The Secret to Customer Success (isn't so secret) with Nikki Bishop

Nikki Bishop, VP of Marketing and Customer Experience for Life Sciences at Emerson, joins the show to share her unique perspective on treating Customer Success (CS) like an engineering discipline. She emphasizes the importance of solving complex, "never-been-done-before" problems by starting with the ultimate customer value and outcome. For her team, that purpose is literally life-saving, helping deliver critical therapies to patients faster, which simplifies their value proposition and deeply aligns their entire organization. A standout concept from the episode is the deep integration of CS across the entire go-to-market motion, particularly its alignment with marketing and product teams. Instead of keeping CS isolated or stuck as an intermediary between sales and product, Nikki advocates for making CS a continuous feedback loop. She suggests bringing product managers directly onto customer calls and Quarterly Business Reviews (QBRs) to hear feedback firsthand, fostering better collaboration and making customers feel truly valued. In a world leaning heavily into AI and automation, Nikki urges revenue professionals to use technology to handle rote tasks so they can free up time to be distinctly more human. From picking up the phone to resolve miscommunications to sending a handwritten note or physical mail, she argues that these surprisingly rare, personal touches are what build enduring loyalty and truly define the complete end-to-end customer experience.

Discussed in this episode

• Applying an engineering and problem-solving mindset to build adaptable customer success frameworks.
• Defining the customer journey through the emotional experience of every brand interaction.
• Aligning the entire go-to-market motion around a crisp, human-centric purpose to simplify messaging.
• Evaluating and refining the Ideal Customer Profile (ICP) on at least a quarterly basis using OKRs.
• Leveraging AI to handle data mining so customer success managers have more time for human connections.
• The lost art of picking up the phone and sending handwritten notes to surprise and delight customers.
• Integrating customer success directly within the marketing organization to ensure brand promises are fulfilled.
• Inviting product managers to Quarterly Business Reviews to give customers a voice directly to development.

Episode highlights

1. 0:00 — The foundation of proactive customer success
2. 2:15 — Approaching customer success with an engineering mindset
3. 4:30 — Designing the complete end-to-end customer journey
4. 6:45 — Finding core value drivers and an ICP
5. 9:20 — Building a mission-driven Team Lifesaver culture
6. 11:50 — Customer success in healthcare versus B2B tech
7. 13:30 — Using CS as a powerful marketing feedback loop
8. 15:15 — Reviewing your ideal customer profile quarterly
9. 17:00 — Using AI to free up authentic human connection
10. 19:45 — The power of physical mail and handwritten notes
11. 22:10 — Connecting marketing strategies directly to customer success
12. 24:40 — Bringing product managers into customer QBR calls

Key takeaways

• Approach customer success challenges with an outcome-focused engineering mindset.
• Base strategic decisions on the ultimate value provided to the customer.
• Review and update your Ideal Customer Profile at least once every quarter.
• Use AI for data crunching to free up time for authentic connections.
• Bring product managers into QBRs to directly hear the customer's voice.

Transcript

There's nothing precanned about customer success. Like you can have some standard practices, you can have some playbooks, you can put together some frameworks. But at the end of the day, you have to be the type person who says, I know where we're going and I'm going to help you get there. Welcome back to another episode of The Revenue Reimagined Podcast.

We have with us today a very special guest. We have Nikki Bishop, who is the vice president of marketing and customer experience for Life Sciences at Emerson, who not only runs marketing and customer experience, but is a true guru in automation, controls, data analytics and customer success, which I believe is the most underrated part of the go-to market motion, which we can certainly spend some time talking about. However, her favorite role is being a two times boy mom, which we were talking about before the show, college boys playing sports, we'll get into that a little bit as well. And her favorite part of her role is actually getting to be a real life saver.

So we'll dig into that also. Nikki, thanks for joining us. Thanks for having me. I'm excited.

Nikki, thanks for joining the show. So you've been in all parts of the go to market. We talked a little bit about your your love for customer success. You're in marketing right now.

Talk to us about your the role is a customer success. What what's your favorite? And why? Oh, that's a tough one.

