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.
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.
Key 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.
Check first: Confirm available formats, audience demographics, engagement data and terms before planning paid work.
Main ideas
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 · Building a customer success team is a leadership task with five parts
Josh Schoeff writes about B2B customer success: developing teams, coordinating work across departments and supporting customers during change.
The posts connect customer outcomes to the wider organization, not just the customer success manager.
Follow their work for practical, principle-led advice on team leadership and collaboration, including aligning marketing and customer success on messaging and using sales and product feedback to guide improvements.
Schoeff connects customer success practices that are often treated separately.
One post covers hiring, ongoing learning, autonomy, customer-centric skills and recognition; another shows how marketing, sales, product and customer success can contribute to one customer experience.
A third lays out a customer-facing sequence for managing change: listen, communicate openly, adapt, share guidance and collaborate.
A short culture post reinforces the shared-responsibility theme, while a role announcement provides career context rather than advice.
The posts offer useful starting principles but few detailed case examples; ask for more before relying on them as evidence of execution.
Josh Schoeff writes about B2B customer success, with the posts focused on organizational rather than tactical ideas: customer outcomes depend on the whole company, cross-functional collaboration produces those outcomes, teams need deliberate leadership, and change calls for listening first and adapting openly.
Read more
The three long posts on cross-functional collaboration, team leadership, and change use the same numbered-list format; the shorter culture post states the same position more plainly. The posts are set in B2B lead generation, naming CIENCE as the workplace example and including a later announcement about joining Challenger's customer success team.
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.
Read more
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.
The short culture post thanks account managers, project managers, product teams, IT, and other internal teams for working hard behind the scenes, calling them internal heroes and framing the customer as the standard everyone should aim for.
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.
Read more
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.
In the CIENCE example, the customer success team works closely with marketing to align messaging and campaigns for a cohesive customer journey, while sales and product teams gather feedback to drive product enhancements that address customer needs.
Building a customer success team is a leadership task with five parts
Josh Schoeff treats team quality as something leaders create, not inherit.
Read more
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.
The post recommends letting team members lead projects, giving them well-defined metrics, and publicly highlighting individual and team successes so recognition and career development reinforce performance.
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.
Read more
Listening and transparency come before redesign, while co-creation is the strongest form of partnership, not an optional extra.
The post advises keeping customers informed about changes that affect them, being transparent about potential challenges and the organization's plans to address them, and tailoring solutions to evolving customer goals so customers feel like active participants rather than recipients.
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.
Read more
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.
The team post gives members ownership of projects and decisions within clear goals and metrics. The collaboration post calls for everyone to understand overarching customer success goals and align efforts through shared meetings and channels.
Josh Schoeff announced joining Challenger's customer success team, saying the company's commitment to client success matched their professional values.
The longer post's collaboration example comes from CIENCE in B2B lead generation.
The same priorities appear in both contexts.
To assess how their thinking developed across these roles, ask for a dated timeline.
Answers the question: how should a customer success team be built and led?
Read more
It is the strongest starting point for team development because it sets out hiring, learning, autonomy, customer-centric skills, and recognition in one place.
Schoeff outlines five leadership practices: hire people with empathy and collaboration skills, build continuous learning, give the team autonomy with clear goals and metrics, develop customer-centric skills, and recognize achievements.
The post treats customer success as a leadership responsibility, not only an account-management function.
The five practices are specific enough to compare with a company's current management model.
For brands planning a campaign
Useful for a B2B SaaS customer success leadership brief.
It can support a team development plan with hiring criteria, a learning cadence, decision rights, customer-centric training, and recognition.
A campaign angle could turn the five practices into a diagnostic workshop for customer success leaders.
Answers the question: how should customer success work across departments?
Read more
Start here for the practical collaboration mechanics behind the team-leadership advice.
The post lists five areas where cross-functional work supports customer success: bringing diverse expertise together, aligning strategies and objectives, sharing customer insights and feedback, breaking down silos, and learning from a CIENCE example.
In that example, customer success collaborates with marketing to align messaging and campaigns, while sales and product teams gather feedback that drives product enhancements.
The core argument is that customer outcomes depend on internal coordination, not only on the customer success team.
For brands planning a campaign
This is the best fit for a campaign about cross-functional customer success strategy.
It can support a plan for shared customer-insight reviews, aligned objectives across marketing, sales, product, and success, and a workshop on reducing silos.
A content angle could contrast a siloed handoff with a joint customer journey.
Answers the question: what changes in customer success during uncertain periods?
Read more
Start here for change management: it gives a compact set of operating principles for keeping customers stable.
Schoeff sets out five principles for customer success during change: empathy and active listening, proactive and transparent communication, agile and customized solutions, thought leadership and useful insights, and collaboration with customers. The practical value is the sequence: listen first, communicate clearly, adapt the solution, share guidance, and co-create with the customer.
