Emilia D’Anzica is a customer success and go-to-market leader who has led teams, worked in fractional leadership, and shares practical ideas about customer success, lifecycle management, and using AI at work.
Emilia D'Anzica is most useful for B2B SaaS customer success, retention, lifecycle, and AI-at-work content.
Best for
B2B SaaS retention and lifecycle campaigns, plus customer success AI content.
Not for
Consumer brands or mass-market apps needing short-form video, high reach, or conversion proof.
Key takeaways
They built and coached a customer success team during a nine-month fractional role at Anagram.
They sent slides and lifecycle notes so another speaker could take over their customer success event.
A Customer Success Talks podcast covered practical AI actions to avoid burnout while helping customers.
Check first: Confirm audience analytics, post performance, seniority mix, company size, and paid terms first.
Main ideas
Tools and hiring processes should be built around the person on the receiving end, not the company · AI earns its place where it reduces burnout and helps customers get more out of a platform · Fractional customer success leadership is a defined engagement with a planned handoff
Emilia D’Anzica is a customer success and go-to-market leader whose work centers on practical, people-focused approaches to post-sales teams, customer experience, and AI at work.
In their posts, they share lessons from fractional leadership, reflect on tools they have tried, and take part in conversations about the future of customer success.
Their writing offers leaders and practitioners grounded examples of how hiring, team transitions, and customer relationships can work better.
D’Anzica connects leadership choices to the people affected by them.
Describing their nine-month fractional role at Anagram, they recount building and coaching the customer success team and welcome the person hired to lead sales and customer success next.
In a post about trying Jack & Jill’s AI career agent, they focus on how its questions about motivation and culture went beyond their CV—and on the relevant opportunities they received within an hour.
The contrast points to a recurring interest in making systems work for people, whether candidates or customers.
D’Anzica’s posts also make room for the practical realities of leadership.
When illness kept them from a planned customer success event, they sent their slides and lifecycle-management notes so another speaker could take over.
In discussing a podcast conversation, they highlight actionable ways to use AI while helping customers and avoiding burnout.
These concrete accounts make their work relevant to people building post-sales teams, evaluating AI tools, or looking for thoughtful approaches to customer success.
Emilia D'Anzica works in customer success and go-to-market, and says they have two decades of experience in those fields.
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Across these five posts, one argument recurs: systems built around customers and candidates — lifecycle management, AI assistance, hiring screens, event formats — should serve the person on the receiving end, not the company doing the hiring or selling. To judge whether they do, use the tool personally, share the working materials, and keep the format small enough for people to talk.
Tools and hiring processes should be built around the person on the receiving end, not the company
The clearest version of this argument is about hiring.
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Emilia D'Anzica writes that hiring has almost always been designed around the company rather than the candidate.
The fix: fewer ghosted candidates, fewer good people buried in a resume pile, and more thoughtful human decision-making where it matters.
The same test shows up in the product review: what made the AI agent notable was not that it was AI, but that it treated the candidate better than the usual process does.
After Jack & Jill announced a Series A, Emilia D'Anzica opened a chat with the company's AI career agent, Jack, and wrote that a few minutes in, they forgot they were talking to a bot.
The agent asked about culture and fit beyond a CV, posed better questions than a typical recruiter or hiring manager might, in their account, and returned relevant opportunities within an hour.
The post ends on the mission rather than the technology: fewer candidates getting ghosted, fewer great people buried in a resume pile.
AI earns its place where it reduces burnout and helps customers get more out of a platform
Emilia D'Anzica treats AI as a working tool in customer success, not a theme to talk about.
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The podcast appearance highlights a two-sided payoff: ways to use AI to avoid burnout while helping customers get more from the platform. Event posts point in the same direction, framing customer success in the AI era and rebuilding post-sales for the AI economy as the function's current challenges.
