# Esther Azeezat Oyeyemi

Esther Azeezat Oyeyemi is a customer success professional who writes about helping customers get value from software, improving onboarding, and building trust to support retention. Oyeyemi's posts also cover inventory management and small-business operations.

- Profile: https://b2binfluencer.marketing/creators/esther-azeezat-oyeyemi/
- LinkedIn: https://www.linkedin.com/in/estherazeezatoyeyemi
- LinkedIn followers: 859
- Topics: customer-success, customer-retention, business-automation
- Based on 16 dated posts, latest 2026-10-07

## Summary

Esther Azeezat Oyeyemi is most useful for practical customer success, onboarding, retention, and small business operations insights.

- Best for: A B2B SaaS team seeking customer success insight for hiring or subject matter talks.
- Not for: Paid brand campaigns needing reach or senior software buyers at scale.
- Check first: Confirm no paid partnership offer and ask for references beyond ten LinkedIn posts.

### Takeaways

- Low usage does not automatically mean churn risk; check seasonal needs first.
- Onboarding should be measured by customer outcome, not setup completion.
- They report overstock fell by 25% in a supermarket example.

## Main ideas

- **Notice silence before the health score moves**: Oyeyemi argues that customers rarely leave because the product is bad; they leave because nobody is paying attention. Health scores and adoption numbers usually show a customer slipping only after the drift has begun. Knowing why someone came and noticing when they go quiet catches it sooner. Their habit comes from a university fellowship where every first-time attendee was assigned to a named person who looked after two, three or five people, checked on them afterwards and noticed who did not come back. The pastor's line “we have to preserve the harvest” framed getting people through the door as only half the job.
- **Onboarding should be measured by the customer's outcome, not by setup completion**: A product can be strong and still be a bad investment, Oyeyemi argues, if the customer cannot connect a feature to a result they want. Onboarding goals should therefore ask “are we getting this customer closer to the outcome they came here for?” rather than “have we completed the setup?”. Value also differs by buyer, so the same product has to be explained differently depending on who is paying.
- **Reframe a product limitation instead of giving a flat no**: Oyeyemi calls “No, we don't have that” the most expensive sentence in customer success because it can send a customer straight to a competitor. The method is to acknowledge the gap honestly, ask what outcome the customer wants, then show what is possible with the tools they already have — or escalate internally when a real solution can be built. They are clear that this is not a policy of saying yes to everything: sometimes the answer is genuinely no. First, test whether another route can solve the customer's actual problem.
- **Diagnose stalled adoption before the quarterly business review**: Oyeyemi distinguishes checklist work from framework thinking, building on Peleg Samson's point that most teams give checklists fancy names and call them frameworks. Real frameworks, Oyeyemi argues, teach you how to think when things go sideways. Faced with a stuck account, the checklist move is to prepare a presentation highlighting unused features; the framework move is to ask why adoption froze and fix that blocker first.
- **Low usage does not automatically mean churn risk**: Oyeyemi argues seasonal customers get misread. Less frequent use does not mean the product has become less valuable; the customer may need it for one campaign, a busy business period, or a single feature a few times a year. The recommendation is to map a customer's natural usage cycles, keep contact light and contextual, and send reminders tied to what they last did, rather than putting them in a low-usage bucket and firing off desperate “We miss you!” emails.
- **Communication, not product knowledge, separates an adequate CSM from a great one**: Oyeyemi's position is that communication separates a good customer success manager from a great one. The habits they cite include letting the customer do most of the talking, showing understanding before offering a solution, involving the right colleagues instead of solving everything alone, keeping emails to one message, one purpose and one clear next step, and treating renewals as a reminder of results achieved rather than a discount negotiation. Underneath is the chain they repeat: communication drives adoption, adoption drives retention, retention drives revenue.
- **A second line of work: inventory, operations and small-business systems**: Alongside customer success, Oyeyemi prioritises operational discipline. One thread treats stockouts and overstocks as separate problems: address stockouts through demand forecasting, safety stock, regular review of sales trends and strong supplier relationships; address overstock through just-in-time ordering, ABC analysis of inventory by value, and regular audits. A broader post presents inventory management alongside debtor's management and expense tracking, and lists inventory accuracy, demand forecasting, storage costs and shrinkage from theft, damage or misplacement as problems efficient management addresses. A later return post reports a virtual assistant certificate from ALX, work with IT support teams, and a venture helping startups and small businesses use digital tools and automation. It lists Trello, ClickUp, Notion, Airtable, Zapier, Canva, Zoho Books and Google Workspace as tools.