Um, I would say customer success and I've always said I've been doing customer success before customer success was cool, which tends to be the the flavor of my life. I do the things before they're cool and then they may not be cool anymore once I do them. Um, but all jokes aside, I've always been in that technical role. I've been an engineer, you know, working with customers, solving hard problems.

Like I love nothing more than to have a customer say, I don't think we can do this or it's never been done before. I just jump in there and figure it out, right, that technical side. And so moving into more business focused roles, revenue focused roles. I think I still approach them like an engineer would, right?

Like let's figure out the problem, let's, you know, sort all of the options and put the pieces together. And to me, when I found customer success where you get to do that for a customer. They bought a thing that they're expecting an outcome on and you get to be the engineer to help them figure out how they're going to get the thing that they bought your software, hardware project, whatever it is for. So, love that space.

I love people, right, very much people person. I love being, I say our the customer's person, right, the person that they go to within the organization and they know you're going to have their back, you know, what to, you know, where to lead them and you can sometimes be a bit of a sounding board when maybe things aren't going well and help them get on the other side of it. So, yeah, um, I'm in marketing now. Marketing's a little bit different at Emerson than probably what, you know, what maybe as your traditional elsewhere.

It also includes product marketing and portfolio strategy and all of the marketing and communications and, um, I love that piece of it. And so it also includes customer success for us. Awesome. Awesome.

Yeah, I you and I have that comment on the engineering side. It's like how you engineer stuff or how you write code or how you build something. If you translate that into the go to market, like it's it becomes very systematic. Like almost ones and zeros through the process.

Absolutely. So I had no idea you were an engineer. Um, I I think that's super cool. I am not a product person.

I'm I which is funny. I'm so process orientated that I would probably be a good engineer. Um, but I I Dale's like, no. No, you don't think so?

I you're you are very process oriented, but it's the it's the thinking through the ones and zeros on the engineering side is like a like design thinking is a totally different thing than being organized. So this is probably why you're very good at mind mapping and I have like no tolerance for any of that stuff. Like give me a spreadsheet, but like to start playing with like a lucid or a mind map, um, doesn't do. And I think that's probably why my favorite book is uh the sales acceleration formula from Mark Robarge, right?

He was an engineer and that whole book is all about ones and zeros and how to document all the data elements from ones and zeros. It's an engineering mindset. That's interesting. I've always said we're just taught how to think.

Like people say, you know, what do you do as an engineer? Well it depends, right? What do you want to do with it? But it we're just taught how to think and and solve problems and come up with a solution.

100%. Yeah, that that that makes a ton of sense. So one of the things that I think a lot of our listeners struggle with and certainly a lot of our clients is how do you like deeply align that customer journey, right? From the very beginning of like, we have a lead to now it's an opportunity, now it's a a a closed deal and holy crap, now it's a customer.

What do we what what do we do now and how do we make sure that that customer journey or that buyer's journey is fully like aligned and integrated. Talk to me about your approach to building that, you know, complete customer/buyers journey. Yeah, I think I mean it goes back to really like you look at my title, it's it's marketing and customer experience and it's the experience, right? And you're the experience that a customer or a prospect or anyone looking at your company has is everything from how did they feel about you when they saw your name on a sign to what did they read about you on LinkedIn or whatever is out there.

There's that emotional component of you just found out about this company, how do you experience that? But it's also how do you experience your salesperson or your account manager? How easy was it to you for you to actually place your order and get your order? How do you manage your license, right?

And then there's all the things that you expect in a customer journey from onboarding and adoption and training and those more tactical things. But for me, it starts from how you show up every day in every interaction with your customer because that's what they remember. And no one really wants to talk about feelings. It's a feeling, right?

It is a feeling, it's an emotion, it is that buy-in of how your customers feel about you and it determines do they want to continue buying from you? Do they want to renew, right? And do they want to grow with you? Because I want customers who want to grow with us.

We do a lot of things that have never been done before. We do some really crazy, hard, innovative things, particularly in the pharmaceutical space. And I want customers who want to work with us, put our heads together and do the things that have been impossible. And it's super hard, right?