On the Customer Success Talks podcast, hosted by Bayron Toruño Solano, Emilia D'Anzica says they discussed practical customer success actions listeners can start applying, along with ways to use AI to avoid burnout while helping customers get more out of the platform. At the East Bay Founders event, colleagues kept an AI session alive after the speaker dropped out: Melissa McMillan extended her Claude session, and Maranda Dziekonski took over the lifecycle management talk using the slides and notes she was sent.
Fractional customer success leadership is a defined engagement with a planned handoff
One post shows the work of an interim role and how it is meant to end.
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The scope is concrete — build, optimize, hire, grow — alongside coaching the customer success team. The post names a successor and thanks the people who made the engagement possible, making the handoff clear.
Emilia D'Anzica wrapped up a nine-month fractional leadership role at Anagram, described as a company disrupting the optical industry. They list building, optimizing, hiring, and growing alongside the team; credit CEO Jeremy Bluvol for fostering an environment that values team development and client experience; thank Chris DeNoia for the introduction; and name Kevin Michaelis as the new leader of Sales and Customer Success.
The posts point to practical materials others can use: slides and notes on customer lifecycle management, a session colleagues could run at short notice, and a podcast focused on actions listeners can apply.
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Customer success comes across as an operating discipline — prepared materials, coached teams, applied actions — rather than commentary.
Emilia D'Anzica spent a month preparing a session on customer success in the AI era, with more than 130 people registered, then woke up ill.
Maranda Dziekonski asked for the slides and notes on customer lifecycle management and ran the session instead.
In the same post, D'Anzica describes coaching and leading the customer success team at Anagram as part of the fractional role.
Small, role-seated peer formats are preferred over broad keynote audiences
Emilia D'Anzica promotes formats where people tackle their own problems in groups small enough for everyone to speak, with seating arranged by role, company size, and the problem at hand.
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The same instinct appears in the response to the cancelled talk: peers reshaped a panel and took over a session rather than letting the programme fall apart. In-person contact is the point, not a bonus.
The At The Top SF post describes the Women of Customer Success annual executive summit on November 4 at The Jay Hotel, hosted by Vanessa Gatihi.
Roundtables seat ten people by role, company size, and the problem they are working on, followed by speed networking and a supper-club dinner.
The stated focus is rebuilding post-sales for the AI economy, with speakers from Miro, Canva, Plaid, OpenAI, Stripe, and Anthropic.
This post shows what D'Anzica gets booked to talk about and what happens to the material when the speaker can't show up.
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It offers a clear example of a customer success topic — lifecycle management in an AI-era post-sales function — and shows the slides and notes exist as working assets, not just a title.
D'Anzica prepared for a month to speak at the East Bay Founders event on customer success in the AI era, with more than 130 people registered, then woke up ill and pulled out.
The post describes the handoff: Maranda Dziekonski took over the session after receiving the slides and notes on customer lifecycle management, Melissa McMillan extended a Claude session, and Vishnu Raju Datla and Sugata Sanyal reshaped the panel.
They stated the reason plainly — not wanting to be the person who gets a room sick — and thanked the organizers by name.
For brands planning a campaign
A host or brand seeking a speaker or workshop leader on customer lifecycle management and AI in post-sales has a ready-made session theme, plus evidence that the materials can travel without the speaker. The health decision and community response show a collaborative approach to event organizers, valuable for co-hosted or multi-partner programs.
This shows what a fractional customer success engagement looks like from the inside and how it ends.
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For a newcomer, it is the clearest single example of D'Anzica's work and the scope of the role — build, optimize, hire, coach, hand over.
D'Anzica closes out a nine-month fractional leadership role at Anagram, described as a company disrupting the optical industry, and lists the work as building, optimizing, hiring, and growing alongside the team.
They credit specific people: Chris DeNoia for the introduction, CEO Jeremy Bluvol for an environment that values team development and client experience, the customer success team for being coached, and the wider leadership team for a meeting in Chicago.
They name Kevin Michaelis as the new leader of Sales and Customer Success and frame the exit as a deliberate transition.
