Omnipresent

Omnipresent is a leading Employer of Record (EOR) platform, enabling companies to hire globally without the burden of setting up foreign entities.

As a Customer Success Manager specializing in strategic accounts, I manage complex global relationships end-to-end, ensuring seamless onboarding, proactive risk management, and client growth. I combine a human-first approach with a deep understanding of HR, Legal, and Compliance frameworks to deliver measurable results in fast-paced, dynamic environments.

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My results:

• Owned the success, retention, and growth of 20+ high-value accounts
• Net Revenue Retention (NRR) of 112%, exceeding company targets and driving expansion within existing accounts
• Partnered directly with C-Level executives and HR leadership teams to design scalable solutions for global employment
• Led onboarding and account strategy for clients across 160+ countries, navigating complex HR, Legal, and Finance regulations
• Supported the success of critical enterprise accounts, ensuring high retention and expansion rates
• Proactively identified expansion opportunities and closed upsell deals, contributing to overall revenue growth
• Developed personalized onboarding frameworks and customer success plans that reduced time-to-value and improved customer satisfaction

Customer Success Manager

Luna.ai

• Partnered with co-founders to define GTM and customer success strategy during the company's early growth phase.
• Managed 100+ SMB accounts (EMEA/NA) and implemented proactive success strategies that reduced churn by 15%.
• Increased LTV by 279% through custom onboarding journeys and customer engagement experiments.
• Designed scalable self-service processes, improving customer self-resolution rates by 235%.
• Led tooling selection and integration for Growth, CX, and Marketing teams.
• Drove PLG (product-led growth) initiatives based on usage data and customer insights.
• Contributed to the company's pivot through deep feedback loops, helping inform new product-market direction.

Note: Luna underwent a strategic pivot; the IP was absorbed into a new venture.

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Founding team member, building CS/CX processes from the ground up.

My goal was to turn Luna’s customers into advocates. How? By helping them score meetings using Luna.

Tasks & projects I worked on :

→ Building the onboarding, adoption, retention, expansion and advocacy strategies
→ Churn prevention
→ Cold email and sales strategies 
→ Community building
→ Tooling, CS tech stack optimization and vendor management

Founding Customer Success

My results:

• Oversaw the success and renewal of 60+ accounts (SMBs), representing $400K MRR
• Managed the relationship of the two biggest customers of the company, representing $200K MRR
• Mentored 4 new CSMs and improved speed to onboarding readiness
• Improved and created new client onboarding processes to have customers’ projects deployed within 30 days
• Implemented a new QBR process leading to higher customer engagement and lower churn

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Omnipresent is an EOR (Employer of Record) specialized in automating complex processes like setting up entities, payroll, taxes, and benefits so that teams can focus on their people. 

As a Customer Success Manager, I owned and managed the customer relationship from start to finish. With my experience in the EOR field, I've learned to think outside of the box and get creative when solving complex problems related to Legal, Finance, and HR. 

I've consistently received positive feedback from clients and colleagues, successfully managed and resolved escalated client issues, and demonstrated strong communication and negotiation skills.

Baremetrics

My results:

• Increased feature adoption by 10% in 3 months
• Developed and tracked KPIs for the Customer Success department
• Researched and led the implementation of a new helpdesk (Intercom)
• Streamlined processes to proactively develop relationships with customers
• Created an onboarding series to increase conversion rates
• Created upsell series to promote new features and increase feature adoption

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Bare..? Metrics? Bare, yes.
Bare as in only the most important: Baremetrics helps you cut through the noise.

SaaS and subscription businesses are drowning in data. They have no idea what is driving their growth or where to focus their efforts to grow faster.

Baremetrics provides a simple, yet powerful solution for SaaS & subscription businesses by helping them see the complete picture of their business with all of the key metrics they need to make better decisions about how to grow.

My role? 🪄 Simply put, I helped Baremetrics' clients make more.

Customer Success Account Manager

Groupe-conseil Solertia

My results:

• Lead the biggest Law Compliance mandate of the firm ($85K) and upsold the client for annual audits ($20K yearly)
• Signed and led the biggest Pay Equity mandate of the firm ($65K)
• Scaled the Pay Equity line of service from $350K to $1.5M
• Surpassed an average productivity rate of 90%
• Lead the development, training and learning initiatives for a department of eight (8) junior consultants and analysts
• Developed long-term relationships with major client accounts and turned one-time projects into repeated business
• Streamlined the Pay Equity and Law Compliance processes
• Participated and animated human resources events and conferences

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In this role, I gained exposure to all aspects of a consulting project, from writing proposals and engaging in client communications to delivering projects and making final adjustments. 

Collaborating with fellow professionals, department heads, and C-suite executives has sharpened my business acumen and offered valuable insights into the realities of diverse industries.

My journey with Solertia has fuelled my professional growth, honing my time management skills and enabling me to excel in handling multiple projects (60+) simultaneously. 

Within a short timeframe, I progressed to leading my own mandates and was entrusted with overseeing one of the firm's most significant law compliance files – Quebec's 1% Training Law. 