Because I think when a lot of times, you're right, the customer experience starts from the beginning of the first interaction with an organization. And any step along the way, you can actually fail in that execution or you you like if you get some goodwill, you may end up in a bad place at some point in time. But how do you as an organization create a an end to end and as you were saying, you want people to build with you. And so defining the ideal customer is so important from the beginning process all the way through the customer experience because you may have a someone that you believe is an ideal customer, but at the end of it, they end up churning.

People blame customer success a lot. You and I have talked about this in the past. When the reality is it could have started in marketing. It could have been the wrong person getting brought in.

Talk to me a little bit about how how organizations can really measure properly do they have the right ideal customer and buying persona coming through that cycle? I think if you start with the customer lens and customer value first and you make all your decisions from that point on based on what's best for your customer. I know that sounds like duh, motherhood and apple pie. But so many times you put together a business case and say if we sell 50 of these, we can make X, right?

Or we can grow into this market and we can capture this market share. That's all great and you obviously need that that data and you need those analytics. But if you start looking at it, so what? What's in it for for my customer, right?

Why would they buy? Why would they buy from you and why do they buy now? Like what's in it for them from the very, very start, you start to shape what is the ideal customer profile and you are also start to see what is your not ideal customer profile because we've all been in this cases where you're just spinning your wheels and trying to position something that's not fitting, but we don't want to let go, right? Because we put the business case together, we said we're going to sell X numbers of these and that worked out in the spreadsheet, but you have don't have the right human persona to that.

So I always like to say what's you know, what's in it for the customer? What are those value drivers and how do we align everything that we're doing to how we deliver that? How how do you find those value drivers? Because I feel like we have we have that conversation with founders almost daily, right?

And I actually and I've said this before, I have a post-it on my monitor and I ask customers all the time, what's the number one problem your product solves for your prospects or customers in 20 seconds or less. And it's so hard because what you get, as you know, is this, you know, seven minute dissertation about everything that we could do and how it's amazing. Like how how do you how do you work with people to condense that down and what really defines that value driver? I mean, for us, I don't want to say it's easy because it's not, but we get life saving therapies to patients faster.

And there's nothing more exciting to that for me, right? If you if you read any of the news right now of any of the cell and gene therapy and the medicines and, you know, latest greatest cancer treatments. We have a hand in getting those therapies to patients faster. And that's something we're all aligned on.

I mean, if you meet anybody in life sciences or pharmaceuticals or any of the pharmaceutical manufacturers, we're all fired up to really change patient lives. And that helps, right? It helps. But I think no matter what business is, there's a there's a human purpose piece there.

If you tap into that, it's really easy to summarize. And that that message is super crisp and clear. Like you say it and it's like, okay, that totally makes sense to me. You can say that at any point in time to any human being and and and that would that would resonate with them.

Because I think that's one of the hardest things as Adam was alluding to. We're talking feature functionality. We're talking about us. But when you're talking about the other person and saving lives and like super simple, and then your sales team or your marketing team can bite onto that right away.

Yeah, we uh, we call ourselves life savers, right? And it can sound a little hokey when you put this team together and I have a I have a cheesy lifesaver coffee mug and we went all in, right? I go all in on a good theme. But I think you have to at first really to get people to buy in and sometimes you get some going, okay, that's a little cheesy.

But when you can break it down and say, you know what? We really do do these things. This really is why we exist. You start to get more and more of that buy-in.

So I'm happy that we're the the team life saver with my cheesy coffee mugs and all. So do you do you send lifesavers to your customers? No, but I have bowls of lifesavers in my office and Austin everywhere I go. I'll show up.

I've I've found that people prefer the gummy lifesavers over the hard candy lifesavers. That is an interesting dynamic I've found. So, I started I started my career in healthcare, right? Um, so what everything you're saying truly, truly resonates with me.

I started in pharmaceuticals very briefly and then went into women's health. And I remember when I was interviewing, um, one of the things I was told is if you're looking to sell like a cool little widget like a laser or something like probably not the right place for you. Uh, but if you really want to make a difference in someone's lives, if you really want to, you know, help contribute to outcomes that could improve the quality of lives of thousands and thousands of women. Like this might be a place that you want to work.