For brands planning a campaign
For a retention or churn brief, this is evidence of interim ownership rather than advisory commentary: a defined engagement with hiring, process building, and a named successor. A company that needs customer success leadership now but may not want a permanent hire can see the model and handoff practice in one post.
This shows where readers can hear D'Anzica speak at length and what the conversation covers.
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It is also an example of a longer-form, third-party format, often useful to buyers assessing someone before a campaign.
D'Anzica joined the Customer Success Talks podcast at the invitation of host Bayron Toruño Solano, described in the post as a self-proclaimed customer success nerd.
The stated subjects were practical customer success actions listeners can start applying, plus specific ways to use AI to avoid burnout while helping customers get more out of a platform.
They call the conversation raw and describe the show as filling a gap for people early in their customer success careers.
For brands planning a campaign
A podcast episode is a low-commitment way to test fit before a bigger partnership, and the burnout-plus-AI angle differs from a straight retention pitch. A brand building a series around practical CS playbooks could approach the same show and reuse the topic framing.
This shows how D'Anzica evaluates a product: by using it and reporting the experience in detail rather than repeating a launch announcement.
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It is the clearest example of the hands-on, first-person product writing that gives the other posts credibility.
After Jack & Jill's Series A, D'Anzica opened a chat with the company's AI career agent, Jack, and says they forgot partway through that it was a bot.
The post reports that it asked about culture and fit beyond a CV, asked better questions than a typical recruiter or hiring manager might, and returned relevant opportunities within an hour.
They frame hiring as historically designed around the company rather than the candidate, cite two decades in customer success and go-to-market, and say the product is free.
For brands planning a campaign
A vendor whose tool is genuinely easy to try can expect this kind of write-up rather than a promotional caption — useful for a product-trial or onboarding campaign where the post itself is the demo. It also shows a preference for candidate-side and end-user framing, worth knowing if the brand's story targets buyers rather than users.
This shows the peer network D'Anzica moves in and the calendar of senior post-sales events around them.
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It offers a clear indication of the audience when they speak — directors and above in post-sales roles at large software companies.
D'Anzica announces attendance at the At The Top SF event on November 4, the Women of Customer Success annual executive summit, hosted by Vanessa Gatihi at The Jay Hotel.
The post names speakers from Miro, Amagi, Canva, Forter, Plaid, Samsara, OpenAI, Stripe, Anthropic, Airtable, Webflow, Clay, and Addepar, and describes the format as roundtables of ten people seated by role, company size, and the problem they are currently working on, plus speed networking and a dinner.
It notes a discount code for directors and above and links to the ticket page.
For brands planning a campaign
This offers a route to a defined senior audience: post-sales leaders at mid-size and large software companies, in a small-group format.
A brand wanting to reach customer success decision-makers should treat the summit circuit as the channel and D'Anzica's presence there as the entry point.
Customer lifecycle management as an operating method3
Community, events, and in-person formats3
Fractional CS and GTM leadership2
Hiring and candidate experience1
Customer success and AI in post-sales work
Emilia D'Anzica returns repeatedly to how AI changes customer success and post-sales.
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One post describes preparing to speak at an East Bay Founders event on "Customer Success in the AI Era," with slides and notes on customer lifecycle management.
When illness prevented attendance, colleagues took over the session and extended a Claude session.
A podcast post says the conversation covered practical customer success actions and ways to use AI to avoid burnout while helping customers get more out of a platform.
Another post promotes an executive summit focused on rebuilding post-sales for the AI economy.
A separate post describes using an AI career agent and finding it more human than expected.
First-person event and podcast descriptions, plus a hands-on test of an AI career agent in one post.
The AI career agent example is about hiring and candidate experience, not retention; don’t present it as a customer-success tool.
For brands planning a campaign
A B2B SaaS retention or CS enablement campaign can evaluate Emilia D'Anzica for a practical session on AI-assisted customer success workflows. The posts focus on avoiding burnout and helping customers adopt a platform; ask for a specific workflow, not a general AI trends talk.
