When the CFO demands to see revenue numbers, and you’re armed with usage and NPS
Another board meeting looms, and you’re slated for a 10-minute slot at the very end. You’ve got slides about churn reduction and improved product adoption, but your CFO is laser-focused on top-line revenue. Board members might nod politely but often pass quickly to the next agenda item, leaving you worried that Customer Success isn’t taken seriously at that level
The Familiar Scenarios
Budget Freeze: Leadership expects you to keep churn down but balks at providing additional resources, asking, “How does that help revenue?”
Limited Influence: Important product or strategic decisions happen with minimal CS input, because executives see you as a tactical group, not a strategic pillar.
No Direct Dollars: NPS or usage metrics don’t easily translate into a line item on the P&L statement.
The Core Issue: Failing to Quantify Financial Impact
Board members generally care about growth, margins, and valuations. CS presentations often highlight “soft” metrics without tying them to expansions, cost savings, or brand-enhancing testimonials that can be monetized. The result: a perception that CS is a cost center rather than a revenue driver.
Why It Matters
Without board-level advocacy, your department risks underfunding or limited authority to drive strategic changes. Executives who see clear ROI from CS, however, become powerful allies—funneling more support and influence your way.
Next Steps
Ready to make the board an enthusiastic champion of CS? Our White Paper offers proven techniques for reframing your metrics in financial terms, showcasing expansion potential, and articulating the strategic importance of Customer Success. Download it to ensure each presentation ends with the board asking, “How can we help you do more?”
