We sat down with Julia Mueller, CS Leader & Managing Director, to explore the intricate dynamics of customer success (CS) in modern organizations. Julia’s extensive experience and unique perspective shed light on the evolution of CS and its critical role in creating cross-functional harmony within businesses.
🌱 Getting started
Q: Julia, how did you find your way into customer success?
Julia: It wasn’t a direct journey. I started out in account management after studying English and Russian at university and working summer jobs in hospitality. My time in the service industry taught me invaluable lessons about understanding and serving people.
Eventually, I transitioned into digital marketing, where I fell in love with data and customer engagement. That hands-on experience with clients naturally evolved into CS roles. I was drawn to the psychology behind building strong, healthy relationships—with both customers and teams—and that’s been a consistent passion throughout my career.
👌The 3 pillars of Success
Q: What do you think defines the core responsibilities of customer success?
Julia: At its essence, customer success has three core pillars:
- Operational Success – Ensuring customers are operationally “green,” with no major issues disrupting their workflows.
- Relationship Management – Building and maintaining healthy relationships, which includes navigating tough conversations when necessary.
- Growth and Retention – Driving customer retention and growth through upsells and expansions.
These responsibilities haven’t changed much, even as the discipline has evolved. In SaaS, customers expect increasing value over time. CS plays a pivotal role in ensuring customers not only achieve that value but continue to grow with your product.
⚖️ Balancing the scales
Q: How has CS evolved over the years, and what challenges remain?
Julia: CS has come a long way but still faces challenges. It’s a relatively young discipline—about a decade old—and there’s ambiguity around its scope. For instance, the lines between CS, account management, and sales can blur, leading to organizational friction.
There’s also a tendency for CS to take on whatever tasks are needed—whether that’s managing renewals, chasing invoices, or gathering product feedback. While this flexibility is a strength, it also underscores the need for clearer definitions and boundaries.
🤝 Working with other teams
Q: Speaking of organizational challenges, how do you handle cross-functional collaboration in CS?
Julia: CS is often the bridge between customers and internal teams like sales, marketing, and product. That naturally creates tension, especially when customer feedback doesn’t align with product priorities.
One of the most important lessons I’ve learned is that healthy conflict is vital. For example, when customers demand features that product teams deprioritize, it’s CS’s job to advocate for the customer while understanding the bigger picture. It’s about aligning customer needs with the company’s long-term vision, which requires both empathy and strong communication.
💝 Fostering empathy
Q: What role does empathy play in leadership, especially during challenging times?
Julia: Empathy is at the heart of effective leadership, particularly in CS. It’s not just about listening but truly understanding—digging beneath surface-level issues to uncover root causes.
When times are tough, showing vulnerability as a leader can be incredibly powerful. It’s okay to admit you don’t have all the answers. When I’ve been transparent with my teams, the response has often been, “We don’t need you to have all the answers—we just need your guidance.” That trust allows people to take ownership and find creative solutions.
🌤️ Finding motivation against the odds
Q: How do you keep your team motivated in uncertain times?
Julia: It starts with creating a safe space where team members feel comfortable sharing their thoughts and challenges. From there, I use coaching techniques to help them identify what they need to succeed. Whether it’s flexibility, new learning opportunities, or even time for personal growth, I make it a priority to understand and support their individual needs.
Motivation also comes from empowering team members to take ownership of their roles. When people feel they have agency and their contributions matter, they’re far more engaged—even in difficult circumstances.
💪 Meaningful leadership
Q: What advice do you have for CS leaders navigating the current landscape?
Julia: CS leaders need to be relentless advocates—not just for their customers but for their own teams. Internally, you have to “sell” the value of CS to stakeholders like the CFO, CEO, and product leaders. Provide data, show impact, and make the case for why CS is indispensable.
Externally, it’s about delivering clear value to customers at every interaction. Use KPIs and insights to show them how you’re driving their success. And don’t shy away from defining the role of CS within your organization—it’s critical for long-term clarity and growth.
👀 What the future holds
Q: Where do you see CS heading in the next few years?
Julia: CS will continue to face growing pains as it defines its role more clearly. There’s also enormous potential for AI to streamline operational tasks, allowing teams to focus more on relationship-building and strategic initiatives.
That said, the future of CS will depend on its ability to adapt and prove its value—both internally and externally. Systems, processes, and data need to become more reliable, and CS must position itself as a driver of organizational improvement. Done right, CS has the power to elevate the entire business.
Julia’s insights highlight the unique challenges and opportunities within Customer Success. As the discipline continues to mature, leaders like her are paving the way for a more defined, impactful future. Her focus on empathy, empowerment, and cross-functional collaboration is a blueprint for CS teams striving to thrive in an ever-changing landscape.
