A few examples from our current roadmap:
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Consumption plans for every account in the book: Build the per-account plan from go-live to the annual minimum and beyond: which intents and channels go live in which month, what volume each one carries, and what has to be true on the customer’s side and ours for each date to hold. Track it weekly and act when a week goes flat.
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Quarterbacking the timeline, both directions: Externally, keep the customer’s team moving on scope expansion, volume routing, and the approvals that slow them down. Internally, when a product bug or a missing capability is blocking a customer’s next step, get it prioritized with FDEs and Product, hold the date, and tell the customer the truth about it. You don’t investigate the ticket. You make sure it gets fixed on time.
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Escalations at the right altitude: When something breaks in production, you’re the customer’s single point of contact. You know what’s broken and what it’s costing them, you pull in the right FDE, you own the communication up to the customer’s executive, and you stay on it until volume is back.
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Evangelizing what’s next: Pitch customers on what we’re shipping and where the next use case is in their operation. Mine conversation data, Agent KPIs, and their queue metrics to find it, quantify the savings, and get their operating leader interested. When it turns into a real opportunity, bring the Enterprise Sales Representative back in and run it together.
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Executive cadence: Run monthly value reviews and quarterly business reviews with the customer’s VP or SVP of Customer Care, Operations, or CX, with our CEO and founders in the room when it matters. The output is a bigger volume plan with dates on it, not a satisfaction score.
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Making consumption visible: Work with RevOps to get usage against commit, and the blockers behind it, in front of the whole revenue org in Salesforce every week.
As the first Customer Success hire at Giga, you’ll be expected to build the playbook, not inherit one, and to show the CEO what the function should look like at 30 customers.
You own a defined book of production customers and you’re paid on two things: every customer in it reaching full value on their commitment, and the book growing past it.
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Gross revenue retention. Every customer in your book consumes their full contracted commitment and renews at or above it. This is the floor, and it’s most of the variable.
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Net revenue retention. Usage above commit, new intents, new channels, new lines of business. You find it, quantify it with the customer, and hand a qualified opportunity to the Enterprise Sales Representative to close. They carry the quota credit, you get NRR credit when it lands.
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Leading indicators we watch with you: time from production go-live to run-rate consumption, weekly usage against the ramp plan, and executive engagement on each account.
Compensation is $200,000 to $250,000 on-target earnings depending on experience, split 75% base and 25% variable, plus equity. Variable is paid quarterly, weighted 70% gross revenue retention and 30% net revenue retention across your book, with accelerators above target.
Here’s how the number works. Every account in your book has an annual minimum commitment. We divide it into quarterly expected usage, adjusted for the ramp we agreed with the customer at signing, and those quarterly numbers add up to your book target. The GRR component pays on actual usage against that target and on renewals at or above commit. The NRR component pays on usage above commit and on expansion closed in your book, whether or not you sourced it. The Enterprise Sales Representative carries the quota credit on expansion; you earn the NRR credit when it lands.