Christina, we have been in the process of revamping and further standardizing our new CSM training process. Initially, we connect a new team member with a senior level CSM, employing a "buddy" system. The new person can sit in on their buddy's meetings, listen in on calls and ask them questions as they arise. We also have compiled and organized a collection of links to recorded calls and training sessions, customer demos, commonly used templates (such as QBRs) and procedural documentation that the new CSM can look at and listen to, as they ramp up. We provide them with a demo environment to poke around in and begin having them actively use Gainsight immediately. Our HR team also puts together a series of sessions on key topics for all new hires to participate in during the first few days, in order to get them off to a solid start.  





Having worked with many complex SaaS products in the past, I personally would say that Gainsight is maybe a 6 or 7 on the back end, while it is relatively simple and intuitive for the day-to-day CSM user. Most of the time spent by newcomers is learning the product, not just from a usability perspective but in order to be equipped to confidently recommend best practices to customers. We are lucky because we do, in fact, use our own product to do our jobs daily, so we are well-positioned to establish and experience those practices.





Of course, learning internal processes is another piece, and we are making significant strides here to refine and clarify those processes to make it easier for us all to stay in sync, not just with one another but with other teams across the organization. I'd say a new CSM spends maybe 25% of their time learning the ropes. Our CSMs don't manage projects, per se, as we have an implementation team that onboards the customers. We do, however, consult with our customers and provide recommendations as they wind up implementation. We are beginning to become involved even earlier in the customer journey, so we can spend more time setting expectations and helping them understand how to get their teams to quickly and fully adopt Gainsight and realize the most possible value.   





We have our new CSMs begin working with customers a few weeks after they start, depending on how comfortable they have become with the product and how much CS experience they have. However, we use the buddy system I mentioned to make sure that no one is thrown in the deep end too quickly. As accounts are assigned, the new CSM starts shadowing the CSMs that are currently handling the customers they will take on and sitting in on implementation calls for new customers. We work together to make the transition as seamless as possible for the customer. We have a team of CSMs that are always willing to jump on a customer call as back-up and provide continual insight and guidance to one another. It's critical to foster that cohesive team mentality and make sure new folks have the right resources to help them get up to speed. With that, we are able to get CSMs working with their customers more quickly, because we know we have the support we need.





I hope this is helpful!  





 

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