Um, so I think it's super cool. You're you're bringing me back to my early days of like not that we don't have a purpose, but like we can't compare our purpose with like life saving, you know, cancer medications. Like I don't think you can put the two in the same breath. We're not a closed group.

So welcome to team lifesavers. So you've just been inducted in, so. Oh, I I I I love it. Question, when you're building customer success in healthcare.

How do you think that's different than building customer success in like the B2B sexy tech world that we're all aware of. What what are what are some of the similarities and differences in your mind? I don't think there are any differences, right? I think customer success is customer success.

You have a success plan, you're driving towards an outcome and you figure out whatever it is that needs to happen to to to achieve that outcome. And that also sounds pretty hokey and and easy, but there's nothing, there's nothing precanned about customer success. Like you can have some standard practices, you can have some playbooks, you can put together some frameworks. But at the end of the day, you have to be the type person who says, I know where we're going and I'm going to help you get there, right?

And you have to to be that customer's champion within the organization to make sure it happens. But there's no paint by number for customer success in any industry, regardless of how simple it may seem. My super interesting because now you're working in the marketing side. What how can customer success in general help drive better marketing messaging?

Like how can we close that loop? I think many go to market uh processes just become very linear in nature. I always argue that it's got to be circular in nature where where we're getting on the customer success side can come back into sales and marketing, but I haven't done it I haven't seen it done really well. How do you guys how are you guys doing it?

I mean, your best voice of the customer within your company is are your customer success managers, right? Because in a lot of ways your customer success managers become somewhat your customer's therapists. So when something's not going well, they're going to tell them about it. And on the flip side, if, you know, let's say you've got a a bug fix that's going to be delayed and you've got to tell the customer that okay, you thought you were getting that this month and it's going to be three months from now.

The one on the hook for giving that information is the customer success manager. And so they know their customer very well. They know what's going on within their organization. They know who's coming and who's going and what's landing.

And so I I get super frustrated when I hear companies that have these robust customer success organizations and they're not feeding that rich data about their customers back into the whole experience, right? Ideal customer profile and messaging and what's landing and what's not. But that is that is a treasure trove of insights for your overall business. 100%.

How how often should an ideal customer profile be refined and updated in your mind? I think you should look at it at least quarterly. It should be a question, right? Of like, is this landing?

I would say daily, but that's a bit much, but at least quarterly when you I mean I'm I'm a big proponent of OKRs. And OKRs are are best looked at quarterly. Objectives and key results. So I, you know, identifying, checking, doing a bit of a pulse check on your ideal customer profile.

I think at least quarterly is super important. It's hard though because you get going down a path and you just barely get going in that direction in a quarter, right? Or you're going the wrong way. So sometimes it's hard to it's hard to stop.

But at least having that checkpoint to say, okay, is this landing? Do we need to pivot? Is a good question. Yeah.

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It blows my mind how many people forget doing it quarterly, but like don't even do it annually. Like it's like, we have set our ICP and this is our ICP forever. And you wonder why you're not growing. I just don't understand.

Yeah. If you listen, your customers will tell you whether it fits or not, right? If you listen, you'll hear it. Nikki, there's a lot being said about AI right now.

Um, how can AI help in the CS world and enable us to even do a better job at our at our customer success and helping our customers? I think that there's a lot of the activities around customer success of like data mining and looking at, you know, NPS surveys and there's just a ton of of minutia of data that AI is prime for. There are so many platforms, services, solutions, software packages out there that can help a customer success manager be more human. I know people get a little scared, right?

That AI is going to take over and they're going to replace some of their customer success managers or some of their functions, but I'd say that's not true, right? If you can get AI to do some of those more wrote tasks or give you some of those analytics so that you can be more human. Call your customer up. Like when's the last time you actually called a customer.

That never happens, right? It's an email, it's a text, it's a something. Like to give you more time to be human. I think that's the big impact is think about those things that you specifically, uniquely can do as a person to person contact and do more of that.

I I think you you you just brought up something that's near and dear to my heart. And this isn't just customer success. This is sales, this is marketing, this is product. No one wants to get on the phone.

