Director, Customer Success Enablement

Relay is the Intelligent System of Action for the physical economy. While the digital revolution has often left the deskless workforce behind, we are closing that gap by transforming analog frontline operations into a data-rich, AI-powered ecosystem. We aren't just selling radios, we’re building the digital foundation for the 80% of the global workforce that doesn't work at a desk.

Customer Success at Relay spans the entirety of the customer lifecycle: onboarding, expansion, renewals, fleet refresh (hardware upgrade ownership), and the full range of nurturing that is instrumental in driving outcomes for our customers. Value is delivered when CS proactively progresses solutions to customer pain points, building credibility, partnership, and trust through product expertise, domain knowledge (industry and customer workstreams), and effective communication and consulting. Today, too much of that motion is bespoke: reps say different things at the same inflection point, improvise where there should be a repeatable play, and reach for different tools to do the same job. You exist to close that gap — not with a one-off training deck, but by building the enduring frameworks, playbooks, and content that make the right behavior the default, using AI to generate and reinforce that content at a scale no manual process could match.

This is a builder's role, not a coordinator's. You get leverage from codifying what "good" looks like and embedding it in the tools CS already lives in, not from headcount. You'll be recognized as a leader in the CS function by the ground you cover, the judgment you show, and the trust you earn across CS, Product, Revenue Operations, and GTM, not by a reporting line. This may grow to include a small team as the function matures, though the growth story here is leverage, not headcount. It's how much one highly capable person can create by stabilizing and expanding our foundation and then scaling it with AI and technology.

Relay's CS org today runs on tribal knowledge and bespoke judgment calls. This role is the difference between "the good reps figured it out" and "here's the documented, adopted way we do this," and between "we ran a training" and "we changed the behavior, measurably, and can prove it." You'll partner directly with the SVP of CS and sit alongside CS leaders as a peer who solves problems, not merely a facilitator who runs sessions.

• →A self-starter and pathfinder who's genuinely curious: you dig into the product and the customer segments deep enough to triage accurately, and you're never quite satisfied with "how we've always done it."
• →Quick to internalize that Relay's customers aren't a single SaaS buyer persona: an Influential Supervisor on a manufacturing floor, an Economic Buyer, and a System Administrator all need something different from CS, and that difference shifts again across industries. You keep that reality close even though your day-to-day customers are internal. You may not arrive with this. You will be expected to build it fast.
• →Highly organized with real operating discipline: you manage playbooks, SOPs, and content at scale without letting things go stale or bespoke again.
• →Detail-oriented with strong ownership: you close the loop and communicate with equal skill in a live training, a leadership readout, and a cross-functional working session.

• Own end-to-end codification of CS motions: onboarding, expansion, renewals, fleet refresh/hardware upgrades, and the interaction types and playbooks that actually achieve those plays, matched to the right moment rather than defaulted to a generic cadence.
• Partner with CS leaders so initiatives tie to thematic skill investment (account strategy, multi-threading, revenue conversations) rather than standalone training moments.
• Triage before you build: assess segment, customer, and product context to judge when a change needs deep enablement versus a light-touch nudge. Not everything warrants a program.
• Define how you'll know it worked before you build it: the leading indicators, the survey instruments, and the usage signals that separate a play that was adopted from one that was merely published. Use Metabase and CRM data to tell activity apart from behavior change.

• Use AI as a core lever to build, personalize, and maintain training content, overviews, frameworks, and SOPs at a scale manual authoring can't match.
• Build rep simulations, mocks, and reinforcement mechanisms that use AI to make skill-building continuous rather than event-based.
• Hold a clear point of view on how technology drives behavior change and reinforcement, and bring that POV into how CS enablement operates, not just what it produces.

• Operate as a self-starting pathfinder across Product and the GTM org: see an issue, raise it, and frame the solve without needing to be pointed at it.
• Partner with Product and Product Marketing so positioning becomes reality in how CS executes, recognizing that landing a message with an Influential Supervisor on a manufacturing floor takes a different approach than landing it with the Economic Buyer or a System Administrator, often within the same account, and differently again across industries.
• Partner with Revenue Operations so new CS processes and frameworks are reflected accurately in the broader revenue tech stack and reporting cadence, staying in lock step rather than duplicating what CS Ops owns.
• Serve CSRs, CS Ops, Customer Tech, and CS leadership as your internal customers with high proficiency: reps feel supported, Ops and Tech move in lock step with you, leaders are enabled as coaches and experience your impact on reps first hand.

• Own the behavior-change layer across the CS tech stack (HubSpot, Metabase, Attention, Claude), ensuring reps adapt their day-to-day behavior as these systems evolve.
• Understand CS workstreams deeply enough to know where the tech stack supports the work today and where it needs to evolve.

• The "everyone does it their own way" problem is measurably shrinking — replaced by documented process and a culture that expects to keep adapting, not a static rulebook.
• Internal survey data (via non-leading questions) shows measurable improvement in training effectiveness and confidence over time.
• CS leaders, CSRs, CS Ops, and Customer Tech all point to this person as the reason cross-functional change actually sticks.
• AI-driven content and reinforcement are visibly reducing the time and effort it takes to get 55+ people to high proficiency on a new process, product, or tool.

• 7+ years personally owning significant, multi-stakeholder customer relationships: revenue that recurred, accounts that mattered to the business, and a relationship you had to keep earning rather than close once. Customer Success, Account Management, or Sales in tech is the common path, and commercial ownership in another industry counts equally. A consulting background also qualifies where you drove the change in front of the customer and were central to it. In tech, this usually looks like Mid-Market through Enterprise segments.
• Whatever the industry, you have worked at pace: environments where a problem got identified and something changed in front of customers in weeks rather than quarters, and where priorities shifted underneath you more than once.
• Evidence that you build rather than wait to be asked: playbooks, frameworks, SOPs, or training you created because it needed to exist. This does not require a prior enablement title, and the strongest version of it may be work you did on top of a customer-facing role.
• Demonstrated use of AI to build the output this role runs on: content, frameworks, SOPs, simulations, or internal tools. You should be able to show what you've built, or build something live during the process. This is a core requirement, not a bonus. Familiarity with HubSpot, Metabase, Attention, or Claude is an advantage.
• Deep understanding of the customer lifecycle and what drives retention, expansion, and adoption, including what it takes when the product keeps changing underneath the customer. Experience with hardware, or with frontline non-desk end users, is a significant advantage but not a requirement; curiosity and speed of learning matter more.
• Strong change management capabilities, data-driven analysis, and executive communication. Proven ability to build trust and drive change cross-functionally without formal authority.
• A point of view on how adoption actually happens. You know that announcing a change is not the same as landing it, that resistance usually signals something true about the workflow, and that reinforcement matters more than the launch. You work with how people absorb change rather than pushing against them.
• Proof that what you build survives contact with a changing business: something still in use a year later because you kept it current, not because nothing around it changed.
• Travel: <10%.

Our hybrid work model is elegantly simple: we all gather in the office three days a week; Mondays, Wednesdays, and Fridays. These purposeful in-person days in a thoughtfully designed office help us do our best work and harness the power of collaboration and innovation. For the rest of the week, work where you want, owning the integration of work and life.