## Work to read

- [The market-stall lesson that became a retention strategy](https://www.linkedin.com/posts/estherazeezatoyeyemi_i-learned-a-retention-strategy-from-the-local-activity-7513561686381912064-jRex)
- [Good CSM versus great CSM: communication, not product knowledge](https://www.linkedin.com/posts/estherazeezatoyeyemi_the-difference-between-a-good-csm-and-a-great-activity-7472938657168015361-7F1r)
- [Frameworks versus checklists: the Grace case](https://www.linkedin.com/posts/estherazeezatoyeyemi_peleg-samson-nailed-it-yesterday-most-teams-activity-7470747671113338880-RAdz)
- [The five-word sentence that sends customers to a competitor](https://www.linkedin.com/posts/estherazeezatoyeyemi_the-most-expensive-sentence-in-customer-success-activity-7507763116085075968-Pqpz)
- [Seasonal customers are not churn risks](https://www.linkedin.com/posts/estherazeezatoyeyemi_not-every-customer-needs-to-use-your-product-activity-7503778892646760449-zz3c)
- [Value, not features, has to anchor onboarding](https://www.linkedin.com/posts/estherazeezatoyeyemi_your-product-can-be-amazing-and-still-be-activity-7502663253165056001-n8tv)
- [Where the retention instinct started](https://www.linkedin.com/posts/estherazeezatoyeyemi_before-i-knew-customer-success-was-a-career-activity-7513207434698465280-X5zg)
- [The business and operations side of the profile](https://www.linkedin.com/posts/estherazeezatoyeyemi_my-activity-7359131220741414912-eQ4o)
- [Inventory: stockouts, overstocks and a 25% result](https://www.linkedin.com/posts/estherazeezatoyeyemi_stockouts-and-overstocks-can-significantly-activity-7214201903402909697-iWzW)

## Brand relationships

- **Bowjai Creative Business Solutions** (owned_business)
- **ALX** (mention)
- **Digitalwitch IT Support** (mention)
- **Canva** (mention)

## Partnerships

Esther Azeezat Oyeyemi writes about customer success and small-business inventory management. The posts here contain no sponsorships, paid placements or brand-partnership formats for brands to buy. Canva appears only as a product they use as a customer; other commercial mentions describe work they do for clients or accounts, not sponsored content. They also promote their own service business, Bowjai Creative Business Solutions, which offers appointment setting, email marketing, lead generation and inventory management to startups and small businesses, alongside their customer success roles. The posts publish no partnership terms, specifications or rates. Ask Oyeyemi whether they accept sponsorships and what terms they offer.

## Alternatives

- Mason Moyer: Mason Moyer is a better fit when the buyer wants writers focused on customer success for the same B2B SaaS role. Both of their posts argue that good customer success work means being proactive: noticing adoption trends before they become renewal risks, understanding a customer's “why” beyond product usage, and building touchpoints that are not driven by urgency. They also argue that the strongest teams own the customer journey rather than one slice of it. For a panel shortlisting customer success specialists, that focus is easier to screen than Oyeyemi’s spread across customer success, inventory operations and virtual-assistant work.
- Imran Choudhery: Choose Imran Choudhery when the software is for supply chain, demand planning or utility inventory, and the customer success role requires someone who can speak the buyer's operational language. The posts distinguish demand planning from supply (material) planning and argue that combining the two functions produces shortages, excess inventory and lower forecast accuracy. They also set out min-max planning in utility operations — reorder points, safety stock, storm-season and emergency demand, and supplier lead times — and explain why those levels need regular review instead of being set once. That demonstrates domain fluency a general customer success writer does not.
- Kyle Henson: Choose Kyle Henson when the product is manufacturing or ERP inventory software and the customer success manager needs to explain why customers do not trust their own inventory data. Henson names the customer-side failure directly: discrepancies caused by internal consumption that goes unrecorded — R&D borrowing components for prototypes, production cannibalising a finished build, and maintenance grabbing fasteners. The resulting phantom stock levels drive bad pricing, delayed investment and customer promises based on unreliable information. Henson also describes the fix in shopfloor terms: Kanban bins that trigger both reorders and inventory adjustments. The posts put a number on the cost, too: manufacturers losing $100K+ a month in revenue to stockouts while their systems show healthy stock.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/