How Rohirrim Achieved 30% Greater Retention with Foresight’s Value Review
The Challenge Rohirrim, a Washington, DC-based company, uses its patented, first-ever, organization-specific generative-AI technology to develop groundbreaking products that aim to reimagine how people work, particularly when it comes to time-intensive, repetitive, and manual tasks that go into producing in-depth long-form content. The company’s first product, RohanRFP, enables companies to unlock value from proprietary data […]
Your First Job as a New Customer Success Leader: Diving into Your Customers’ Value
By Sagar Shukla, Co-Founder, Foresight When starting a new role as a Customer Success leader, the temptation is to focus inward—learning the org chart, aligning with sales, and tackling operational challenges. But the truth is, if you’re not spending your first 90 days diving deep into your customer base, you’re missing the single most valuable […]
How to Prepare for a Value Review: Part 3
By Nigel Hammond, Co-Founder, Foresight Why Preparing for Value-Focused QBRs Matters More Than Ever This is the third part in our series about leveling up your QBRs. In our first installment, we talked about how to position the exercise—moving away from the traditional, one-directional QBR to a more intentional Value Review that truly resonates with […]
Leveling Up the Quarterly Business Review: Part 2
By Nigel Hammond, Co-Founder, Foresight Why QBR Agendas Need to Change This is the second part in our series about leveling up the QBR. Last time, we focused on how to position the exercise with a bit more intent – what are you actually asking a customer to participate in? This time, we want to […]
Reframing the QBR as Value Reviews: Part I
By Nigel Hammond, Co-Founder, Foresight QBR’s have gotten a lot of heat recently. It’s fair – they historically take a lot of time to prepare for and make very little impact on the overall relationship. That said, the issue is not in the exercise itself but rather in how it is delivered – customers (ESPECIALLY […]
How to Overcome Seasonal Demand by Uncovering Year-Round Sales Opportunities
By Sagar Shukla, Co-Founder, Foresight In the SaaS world, Customer Success and Sales often face the unique challenge of navigating seasonal demand. Many companies experience spikes during specific periods, leaving Sales and CS teams in reactive mode struggling to engage and add value consistently throughout the year. But what if Customer Success could break out […]
Unlocking Customer Success with the Enterprise Value Framework
By Nigel Hammond, Co-Founder, Foresight Why Value Measurement is Critical In B2B SaaS, one of the most consistent challenges we see companies struggle with is the gap between what post-sales teams are doing and the results they’re driving. “My team is always busy but I don’t really see what results they are producing” was how […]
The Future State of B2B Customer Success in 2025
Executive Summary As we approach 2025, B2B Customer Success (CS) is at a pivotal point of transformation. Customer success is no longer viewed as a reactive, support-driven function but as a strategic profit center that directly influences long-term business growth and customer retention. The convergence of technology, evolving customer expectations, and the need for measurable […]
Customer Success Leaders: First 90 Days
Executive Summary The first 90 days in any leadership role are critical for establishing a foundation for long-term success. For a Customer Success (CS) leader, this period provides a unique opportunity to define priorities, build relationships, and set a strategic direction that aligns with both customer outcomes and business objectives. This white paper outlines the […]
We Must Close The Value Gap.
By Sagar Shukla, Co-Founder, Foresight Why Traditional Customer Success Metrics Are Leading to Churn In today’s evolving post-sales landscape, Customer Success (CS) is at a crossroads. For the last decade, CS teams have measured their effectiveness using tools like NPS surveys, usage metrics, and success plans. But here’s the problem: these are internal metrics. They […]