A few weeks ago, I was chatting with one of our project managers over coffee. We were catching up on a recent engagement we had wrapped up at Zero&One—one of those fast-paced, everything-at-once kinds of projects. On paper, it was a win. The migration was successful, the system was running, and the customer was live. But something still didn't sit right.
“They're quiet,” I said, stirring my espresso. “Not unhappy, just… quiet. Like something's off but they haven't told us yet.”
She nodded, and without saying much, we both understood what was happening.
This wasn't a technical issue. It was a Customer Success issue—but not one that could be solved by just the CS team. The truth is, we all owned a piece of it, but no one had taken responsibility for the full journey.
It's funny how we all come in with the right intentions. Sales wants to close the right deals. Delivery wants to implement cleanly. Support wants to help. But somewhere along the line, the hand-offs get clunky, and the customer gets passed from one team to the next like a baton—without anyone keeping an eye on where the race is headed.
That's what happened with this customer. Sales did a great job landing the deal, but the long-term goals weren't shared in enough detail. Delivery executed flawlessly, but without a deeper understanding of where the customer wanted to go. And when things got quiet, the CS team noticed—just a little too late.
Over the last year, I've come to see Customer Success differently. Not as a role or a function. But as a lens—a way of looking at everything we do with a simple question:
“Will this help the customer succeed?”
When sales adopt that lens, they dig deeper to understand long-term value, not just fit. When delivery wears that lens, they prioritize features that remove friction. When support views their tickets through that lens, even a bug fix becomes part of the bigger journey.
At Zero&One, we've started making small shifts. We invite delivery and engineering leads to post-onboarding retros. We share customer success metrics with leadership in the same breath as revenue. We ask our finance team to look at retention, not just collection.
And it's working. Slowly, but meaningfully.
One thing I've learned (the hard way) is that you can't roll out a Customer Success culture through a presentation or a training session. Culture grows when people care—and when they understand why it matters.
I remember a conversation with a developer on our team who once asked, “Why does it matter if the customer uses all the features, as long as it's working?”
Fair question. So I showed him an example: two clients, same setup, same spend. One is booming, actively using what we built, asking smart questions, sharing feedback. The other is logging in less and less. The first one renews. The second one churns.
That moment stuck. He got it. Not because I told him what Customer Success is, but because he saw the outcome of what it isn't.
Here's the thing: no customer ever thinks about your internal departments. They don't know—or care—if something is sales, CS, support, or billing. To them, it's one company. One experience.
And if something feels disconnected or frustrating, it reflects on the whole business, not a single function.
So, if you really want to build a Customer Success culture, you have to move beyond org charts. You have to build a shared sense of ownership—where the entire company wins when the customer wins.
Customer Success isn't a job for one team. It's a responsibility that lives in the way we communicate, the way we collaborate, and the way we show up for our customers—every single day.
At Zero&One, we're still figuring it out. We make mistakes. We miss signals. But we're learning. And what we're learning most is that when everyone leans into that mindset—when they really believe in the value of putting the customer's success at the center—everything works better.
So maybe the question isn't, “How good is your CS team?”. Maybe the better one is:
“How customer-success-minded is your company?”
And if the answer isn't clear yet—that's okay. The first step is simply deciding that it matters.