Customer lifecycle management as an operating method
Customer lifecycle management appears as hands-on material rather than abstract commentary.
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In one post, Emilia D'Anzica had prepared slides and notes on customer lifecycle management for an event and handed them to a colleague who took over the session.
Another post describes a nine-month fractional leadership role at Anagram, where they built, optimized, hired, and grew alongside the team, and coached and led the customer success team.
A podcast post refers to practical customer success actions that can be applied in the profession.
The posts treat CS as an operating discipline—prepared session material, team coaching, hiring, and practical actions—not just opinion.
For brands planning a campaign
For a retention and churn brief, a brand can evaluate Emilia D'Anzica on lifecycle management and CS team coaching. A useful deliverable would be a specific lifecycle review or playbook with stages, owners, and AI touchpoints, drawing on the experiences described in the posts.
One post announces the end of a nine-month fractional leadership role at Anagram, covering build, optimization, hiring, and growth, with coaching and leadership of the customer success team and a handoff to Kevin Michaelis to lead Sales and Customer Success.
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Another post states that Emilia D'Anzica has spent two decades in Customer Success and GTM.
The role announcement is a farewell post, not a detailed case study; ask for retention metrics and the actual account plan before a campaign.
For brands planning a campaign
Brands considering interim or fractional CS leadership can evaluate Emilia D'Anzica for a hands-on engagement: team assessment, hiring support, and transition planning. The public post shows the scope of a fractional engagement and a deliberate handoff.
A post about Jack & Jill's Series A describes a conversation with Jack, an AI career agent.
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Emilia D'Anzica says the agent asked better questions than a typical recruiter or hiring manager, looked beyond the CV to motivation and culture fit, and returned relevant opportunities within an hour. The post argues that hiring has been designed around the company rather than the candidate and calls for fewer ghosted candidates and more human decision-making.
Emilia D'Anzica tests the product as a candidate and compares it with standard recruiter and hiring-manager behavior.
For brands planning a campaign
A hiring-tech or employer-brand campaign can use Emilia D'Anzica for a candidate-experience angle: what good screening feels like, how AI can support rather than replace human judgment, and how to reduce ghosting. This fits less with a retention-only brief unless the campaign also covers CS talent.
One post describes an East Bay Founders event on customer success in the AI era with more than 130 registrants.
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When Emilia D'Anzica became sick, colleagues took over, extended a Claude session, and pivoted a panel.
Another post promotes the At The Top SF event, the Women of Customer Success annual executive summit, with role-seated roundtables, speed networking, a supper-club dinner, and a focus on rebuilding post-sales for the AI economy.
A podcast post thanks Bayron Toruño Solano for a raw conversation on Customer Success Talks.
The posts document event design, peer takeover, and podcast conversation—not just promotion.
The event promotion describes the planned format and ticket details, not the results; ask for post-event attendance and feedback before treating it as a proven format.
For brands planning a campaign
A brand seeking community-led demand or event programming can evaluate Emilia D'Anzica for moderation, roundtables, or a podcast-style conversation. The posts show a preference for small, role-seated working sessions and candid peer exchange over broad keynote formats.
Emilia D'Anzica’s LinkedIn posts document one direct company engagement: a nine-month fractional leadership role at Anagram, which has ended.
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The other references are public praise for the hiring product Jack & Jill, a guest appearance on the Customer Success Talks podcast, and planned attendance at the Women of Customer Success executive summit.
The posts do not establish whether any sponsorship, affiliate, client or investment relationship exists; ask Emilia to clarify if that matters to a campaign.
The summit post names executives and companies as speakers and hosts, not as Emilia’s business partners.
Anagram
Employment
Emilia D'Anzica says a nine-month fractional leadership role at Anagram, an optical-industry company, has ended.
