Stéphanie Ferreira
Customer Success & B2B Consultant | SaaS & Retention
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As the customer portfolio grew, one of the biggest challenges was identifying risk early enough to take meaningful action. Customer health often depended on individual account knowledge, which made prioritization inconsistent and made it harder to understand where the team should focus first.
I helped structure a Customer Health & Retention framework that turned client signals into clear, actionable next steps.
The approach combined engagement, implementation progress, adoption, relationship signals, and known business risks to classify accounts by health status. From there, we created clear follow-up routines, escalation criteria, ownership, and action plans for customers requiring attention.
A key part of the process was going beyond simply asking “Has the client responded?” and understanding why an account had stopped progressing — whether the blocker was adoption, engagement, operational priorities, lack of perceived value, or another underlying issue.
This helped the team move from reactive follow-up to a more proactive retention model, with better portfolio visibility, clearer prioritization, stronger ownership of next steps, and more structured decision-making around customer risk.
The goal was simple: identify risk earlier, understand the root cause, and give every at-risk customer a clear path forward.
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I helped build and scale a remote B2B Customer Success operation from an early-stage service model into a structured, scalable consulting function.
The main challenge was increasing capacity without compromising customer experience. The operation relied on manual processes, limited visibility across the customer portfolio, and a high level of dependence on individual consultants.
My role involved redesigning workflows, standardizing onboarding and recurring engagement, implementing customer health and risk-management routines, improving portfolio visibility, and creating clearer processes for retention, expansion, and cross-functional follow-up.
I also balanced team leadership with direct customer management, ensuring that operational improvements translated into a better client experience.
As a result, the operation increased capacity from approximately 5 to 30 clients per consultant, achieved a 90% NPS, and supported approximately BRL 6M in first-year revenue.
This project strengthened my expertise in Customer Success Operations, process scaling, portfolio management, retention, and building systems that allow teams to grow without losing visibility or customer focus.
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