# Josh Schoeff

Josh Schoeff writes about B2B customer success, including how to develop customer success teams, work across departments, and support customers through change. In a LinkedIn post, Schoeff announced accepting a position on Challenger’s customer success team.

- Profile: https://b2binfluencer.marketing/creators/josh-schoeff/
- LinkedIn: https://www.linkedin.com/in/joshuaschoeff
- LinkedIn followers: 7,433
- Topics: leadership, customer-success, change-management
- Based on 11 dated posts, latest 2025-05-20

## Summary

Useful for practical principles on customer success team development and cross-functional collaboration in B2B SaaS.

- Best for: B2B SaaS brands strengthening customer success leadership and cross-functional collaboration.
- Not for: Consumer mobile app campaigns needing creator-led short-form video and install performance.
- Check first: Confirm available formats, audience demographics, engagement data and terms before planning paid work.

### Takeaways

- Customer success is an organization-wide responsibility, not just the customer success manager's job.
- Cross-functional collaboration produces customer outcomes; it is more than a nice sentiment.
- Handle change by listening first, then communicating, adapting, and co-creating with customers.

## Main ideas

- **Customer success is an organization-wide responsibility, not just the customer success manager's job**: Josh Schoeff argues that the customer success manager is only the visible face of the work, and that success would be impossible without account managers, project managers, product teams, IT, and other internal people supporting the client behind the scenes. The argument is about culture rather than process: the client should be the organization's true North, and helping them succeed should be everyone's mission. The posts call for shared goals and public recognition of internal teams rather than treating the account-facing role as the whole story.
- **Cross-functional collaboration produces customer outcomes; it is more than a nice sentiment**: In the longest post, Josh Schoeff sets out five ways collaboration changes results: combining expertise from marketing, sales, and product; aligning strategies and objectives across teams; sharing customer insights and feedback openly; breaking down silos through joint projects; and learning from successful collaborations. Customer experience is built across departments, so silos damage it. Feedback gathered by one team can lead to product improvements, refined messaging, and a better lead generation process elsewhere. Shared insight is the input; coordinated action is the output.
- **Building a customer success team is a leadership task with five parts**: Josh Schoeff treats team quality as something leaders create, not inherit. The five elements are hiring for interpersonal ability, empathy, and strategic thinking—not just technical skill; building continuous learning through training, industry events, and knowledge sharing; setting clear goals and metrics while giving the team real autonomy; developing customer-centric skills such as active listening, communication, and trust-building; and recognizing achievements to sustain motivation. B2B lead generation customers and technologies change quickly, so teams that stop learning or lack decision-making authority risk falling behind customer expectations.
- **Handle change by listening first, then communicating, adapting, and co-creating**: Josh Schoeff frames uncertainty as a normal business condition, not a crisis, and lays out a response: prioritize empathy and active listening to understand changed needs; communicate proactively about what is changing and the plan; adapt solutions rather than stick to the original scope; offer useful industry insight to establish the company as a trusted advisor; and work with customers as partners in the solution. Listening and transparency come before redesign, while co-creation is the strongest form of partnership, not an optional extra.
- **One consistent position across posts: coordination is the priority, and individual autonomy works only within shared goals**: The culture, cross-functional, and team leadership posts share one position: results come from coordinated effort for the client. Leaders should align objectives, share information across departments, and recognize the internal teams that make outcomes possible. The team leadership advice grants autonomy and decision-making power, while the collaboration advice calls for aligned strategies, clear metrics, and regular cross-functional meetings. Schoeff's argument is for discretion within a shared direction—not tight control or uncoordinated freedom. This priority appears in both the long numbered-list posts and the short culture post.

## Work to read

- [Leading and Developing High-Performing Customer Success Teams in B2B Lead Generation](https://www.linkedin.com/posts/joshuaschoeff_leading-and-developing-high-performing-customer-activity-7098318841767739393-PZTc)
- [Collaborating Across Functions for Exceptional B2B Lead Generation Customer Success](https://www.linkedin.com/posts/joshuaschoeff_customersuccess-crossfunctionalcollaboration-activity-7064959669370302464-F4ss)
- [Driving Customer Success in Times of Change: Navigating Uncertainty Together](https://www.linkedin.com/posts/joshuaschoeff_customersuccess-changemanagement-adaptability-activity-7063919757703446528-wGQp)
- [It takes many departments to ensure customer success](https://www.linkedin.com/posts/joshuaschoeff_customersuccess-culture-activity-7135655398329475073-2uvc)

## Brand relationships

- **Challenger** (employment)
- **CIENCE** (employment)

## Partnerships

Josh Schoeff's five posts cover customer success practice, team development, cross-functional collaboration, change management, and a job announcement. None describes sponsored content, consulting engagements, paid speaking, or a media kit; no rate, deliverable, or booking terms appear. Buyers considering a paid arrangement should ask directly about available formats and terms before building a plan.

## Alternatives

- Joel Duarte, CPTM: Choose Duarte over Schoeff when organizational culture, rather than customer success mechanics, is the main blocker. For a B2B SaaS customer success strategy and team development campaign, Duarte is stronger when the company needs to address how leadership behaviour, hiring, inclusion, and remote-team connection affect adoption of a customer success plan. Their posts offer a recruitment-specific lens on how candidates read culture from the hiring process, alongside a broad leadership agenda covering cross-functional idea sharing, transparent communication, continuous learning, inclusive mentorship, virtual team building, purpose, and wellbeing. Duarte is the better choice when the plan must begin with culture change across the company, especially if the customer success team is being rebuilt or scaled and hiring signals are part of the problem.
- Talvinder Singh: Choose Singh when the customer success campaign includes hiring or internal promotion and the company needs structured interview and assessment material rather than a customer success operating philosophy. For a campaign aimed at CFOs, Singh is a better fit if the immediate need is to define what strong strategic thinking, problem solving, and long-term versus short-term judgment look like in a candidate or new manager. Their product management interview prep posts use a repeatable format: pose a hard question, explain what it tests, and provide a guide for structuring an answer. That format can help build a customer success leader interview loop or manager development exercise, especially when the company is hiring customer success leaders from product-adjacent backgrounds and needs a consistent way to assess them.
- Priyadarshini Ravichandran: Choose Ravichandran when the core problem is change adoption inside customer accounts, not team structure. For a B2B SaaS company seeking to improve customer success leadership, Ravichandran is a strong choice when customer success managers need a sharper message: their job is to guide transformation, not just support a product. Their posts argue that CSMs must help customers break old habits, work through internal resistance and politics, translate features into real-world impact, align with shifting business priorities, and continuously re-articulate value. They also identify the instability a CSM has to manage: stakeholder churn, budget shifts, product roadmap changes, and executive priority changes. Ravichandran is a better choice than Schoeff for the change-management and persuasion half of a B2B SaaS customer success strategy and team development campaign, especially when digital transformation or product adoption is failing for non-technical reasons.

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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/