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They built and optimized the team, hired and coached its customer success staff, and thanked the CEO and leadership team. The post also says Kevin Michaelis was hired to lead Sales and Customer Success, confirming the role is over.
Emilia D'Anzica congratulated the Jack & Jill team on its Series A and described using Jack, the company’s AI career agent, to unpack career goals and find relevant opportunities.
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They praised the product’s candidate-first approach to hiring. The founders are named as recipients of congratulations, not as business partners.
Bayron Toruño Solano, host of the Customer Success Talks podcast, invited Emilia D'Anzica as a guest.
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They discussed practical customer success actions and ways to use AI to prevent burnout while helping customers get more from a platform. The post presents this as a podcast conversation, not a paid or sponsored engagement.
Emilia D'Anzica announced plans to attend the group’s annual executive summit, “At The Top SF,” on November 4 at The Jay Hotel.
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The event focuses on rebuilding post-sales for the AI economy. The post lists the host and speakers and shares a discounted ticket code; it does not describe a commercial relationship with the organizer.
Original disclosure
Tickets are $315 with code ATT30 until September 30: luma.com/c6gpsi2t.
Emilia D'Anzica's posts offer a practical starting point on customer success.
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Their farewell post about a nine-month fractional role at Anagram shows the shape of an engagement — build, optimize, hire, grow, coach the CS team, then hand off.
The East Bay Founders post shows how they work with AI and how peers covered a session at short notice.
The Jack & Jill post tests an AI career agent from the candidate's side.
The At The Top SF and customer success podcast posts show the event and conversation formats they favor.
Read those five in any order, then use the tags below to explore customer lifecycle management, AI in post-sales, or hiring, and compare with the three creators listed.
Both treat customer success as an operating discipline and teach it through conversation rather than commentary.
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Paul Reeves publishes a top-10 list of reasons customers hire CS consultants and hosts a show that talks through scaling global customer success with a practitioner from Zendesk. Emilia D'Anzica uses the same interview-and-list format when they appear on a podcast to describe actions listeners can apply.
Paul Reeves' center of gravity is consulting and coaching — why teams bring in outside experts, and what mentors add to a career.
Emilia D'Anzica's is lifecycle management, fractional leadership inside a company, and AI in post-sales work.
Reeves' posts are from 2021, while theirs are recent, so the two are a fit on theme and teaching style rather than currency.
Both work inside customer success and reach readers through community events and published resources.
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Swati Garg marks one year of a co-authored book on the CS talent playbook with a New York event and mentoring workshop, then a webinar on compensation and negotiation; Emilia D'Anzica promotes role-seated roundtables at an executive summit and speaks on career and CS practice. Both pair a written anchor with live conversation.
Swati Garg's focus is the people side of the function — talent, hiring, careers, and pay — and that work is anchored in a book. Emilia D'Anzica's is the delivery side: customer lifecycle management, interim CS leadership, and using AI to reduce burnout and help customers get more from a platform.
Both write about using AI thoughtfully where it touches people, and both appear in vendor-hosted panels and advisory settings.
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Erin Walsh-Beguin served on Greenhouse panels on responsible, compliant AI in recruiting and describes balancing human connection with AI; Emilia D'Anzica argues that AI earns its place when it behaves well toward the person on the receiving end, whether that person is a job candidate or a customer.
Erin Walsh-Beguin's work sits in talent acquisition and recruiting operations — AI compliance, candidate experience, and TA leadership recognition.
Emilia D'Anzica's sits in customer success and post-sales delivery.
Read Walsh-Beguin for the recruiting side of the same AI-and-people question.
For a B2B SaaS retention and churn campaign, the available audience information supports a first-pass fit check.
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The only measured audience figure is a LinkedIn follower count of 16,113, observed on 8 October 2026.
Emilia D'Anzica's posts cover topics likely to interest customer success, post-sales, GTM, hiring, events, and AI-at-work readers.
Before placing spend, ask for current LinkedIn audience analytics or a recent audience survey covering job function, seniority, company size, and geography, plus recent post performance on comparable customer success, lifecycle, and AI topics.
