Head of Customer Success - India

About the Role

You own retention and expansion of Exotel's domestic enterprise business — a large, revenue-critical share of our named accounts, already paying us in at least one SKU across CPaaS, CCaaS, and Voice AI / voice-bot streaming.

The first job is to defend that base. These accounts are already running revenue-critical infrastructure on Exotel, and protecting and expanding that, before anything else, is what this role is accountable for.

The second job is the whitespace inside this base. The average paying account today uses only a fraction of our full portfolio, which spans CPaaS, CCaaS, and Voice AI. Most of these customers are proof the product works — they just haven't been sold the rest of what we do. This role owns both: hold the base we've already won, and grow their footprint from there.

This is not a support role and not a coordination role. You are the single named owner of Net Revenue Retention for enterprise India, and the frontline escalation point when anything in the customer's experience (delivery, support, billing, product, or platform) breaks. When a strategic account has a problem that spans multiple internal teams, you run it end-to-end until it's resolved, not until it's routed.

What You Own

1. Retention & Expansion — the revenue mandate

• Own NRR and GRR for the full domestic enterprise book, reported and defended monthly against target.
• Build the account-level whitespace model that turns average SKU attach — currently ~1.5 products per paying account — into a prioritised, quota-bearing cross-sell funnel across CPaaS (voice, SMS/WhatsApp/RCS), CCaaS (ECC/Harmony), and Voice AI/voice-bot products, focused on the accounts we've already converted.
• Own account tiering and segmentation (strategic / growth / maintain) so QBR depth, executive coverage, and expansion effort are allocated by risk and headroom, not by who escalates loudest.
• Partner with Sales leadership on renewal forecasting and the handoff line between net-new logo acquisition and install-base expansion, so no account falls into the gap between the two.

2. Customer Governance & Executive Engagement

• Own the QBR program end-to-end: cadence, content standard, and executive attendance,
• Build and maintain an account health-score model (usage depth, support load, sentiment, commercial trajectory) that flags churn or expansion risk before it shows up in a renewal conversation.
• Act as the named executive sponsor for the top tier of strategic accounts.

3. Escalation Ownership & Cross-Functional Orchestration

• Be the single accountable owner of enterprise customer escalations — running point across Delivery, Support, Finance, Tech, and Product until resolution, with authority to pull the right people into a room.
• Define and enforce a severity framework and SLA for escalations, so "pillar to post" becomes a repeatable operating process with clear ownership at each stage, not a hero act each time.
• Build the structured feedback loop from escalations and expansion conversations into the product roadmap — this team sees where the product is costing revenue before anyone else in the company does.

4. Team Leadership

• Hire, structure, and lead the enterprise Customer Experience team (Account/Relationship Managers and CSMs) — define role charters, account/territory assignment, and career paths.
• Run the team's operating cadence: weekly pipeline and risk reviews, monthly business reviews, and a quarterly NRR readout to company leadership.

How the role will be measured

Metric	What it measures	Owned / Influenced
Net Revenue Retention (NRR)	Expansion + retention across the book, net of churn/downgrade	Owned
Gross Revenue Retention (GRR)	Pure retention floor — logo and revenue churn	Owned
Cross-sell/expansion revenue	New product attach (CPaaS ↔ CCaaS ↔ Voice AI) across the active paying base tracked against the SKUs-per-account baseline	Owned
QBR coverage %	Share of tiered accounts receiving the QBR cadence and depth defined for their tier	Owned
Account health score trend	Leading indicator of churn/expansion risk — usage, support load, sentiment, commercial trajectory	Owned
Executive relationship coverage	Named exec sponsor mapped to every strategic-tier account	Owned
Team ramp time & attrition	Time-to-productivity for new CSMs/AMs; regretted attrition	Owned