Senior Customer Success Manager (Enterprise) (New York)

A senior enterprise customer success seat with a small book, no quota, and real advisory work, fully remote from anywhere in the United States.

Why this role is worth your attention

Our client is a well-funded, venture-backed software company whose product replaces a manual process that sits at the center of their customers' operation. That changes what customer success means here: the data the platform produces is what you use to show a customer how to run their business better, so the seat is advisory by design. The contracts are large and multi-year, the enterprise segment is where the company is doubling down, and the hiring manager calls this one of the most important roles they are filling this year.

Who thrives here

• Systems thinkers who ask critical questions instead of defaulting to the first answer

• People who are comfortable being wrong, trying something, and adjusting

• Consultative operators who hold multi-threaded relationships across a client organization, from day-to-day operations up to the C-suite

• Anyone who thinks about AI at the portfolio level, meaning which repeatable, high-impact tasks across every account could be automated, not just which prompt saves an hour

• People who have worn several hats at a smaller company and can work without a finished playbook

This is not the seat for a classic account manager whose value is measured in upsell. Selling is welcome but explicitly not the expectation, and an experienced sales team stays engaged through onboarding.

What you will own

• A small book, roughly three to four enterprise accounts and still being sized. A mature account is a national company worth several million in annual recurring revenue, with multiple business units to serve.

• End to end ownership of the post-sale motion. You are the accountable owner from implementation through steady state, so the client works with one person rather than a chain of handoffs.

• The advisory work itself: using the platform's data to show customers where to change how they run the operation, measured against real business outcomes rather than adoption metrics.

• Quarterly business reviews, backed by an internal report generator, with the expectation that you automate the standardized preparation so your time goes into the conversation.

• Growing pilots into full rollouts across an account, which can take the better part of a year. These customers grow and reorganize constantly, so expansion inside an account is continuous.

• Leading and developing two Customer Success Associates who work like junior and mid-level consultants, preparing the analysis and the decks so you can lead the client relationship.