Emilia D'Anzica's public posts feature personal commentary and event sharing rather than disclosed brand work.
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They described using the Jack & Jill AI career agent and praised the product, thanked Bayron Toruño Solano for an invitation to appear on the Customer Success Talks podcast, and promoted the At The Top SF executive summit for women in post-sales with a ticket code and event link.
The posts show they write in detail about tools and events they find useful and move in customer success leadership circles.
Before committing budget, ask whether paid collaboration is available and confirm the terms, deliverables, rates, and booking process.
A B2B SaaS company looking to cut churn and rebuild retention with AI across the customer lifecycle is the strongest match.
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D'Anzica describes a nine-month fractional leadership engagement at Anagram covering building, optimizing, hiring, and growing, including coaching and leading the customer success team and deliberately handing the function to a named successor.
Separately, they prepared for a month to speak on "Customer Success in the AI Era" at an East Bay Founders event with more than 130 registrants.
The slides and notes on customer lifecycle management were complete enough for a colleague to take over the session in their place.
That gives a retention campaign a specific asset: a lifecycle framework that already exists and travels.
The AI angle is grounded rather than promotional: a Customer Success Talks conversation covered practical customer success actions and ways to use AI to avoid burnout while helping customers get more out of a platform.
The only measured audience figure is 16,113 LinkedIn followers observed 8 October 2026; engagement rates, job functions, seniority mix, and company sizes are not available.
Ask for those figures to verify audience alignment.
The At The Top SF post-sales executive summit is pitched at directors and above from companies including Miro, Stripe, Anthropic, and Plaid, suggesting the right room, but summit attendance does not establish an audience profile.
The posts do not mention sponsorship or a rate card, so establish any paid arrangement directly before committing budget.
Best format: a working session or podcast-length conversation built around a concrete lifecycle review—stages, owners, and where AI is inserted—with the prep materials repurposed into a written takeaway.
Not a general AI-trends keynote.
When to choose a specialist
A consumer brand or mass-market app chasing short-form video reach, high-volume views, and measurable conversions is a poor match.
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The posts are LinkedIn long-form text aimed at a professional post-sales audience: a farewell note on a fractional role, an event announcement, a talk that was missed, a podcast invitation, and a hands-on product write-up.
There is no video, short-form content, or reach or engagement data—only a follower count.
Before considering a consumer campaign, ask for view counts, audience demographics, and past performance on comparable campaigns.
The subject matter is also narrow by design: customer lifecycle management, CS team coaching, and AI in post-sales.
A campaign that needs lifestyle reach, entertainment framing, or fast product-demo content has little to build on.
The same limits apply to a retention campaign that demands proof of outcomes rather than operating experience: the posts describe scope and handoffs, not retention metrics.
A campaign requiring attested churn-reduction results would need data D'Anzica has not published.
One adjacent possibility is a hiring-tech or employer-brand campaign, given the detailed Jack & Jill AI career agent post, including the comparison to typical recruiter behaviour and the candidate-experience argument.
But it is a single post outside the retention and post-sales core, so it should not carry a campaign on its own.
A worked campaign example
Worked angle for a campaign aimed at retention.
Objective: give a mid-market B2B SaaS company a lifecycle it can actually run, with AI doing specific jobs rather than serving as a theme.
Format: one 45-minute recorded working session for the CS and post-sales leadership team, framed as a live lifecycle review, plus a written follow-up the company can circulate internally.
Map the lifecycle stages the team recognises, assign an owner to each, then walk through two or three stages where AI changes the work—for example, automating the collection of adoption signals before a quarterly business review, drafting a first-pass renewal-risk summary for a CS manager to edit, and generating onboarding follow-ups timed to actual product usage rather than a fixed calendar.
Close with the burnout point from the podcast conversation: which repetitive CS tasks the team should hand to AI so managers can focus on accounts that need judgement.