This experience has enriched my project management, leadership, and client relations expertise, propelling me to thrive in the consulting industry.

Human Resources Consultant

Addendum

• Accurately identify our personas by analyzing different sources of information;
• Identify the arguments to implement an Applicant Tracking System, present the project to the president of the company and find a supplier meeting our needs;
• Develop a strategy to foster long-term relationships with past applicants and potential candidates;
• Assist the director of technology and marketing in different projects.
• Plan interviews and selection procedures, including in-person interviews
• Coordinate with hiring managers to identify staffing needs
• Determine selection criteria

Along with those projects, I was also responsible for passing on my knowledge of our recruitment procedures to new hires and of assisting them in their daily tasks.

Talent Acquisition Advisor

Industries Delorimier Inc.

Summer student contract: 

To help with the seasonal demand of the company, I took this opportunity to explore my options in the manufacturing industry, which was a great way to develop my leadership skills in a middle management position. My previous customer service experiences have proven to be a great asset in this position to prevent customer turnovers, as I had to deal with various customers daily.

This experience happened to be a great way to get outside of my comfort zone, to experiment with my teamwork approach with new colleagues, and to learn more about the challenges of occupying a middle management position.

Operations Supervisor

Desjardins

During this long-term experience, I’ve developed a major part of my competencies. With the help of my superiors, who all acted as inspirational leaders to me, I’ve had the opportunity to have personalized coaching to further develop my sales techniques, my customer service, my work methods and rational and analytical thinking.

During my three years working at a Desjardins branch in Laval, I navigated through different roles that all allowed me to develop my professionalism. I first began as a teller (N-2), I then worked as a customer service representative over the phone, then worked at the reception (N-3). During an internship, I was also lucky to assist the department of human resources in multiple tasks. Finally, I occupied an administrative assistant (N-4) position to support the management team.

These different tasks have allowed me to put into practice the learnings that I was acquiring in my university classes, but they also allowed me to develop, as mentioned before, multiple competencies such as my leadership, my teamwork spirit, my capacity to adapt to different environments,  my openness to change and my capacity to solve problems.

Agent service aux members (N2/N3/N4)

Customer Service Representative

Big Time Watches

This experience allowed me to develop my judgement, my autonomy, my leadership and my business acumen skills. I would like to thank my district managers who helped me develop the core of my customer service skills and sales techniques. The tasks I had to do in this job were general for a sales associate position: reach my sales objectives, attract customers and close the sale, this opportunity also allowed me to work on my negotiation skills and customer satisfaction skills. 

As I gained experience, I was asked to take on the responsibilities of the manager.

Sales Associate

SoftMoc

I help high-achievers thrive in work and relationships 💙 | Business strategies that work on humans too | Remote wisdom from 25+ countries

🤔 What if the playbooks you use to save $100K+ accounts could also save your relationships and closest friendships?

I’ve spent 5+ years in Customer Success scaling startups and managing $5M+ ARR portfolios. In that time, I realized something: the same frameworks that keep customers loyal also keep people loyal.

- Resolve conflicts before they explode
- Communicate proactively so people feel seen
- Deliver value without burning out
- Build trust that lasts

They work in business, dating, friendship, with any human, in any context, and they’re something AI can’t replicate.

Now I share what actually works:
→ Business strategies for better relationships
→ Remote life wisdom from 25+ countries
→ CS frameworks for life success

Because your 9-5 skills shouldn’t clock out at 5:01.

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Hi, I’m Anthony 👋

CS leader, remote work advocate, and lifelong learner passionate about growth, habits, and helping people thrive without burning out.

Whether you're:
→ A leader looking to strengthen teams and client relationships
→ A remote professional balancing career and connection
→ Or someone ready to apply proven frameworks to life outside of work

You're in the right place.
📬 Reach out to collaborate, connect, or just say hi!

I’m on a mission to build something bigger: a platform to help high-achievers escape burnout, embrace remote work, and design lives they don’t need to escape from.

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As a CSM, I’ve: 

→ Scaled departments from $350K to $1.5M+
→ Managed $5M+ ARR across 60+ accounts
→ Boosted LTV by 279% with better onboarding
→ Cut churn by 15% through scalable playbooks
→ Closed and lead companies' biggest deals
→ Drove feature adoption and built AI-powered self-service systems
→ Coached and mentored new team members

Behind every metric is the same philosophy: when you create people-first experiences with smart systems, growth runs on autopilot.

CSMs are the most gaslit function in SaaS

I said it

Sales:
- "Company's lifeblood!" 
- Enablement budget: $50K/rep
- Comp: base + uncapped commission
- Hero status: "closed the deal! 🚀🚀"

Customer Success:
- "Cost centre"
- Enablement budget: "what budget?"
- Comp: base + maybe 20% if stars align
- Hero status: "just don't let them churn"

The math that nobody wants to admit:

New logo from Sales: $100K
Keeping that $100K for 5 years: $500K
Expanding it to $200K: another $500K

Who actually generated the million?

