Most post-sale orgs are built to prevent churn. I build them to deliver fast, drive revenue, and scale.
Matt Strelecki is a fractional Customer Success and post-sale operator for B2B SaaS, $1M to $200M ARR. Built and led post-sale orgs of 9 to 90+, across portfolios of 10,000 to 20,000+ accounts. Founder, scale-up operator, public-company VP. Operator-grade, not advisor-grade.
Decade of operator experience as VP / Head of Customer Success across B2B SaaS, fintech, and mission-driven software.
The post-sale engine, built right, is the highest-leverage growth surface in your business. Most leadership teams treat it like a cost center. That’s the leak. That’s the work.Matt Strelecki, on the practice
You can feel the leak. The board is starting to see it too.
Implementation is slow or broken, and the customer relationship is dying before it starts.
No one is monitoring customer health daily. Healthy accounts go unexpanded. At-risk ones go undefended. Outcomes get assumed, not delivered.
The CS team is stuck reacting. Renewals get worked the week they're due.
You have a CS function. You don't have a post-sale engine that compounds revenue.
Your CRO is selling. Your CCO seat is empty, fractional, or stretched. You need an operator.
The board is asking sharper questions about retention every quarter. The answers are getting softer.
The work, by the numbers.
A decade of post-sale leadership across B2B SaaS. Happy to walk through any of these on a call.
Sustained 120%+ NRR through hypergrowth at a publicly traded company, scaling from $15M to $129M ARR.
Annual volume across the customer base whose post-sales org I led. Ninety-plus people, Implementation through CSM.
Customers integrated post-acquisition without disruption. Cross-functional with Product, Sales, and Engineering.
Accounts owned end-to-end: activation, time-to-value, expansion, and retention across Enterprise, Mid-Market, and Scaled.
ARR in 18 months at Leadr as co-founding CCO. CS infrastructure contributed to a $10M Series A led by Bedrock.
Stevie Award winner for Customer Service and Customer Success leadership. A decade of post-sale operating.
Retention is the floor.
Expansion is the work.
Customer health is a daily discipline, not a quarterly review.
Outcomes don't get assumed. They get named, measured, and reported back to the customer on a cadence they can feel.
Health scoring runs daily, not quarterly. Healthy accounts get an expansion play. At-risk accounts get a defense play. Both happen now, not next quarter.
The same operating model that delivers value is the one that compounds revenue. The post-sale engine is where the upside lives, not just where churn gets prevented.
Three steps. No frameworks for sale.
Most engagements start with a four to eight week diagnostic. From there, we either design and execute together, or you take the playbook and run it. Both are good outcomes.
Diagnose
Four to eight weeks. I get inside the post-sale org. Read the data, sit in the calls, talk to the CSMs and the customers. You get a written diagnosis with the leak, the cause, and what it costs you per quarter.
- NRR/GRR cohort breakdown
- Segmentation and coverage audit
- Health score and adoption review
- Onboarding and time-to-value
Design
The post-sale operating model: segmentation, motions, comp, headcount math, tooling, and the health signals that actually predict churn. Built for your stage and your customer, not a generic playbook.
- Org design and segmentation
- Motion library and play design
- Comp, capacity, and ratios
- AI-powered health and adoption
Execute
I sit in the seat with your team. Fractional CCO or embedded operator, four months to a year. Hire, fire, coach, ship. We measure NRR, GRR, expansion, and time-to-value every month. The team owns it when I leave.
- Fractional CCO leadership
- Hiring and team build-out
- Board and CRO partnership
- Quarterly NRR scorecard
I've done this job. Inside the building, not adjacent to it.
A decade of post-sale leadership across B2B SaaS. Customer Success, Account Management, Implementation, Service Delivery, Support. Teams of up to ninety people across portfolios of 10,000 to 20,000+ accounts. SMB through Enterprise. Founder-led through public.
I've built and re-built implementation functions at two payments companies. Designed segmentation models, expansion strategies, and account management motions that deliver outcomes at every tier. Obsessive about time-to-value, customer health, and partnering with Product to turn customer insights into roadmap.
The thing I'm most proud of isn't a metric. It's that people I've worked alongside have gone on to lead teams and companies, and many have followed me to multiple roles. I take building people as seriously as building organizations.
If your post-sale function is leaking and you don't have time to learn it on the job, that's the work I do.
Engagement types
Fractional CS / CCO leadership
Multi-month retainer. I sit in the seat.
NRR diagnostic and turnaround
Four to eight week fixed-scope sprint.
Post-sale org design and segmentation
Project-based. Built for your stage.
Health monitoring and expansion playbooks
Project-based. AI-powered signal, expansion plays, and value-delivery cadences.
PE portfolio advisory
Board-level support across PE-backed SaaS portfolios.
Full-time CS leadership
Open to senior in-house roles for the right team.
The work happens everywhere.
Operating across hemispheres, time zones, and stages. When the sun is up somewhere, a team Matt has built, led, or shaped is shipping.
What direct reports, peers, and partners say.
Ten public LinkedIn recommendations from direct reports, peers, and cross-functional partners. Excerpts shown. Read them in full on LinkedIn →
Let’s see if your post-sale function is the leak.
Thirty minutes. No pitch. I’ll listen, ask hard questions, and tell you whether this is work I can help with or whether you need something else. Either way you’ll leave with a clearer read on where the leak is.