The written takeaway should be a one-page lifecycle map with stages, owners, the AI touchpoints discussed, and the two or three metrics the company will watch over the following quarter—typically renewal rate on the covered segment, time-to-first-value for new accounts, and CS manager time spent on manual reporting.
This framing combines two distinctive elements: a lifecycle framework D'Anzica maintains as working material and a stated position on AI reducing CS burnout while improving platform adoption.
It also gives the buyer an artefact to keep.
Before agreeing scope, confirm current availability and commercial terms; the posts do not mention a partnership format, rate, or booking route.
Before booking, ask for current post performance on lifecycle and AI topics and the job function and seniority breakdown of the audience the company would be paying to reach, so the fit claim rests on measured reach rather than inference.
Choose Paul Reeves when a customer-retention campaign needs someone from the consulting side of customer success: making the case for outside help and hosting conversations with CS leaders about scaling a global function.
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Their posts feature a show with customer success leaders and a published top-10 list of reasons companies hire customer success consultants.
Both place Reeves in the same practitioner circle as D'Anzica and other CS figures.
If the campaign angle is "why engage an outside CS partner" rather than "here is the lifecycle and where AI goes," Reeves is the more direct voice.
The tradeoff is depth and currency.
The two available posts date from July and November 2021, so they offer no recent material on lifecycle design, AI in post-sales, or retention outcomes.
Reeves's content frames the consulting decision rather than providing a runnable lifecycle asset: buyers get an argument for outside help, but not the stage-by-stage map D'Anzica's material documents.
Choose Swati Garg when the real constraint behind churn is the CS team itself: hiring, retaining, and paying customer success people.
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Their recent posts focus on CS talent: a mentoring track and book signing around The Customer Success Talent Playbook, a session on compensation, negotiation, and career progression in CS, and open questions about how AI is reshaping roles and how commercial teams should be rebuilt. For a retention brief where the fix is staffing and role design, that is more on-point than a lifecycle walkthrough.
The tradeoff is that the retention mechanics sit elsewhere.
Garg's material focuses on people, careers, and team structure—not the customer lifecycle stages, adoption signals, or renewal-risk process a churn-reduction plan needs.
Choosing Garg brings a hiring and team-design lens, but buyers will still need a separate operating framework to reduce churn.
Choose Erin Walsh-Beguin when a campaign about AI in talent acquisition focuses on the talent-acquisition side of the business: responsible AI in recruiting, candidate experience, and how TA teams adopt new tools.
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Their posts describe panel work on responsible and compliant AI in recruiting and a TA20 recognition in emerging technology, all framed around keeping the human element while using AI for efficiency. If the company's AI priority is hiring rather than post-sales, this is the closer match.
The tradeoff is scope.
Walsh-Beguin's posts focus on talent acquisition, not customer retention, and do not discuss lifecycle, onboarding, or churn.
A customer-retention campaign would gain a credible voice on responsible AI adoption in one function, but not the post-sales operating experience and lifecycle framework D'Anzica has shared.
Emilia D'Anzica's five LinkedIn posts describe a farewell note on a nine-month fractional leadership role at Anagram, a promotion for the At The Top SF executive summit, an account of missing an East Bay Founders talk on customer success in the AI era, an invitation to appear on the Customer Success Talks podcast, and a hands-on write-up of the Jack & Jill AI career agent.
The posts carry no visible publication dates; one references a November 4 event with a September 30 ticket deadline, and another describes a nine-month engagement that had ended by the time of writing.
Emilia D'Anzica's posts do not include podcast audio, event recordings, session slides, articles, or longer written works, so descriptions of the podcast and the missed talk rest on Emilia D'Anzica's own posts about them.
No retention or churn results from the interim engagement are published, and no partnership format, rate, or booking route appears in the posts here.
The posts here show a single figure of 16,113 LinkedIn followers on 8 October 2026; engagement rates, job functions, seniority mix, and company sizes are not available.