But here's what we hear:
"Sales drives growth"
"CS just maintains"
"Anyone can do support calls"

If you still think customer success is support calls...
You don't have a customer success problem.
You have a leadership problem.

We're expected to be:
- Technical consultants
- Project managers
- Business strategists
- Therapists
- Fortune tellers

With the resources of:
- A laptop
- Good intentions
- "Figure it out"

Your $1M, $4M, $10M renewal portfolio isn't a cost centre
It's the engine keeping the lights on

Who else is tired of CS being the company's best-kept secret? 💙

Anthony Boudreau

Talks about #leadership, #remotework, #productivity, and #personaldevelopment

Helping high-achievers use business frameworks to win at work & life 💙 | $10M ARR CSM | Remote from 25+ countries

Lindsay Wolgel

CSMs: "This QBR will blow them away!"

... creates a deck longer than their contract

I just reviewed a 43-slide QBR deck.
FORTY. THREE. SLIDES.

For context:
- TED Talk: 18 minutes max
- Your QBR: 90 minutes of torture
- 2025 Attention span: 4 seconds

Here's my QBR napkin test:

1. You paid us $X
2. You got $Y in return  
3. Here's how we get to $Z

That's it.

The best QBR I ever delivered?
No slides. 
Just three numbers on a whiteboard (I know, old school).

Client's response: "Finally, someone who gets it"
Renewed for 3 years on the spot AND cross-sold.

Why? Because I didn't present TO them.
I had a conversation WITH them.

43-slide deck?
- Slide 1-15: Features they already know
- Slide 16-30: Usage data they don't care about
- Slide 31-43: Next steps they'll forget

Napkin approach?
- Minute 1-5: their biggest win this quarter
- Minute 6-10: their biggest challenge  
- Minute 11-15: our solution together

The secret:
Executives don't want your novel.
They want your headline.

If you can't explain your value in 30 seconds, you don't understand it yourself.

What would your QBR look like on a cocktail napkin?

Can we be honest about remote work?

Remote work didn't fail. Your company did.

And everyone knows it.

2020: "Remote work is the future!"
2024: "We need you back for collaboration"

What changed? Nothing about remote work.
Everything about leadership's ability to adapt.

Here's what actually happened:

Companies never learned to measure outputs.
So they went back to measuring hours.

They never trained managers to lead remotely.
So they went back to management by walking around.

They never built async processes.
So they went back to tap-on-shoulder interruptions.

The uncomfortable truth:

Companies killing remote work are the same ones who:
- Track time instead of results
- Confuse presence with productivity  
- Think culture = pizza in the break room
- Measure success by butts in seats

Meanwhile, the best talent?

They're not coming back.
They're joining companies that figured it out.

Companies that measure impact, not hours.
Trust adults to work like adults.
Build culture through outcomes, not office perks.

Your RTO mandate isn't bringing back 2019.
It's just showing everyone you never evolved past it.

The future of work already happened.
You just weren't paying attention.

What's the real reason your company wants you back? 💙

Christi Wedel, NAAEI Faculty, CALP, CXAX Cert

"AI is coming for CSM jobs"

Meanwhile, CSMs are literally the ONLY ones who can:
- Read between the lines when a customer says "all good"
- Know that Jim always complains but never churns  
- Sense a renewal risk from a single emoji

Last week:
AI: "customer hasn't logged in for 10 days!"
Me: "ya, that's Steve., he's in Bali."
AI: "SEND ENGAGEMENT CAMPAIGN"
Me: "he literally told me not to bother him"

AI can analyze sentiment.
CSMs prevent the sentiment from tanking in the first place.

AI can track usage metrics.
CSMs know why usage dropped (hint: their PM is on vacation).

AI can send automated check-ins.
CSMs know when NOT to send them.

The uncomfortable truth:

The more we automate customer interactions
The more valuable HUMAN connection becomes

Your job security isn't in competing with AI.

It's in doing what AI can't:

Giving a shit.

And that? That's unautomatable (is that word?)

Who else is tired of the "AI will replace you" narrative? 💙

Marcus C.

The best CSMs are the ones who say no

Everyone thinks customer success means:
- "Yes, we can build that"
- "Sure, I'll join your 6am call"
- "Of course, let me drop everything"

That's not customer success.
That's being a professional doormat.

Last month:
Client: "We need custom reporting by EOD"
Me: "No. But here's what we CAN do..."

They were pissed.
For about 10 minutes.

Then we built something that actually solved their problem.
Not their symptom.

The uncomfortable truth...

Saying yes to everything means:
- Building features nobody uses
- Setting precedents you can't maintain
- Training customers to be helpless
- Burning out your team

Real customer success? 

It's having the strategic backbone to say:
"That won't help you achieve your goals. Here's what will."

My framework:
- No to bandaids → yes to root causes
- No to "urgent" → yes to important
- No to feature requests → yes to business outcomes

The result?
Customers see you as their strategic advisor.
Not their task rabbit.

Your job isn't to be liked.
It's to be their business partner who drives real outcomes.

Sometimes that means being the bad guy today
So they can win tomorrow

Who else has learned that "no" is the most powerful tool in CS? 💙

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