For brands planning a campaign
Useful when a customer success strategy has to address product changes, reorganizations, or market shifts.
It can support a communication playbook that combines customer listening, proactive updates, solution adjustments, and joint planning.
A campaign angle could focus on what to do in the first 30 days of a disruptive change.
Answers the question: what cultural condition does Schoeff see behind customer success?
Read more
It is a short, direct read on why the customer success manager cannot carry the work alone.
This short post argues that the customer success manager is the public face, but success depends on account managers, project managers, product teams, IT, and other internal people.
Schoeff calls for a positive culture where the client is the 'true North' and everyone helps drive success.
The post restates the collaboration theme from the longer cross-functional piece in cultural terms, with a direct call to recognize behind-the-scenes teams.
For brands planning a campaign
Supports the internal culture and recognition part of a customer success plan.
A campaign angle could highlight cross-functional recognition programs and shared customer-success goals.
Use it as a supporting example rather than the main strategy source.
Cross-functional collaboration for customer success2
Leading and developing high-performing customer success teams1
Supporting customers through change and uncertainty1
Career move and employer context1
Cross-functional collaboration for customer success
Josh Schoeff argues that B2B customer success depends on marketing, sales, product, and other teams working together rather than leaving the work to a single customer success team.
Read more
The longest post gives five practices: combining different expertise, aligning strategies and objectives, sharing customer insights and feedback, breaking down silos through cross-functional projects, and pointing to CIENCE as an example where customer success, marketing, sales, and product collaborate. A shorter post reinforces that the customer success manager is the visible face, while account managers, project managers, product teams, and IT are needed behind the scenes.
Numbered list of five named practices, supported by a short declarative culture post.
CIENCE is the only named employer context in this item; the other examples are general rather than company-specific.
For brands planning a campaign
A brand assessing Josh Schoeff for internal enablement, customer success operations, or lead-generation content could brief them on the practical mechanics of cross-team handoffs, shared customer feedback, and alignment. The CIENCE example provides a concrete workplace context for a case study or playbook, while the shorter post supports a culture-and-collaboration angle.
Leading and developing high-performing customer success teams
Josh Schoeff lays out a five-part approach to building customer success teams: hire for interpersonal skills, empathy, and strategic thinking; foster continuous learning through training and knowledge sharing; give people clear goals, metrics, and autonomy; develop customer-centric skills such as active listening and trust-building; and recognize achievements to sustain motivation.
Read more
The advice is framed for B2B lead generation, where customer needs and technologies change quickly.
Numbered list that moves from hiring through learning, empowerment, skills, and recognition.
For brands planning a campaign
This topic fits a campaign brief on customer success leadership, manager enablement, hiring, onboarding, or team development. A brand could ask Josh Schoeff to turn the five areas into a practical plan for a specific customer success organization, or create content that helps managers assess and improve team capability.
Supporting customers through change and uncertainty
Josh Schoeff describes how customer success teams can help clients during change: prioritize empathy and active listening, communicate proactively and transparently, adapt solutions to evolving goals, provide relevant thought leadership, and collaborate closely with customers as partners.
Read more
The post treats uncertainty as a recurring business condition rather than a one-off crisis.
Numbered list of five principles with short explanations and a closing invitation to share strategies.
For brands planning a campaign
A brand with a change management, retention, or customer communication brief could use this topic to frame content around how customer success teams keep clients steady during transitions, product changes, or market shifts. It also supports a campaign angle on customer advisory rather than purely reactive support.
Across several posts, Josh Schoeff returns to the idea that the client should be the organization's true North and that customer success is everyone's mission.
Read more
One post states that many departments are required for customer success and credits account managers, project managers, product teams, and IT. Longer posts connect that culture to cross-functional collaboration, team development, and change response.
Short reflective post plus longer numbered-list posts applying the culture theme to specific practices.
For brands planning a campaign
A brand could evaluate Josh Schoeff for culture-focused content, internal communications, or customer success positioning that links day-to-day teamwork to customer outcomes. The recurring culture theme supports a campaign around shared responsibility rather than individual heroics.
Josh Schoeff announced accepting a position on the customer success team at Challenger, saying the company's commitment to client success aligned with their professional values.
Read more
Other posts reference CIENCE in B2B lead generation.
Announcement post with no numbered list or operational detail.
The posts here do not include post dates, so changes over time are inferred from content rather than chronology.
For brands planning a campaign
Before planning a campaign with Josh Schoeff, ask for their current employer, role, and post dates to confirm recency: the customer success themes span at least two named company contexts, and the posts do not establish their chronology. The announcement is not a detailed customer success method, so treat it as context rather than a campaign topic.
