Wrote Their Resume. Did You Write Your Job Description?
Something quietly broke in hiring over the last two years, and most companies haven't caught up yet.
Building a CS Tech Stack Without Overcomplicating It
The right software makes a good process faster. It can't replace one that doesn't exist.
Why Product Ignores Your Customer Feedback and What To Do About It
The reason isn't that your team doesn't care. It's that there's no unified place for it to land, no consistent way to tag and theme it, and no process for turning raw complaints into something a product manager or CFO can actually act on.
Everyone Was a Customer. We Just Didn't Know It Yet.
This story starts early. Before I ever led a CX team, before I had a real framework for any of this, when I was still figuring out what I was even good at.
The CX Leader Who Changes Everything
Most CS leaders optimize what's already there. The right one rebuilds it, rewires how your company thinks about customers, and makes churn everyone's problem to fix upstream. Here's how you know you hired that person.
Can We Please Stop Overcomplicating Customer Success
CS leaders have spent years fighting to be seen as strategic contributors rather than glorified support reps. So we borrowed the language of the boardroom, built frameworks with acronyms, and made the work sound sophisticated because we wanted a seat at the table.