Josh Schoeff's posts document two employment contexts.
Read more
They write from CIENCE's B2B lead generation customer success team in a collaboration post and announce accepting a customer success position at Challenger.
Challenger
Employment
Schoeff announced they had accepted a position on the customer success team at Challenger, saying the company's commitment to excellence and client success aligned with their professional values.
In a customer success post, Schoeff writes from CIENCE's B2B lead generation team: "At CIENCE... our customer success team collaborates closely with marketing..."
Josh Schoeff’s public writing is compact and consistent: four practice posts on B2B customer success, plus one job announcement.
Read more
Start with the longest post, on cross-functional collaboration, which sets out five practices for working across marketing, sales and product.
Then read the companion posts on building a customer success team and supporting customers through change.
A short culture post puts the same position plainly: the customer success manager is the visible face, but account managers, project managers, product teams and IT carry the work behind the scenes.
Together, the posts argue that coordination around the client matters more than any single role or tactic.
For related perspectives, Priyadarshini Ravichandran writes about customer success and change from the individual change-agent angle; Joel Duarte and Talvinder Singh offer adjacent takes on workplace culture and structured guidance for practitioners.
Both write about B2B SaaS customer success and argue that a customer success manager’s job is to guide customers through change, not just support a product.
Read more
They see adoption as insufficient without realised value and expect customer success teams to work across stakeholders they do not directly control.
Priyadarshini Ravichandran argues from the individual outward, describing the customer success manager as a catalyst, coach and internal diplomat in a manifesto-style essay that closes with direct questions to readers. Josh Schoeff argues from the organisation inward, framing customer success as everyone’s mission and outlining team-building and collaboration practices in numbered lists.
Organizational culture is something leaders actively shape through recruiting practices, leadership behaviour and how employees are treated; that internal experience, in turn, underpins company performance.
Read more
Josh Schoeff makes the same case for customer success, arguing that culture, rather than a single role, produces results.
Joel Duarte focuses broadly on internal culture and leadership: recruitment as a signal of company values, inclusive leadership, employee wellbeing and development. Josh Schoeff ties culture to a specific commercial goal, showing how cross-functional teams around a B2B client deliver customer success.
Both teach through short, structured posts that give practitioners a repeatable framework to use the next day.
Read more
Talvinder Singh’s product management interview series pairs a daily question with a downloadable guide and a takeaway; Josh Schoeff’s posts pair numbered practices with a concrete workplace example.
Talvinder Singh’s series targets product managers preparing for interviews, with a focus on career readiness, strategic thinking and problem solving. Josh Schoeff writes for customer success practitioners and their leaders about team building and cross-functional delivery rather than interview preparation.
For a B2B SaaS campaign focused on customer success leadership and cross-functional collaboration, Josh Schoeff is a narrow-reach option.
Read more
Their LinkedIn following was roughly 7,400 people in October 2026.
Five posts dated May to December 2023 address customer success managers and the functions around them — account management, project management, product, marketing, sales, and IT.
Posts on leading high-performing customer success teams and collaborating across functions for lead generation speak to practitioners working inside a B2B pipeline.
The content suggests appeal to mid-level customer success and revenue-team practitioners, but does not establish who reads it or their employers, occupations, or seniority.
No geography, age, gender, employer, occupation, or seniority data is provided, and no engagement figures are available.
The content dates and follower count are not a matched snapshot: the writing runs through late 2023, while the following figure is from October 2026.
For a fit decision, ask for platform demographics covering geography, age, and gender; documented audience data on employer, occupation, and job seniority; and recent performance figures for comparable customer success and team-leadership posts.
A follower total shows accumulated audience, not delivery on a campaign topic.
Selected examples: the team-leadership post (August 2023), the cross-functional collaboration post (May 2023), and the change-management post (May 2023) are the three closest topical anchors for this campaign.
Josh Schoeff's five posts cover customer success practice, team development, cross-functional collaboration, change management, and a job announcement.
Read more
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.
Brief A: a B2B SaaS company wants to strengthen customer success leadership and cross-functional collaboration, and asks whether Josh Schoeff is the right person to propose a customer success strategy and a team development plan.
Read more
On subject matter, this is a close fit.
Four of the five posts take on exactly these questions, in a form a brand can hand to its customer success leaders rather than as personal updates.
The team-development post gives a five-part framework — hire for empathy and collaboration, build continuous learning, give people clear goals and autonomy, develop customer-centric skills, recognize achievement — specific enough to compare against a company's current management model.
The collaboration post outlines five working mechanics: pool expertise across marketing, sales, and product; align objectives; share customer feedback; break silos through joint projects.
It then points to CIENCE as a place where customer success, marketing, sales, and product coordinated.
The change post adds a usable sequence for unstable periods: listen, communicate proactively, adapt the solution, provide guidance, co-create.
The short culture post argues that while the customer success manager is the visible face, account managers, project managers, product, and IT carry the outcome.
The case for Schoeff rests on topical precision and practitioner framing.
The limits are reach and verification: the only measured audience figure is a LinkedIn following of about 7,400 as of October 2026; engagement numbers and audience demographics are not provided.
No paid or sponsorship terms appear in the posts.
Consider them for a leadership and enablement audience on the strength of the thinking, not for guaranteed distribution across a large audience.
Ask for current engagement data, an audience breakdown, and commercial terms before building a plan around them.
When to choose a specialist
Brief B: a consumer mobile app launches in a competitive category and wants creator-led short-form video — demos, hooks, and paid distribution across short-video platforms — measured on app installs and cost per acquisition.
Read more
Reject Schoeff for this need.
The posts show no video, audio, on-camera work, or transcript of spoken content; every item is written LinkedIn text.
There is only one channel and one format, with no evidence they work in the formats this campaign depends on.
There is also no performance information to build on: no engagement figures, conversion or install data, or audience composition data covering geography, age, or device behavior.
The only audience figure is a follower total of roughly 7,400 observed in October 2026.
The subject matter is a further mismatch.
The posts address how customer success teams should be led and how internal functions should coordinate — an internal B2B operations conversation — and say nothing about consumer acquisition, app onboarding, or performance creative.
No sponsorship or paid-content offer is published: the posts provide no formats, rates, deliverables, or booking route.
A media plan would therefore rest on an unverified assumption that they sell creator placements at all.
A campaign with a consumer reach and conversion target would be built on information that does not support it.
The exception would be a co-authored thought-leadership piece or a CS-leader-facing webinar, which is closer to what the posts show and worth reconsidering under Brief A's terms.
A worked campaign example
Worked campaign angle for Brief A — a 'customer success alignment sprint', positioned as a 30-day internal program a B2B SaaS company runs with Schoeff as the outside voice.
Deliverable one: a two-hour leadership workshop built on the five collaboration mechanics from the collaboration post.
Each function — customer success, marketing, sales, product — brings one customer insight it currently keeps to itself, and the group agrees on a shared feedback review that runs monthly.
Deliverable two: a manager scorecard adapted from the five team-development practices, turning each practice into one observable behavior a manager can rate, plus a hiring checklist drawn from the advice to screen for empathy and collaboration alongside technical skill.
Deliverable three: a one-page change-communication playbook based on the change post's sequence — listen first, send a proactive update, adjust the solution, share relevant guidance, then plan jointly with the customer — with a worked example of the first 30 days of a disruptive product change.
Supporting angle: a short internal recognition moment that names account management, project management, product, and IT, drawing on the culture post's argument that the customer success manager cannot carry the outcome alone.
The three deliverables share one theme: a customer success strategy is an operating agreement between functions, not a department plan.
That argument runs through all four substantive posts.
The fit depends on whether the internal customer success audience needs structured, repeatable practice — a strong match for Schoeff — or whether success depends on measured reach, on-camera production, or distribution at scale.
Ask for current engagement data, an audience breakdown, and confirmation of paid terms before committing.
Choose Duarte over Schoeff when organizational culture, rather than customer success mechanics, is the main blocker.
Read more
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.
The tradeoff is specificity.
Duarte's posts address organizational culture and leadership broadly; they don't cover customer success operating cadences, cross-functional collaboration around customer outcomes, or a customer success manager scorecard.
A brand using Duarte for a campaign aimed at CFOs would need to supply the CS-specific operating content and use Duarte for the culture and leadership layer.
With only two posts, there isn't a demonstrated series of customer success team-development work to compare with Schoeff's five-part framework.
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.
Read more
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.
The tradeoff is domain distance.
Singh's posts focus on product management interview preparation, not customer success leadership or cross-functional collaboration.
They offer no CS strategy, customer outcome model, or team development practices beyond interview preparation.
For the Brief A campaign, Singh is a supporting resource for hiring and assessment, not a source of customer success strategy.
Ask for the rest of the 15-day series; only two posts are available here.
Choose Ravichandran when the core problem is change adoption inside customer accounts, not team structure.
Read more
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.
The tradeoff is that the posts deliver a focused thesis in two parts, without a team-development plan, hiring checklist, or cross-functional operating cadence.
Ravichandran can help a customer success team make the case for change and communicate it under pressure, but not provide the full strategy and team development plan Brief A asks for.
If the company needs both a change narrative and a management system, use Ravichandran for the change-agent framing and another creator, including Schoeff, for the operating structure.
The posts are more recent (May 2025) than Schoeff's (2023), which matters if currency is a priority.