It's always send an email or send a slack. And what you said is exactly true. Like, listen, I I love me some slack, um, but stuff gets lost in translation and it's very different even in your personal life, right? Like when you get someone on the phone.

Like I will tell you, like some of Dale and I's biggest disagreement over the past 18 months have been over text message where we just get on the phone and it's like, oh, that's what you were trying to say. The same thing applies with customers and it doesn't necessarily have to be a disagreement or something, but like when when you're trying to deeply understand that voice of the customer and deeply understand what's working or what's not conversely, pick up the phone. I I love it. I I absolutely.

And even even crazier idea, when's the last time you actually like hand wrote a note, right? Like hand write a note, right? To send it to a person. Oh, that kind of note.

Yeah. I love that too. The easy things have now become so rare and novel that it's high impact, right? Get a 50 cent postcard and write a note and send it.

It's so AI cannot do that for you. No, it's it's funny. You're I I used to do that all the time. I actually have notes in my drawer, but to your to your question, like when was the last time you did it, I can't even remember.

I am going to make I'm going to make it a point by the end of the day to to day today to send out at least one to someone. Um, that's a great reminder. Send one to Nikki. Yeah.

Thank you for joining the podcast. Righting it's not the hard part. Getting stamps, right? Like I don't When's the last time you bought stamps?

Like how do you actually send them? That's the hard part. Do I have I have stamps. Yeah, I have I have two.

I have two stamps in my drawer. Oh, that's really good. It's funny. Actually, I was just having a conversation last night with Dale Dupre who does a lot of outreach via um physical mail and and funny like kind of um conversations.

I was talking to with about a potential client to do some of that work and I think the element of surprise and delight is something that we've lost in the go-to market function. Everything automate, automate, automate. I think the first company that swings back the other way and actually spends the time. I used to do it all the time when I used to work at Oracle.

I used to like order all the stuff off the company website and like you would like package stuff up and send it to people and I actually did one one time with uh I'm going to forget who it was, but I certainly like a big postcard um to like an executive at Florida Blue and they, you know, got I got a meeting, we got a deal out of it. Stu Hanken. Um and wrote like he he does all like individual letters. It was a lot of fun.

Yeah, it may it makes a difference. It it's it's the personalized touch. Like we talk about how in sales you need to personalize your messaging and you need to, you know, deeply understand your prospects' needs and tell me more and like really get deep, but there there's nothing more personal than getting a physical something that you can touch and put your hands on. Um, that to me is the biggest reminder and biggest takeaway of this show.

Um, I I think it's something that Her work here's done. No. My my my my mic drop, no mic mess ups, um, but mic drop, your work is done. So we often times there there's a lot of talk about how sales and success are sales and customer success need to connect, right?

You have to have that super good hand off from sales to success. And they talk about the buyer's journey and connecting the two. Talk to me a little bit about marketing and success and how how those two need to connect and let's take sales out of it for a moment. Where do marketing and success need to really drive?

Yeah, I mean that for us, marketing is is a bit of a different animal than probably what you're thinking of from marketing. It does include marketing communications and messaging and um, brand development and demand gen and all of that, but it also includes for us product marketing, portfolio strategy, right? What's in, what's out, and customer success and product engineering. So it's a it's a pretty comprehensive end to end structure.

But it's also part of the, what I think between marketing and customer success, it's that storytelling. Right? Customer success is on the hook for delivering the story that marketing sold them, that marketing told, that marketing is telling internally in the organization of, here's what we want to develop, here's what's going to be in our portfolio, here's what the future looks like internally, but also talking to our customers and prospects of, here's what's in our portfolio, here's what's coming, here's what that means for you. And customer success has to receive that story and take it and make it real.

So I I am thrilled to have customer success as part of the the marketing organization as a whole because I think that collaboration to your point, gets missed so much, right? They get missed that's you talk about sales and CS and the handover and how do you do a proper handover, but they have to live up to the stories that we're creating. And they can't do that if you don't bring them into the story. Sales and marketing are easy.

We're just promising to deliver value. Then customer success actually has to deliver the value. So I'm going to go a bit of a different direction here, Nikki. So we talked about that front end of the funnel.

But a lot of times what's happening is, and and it may not be so much at where you work today, but in software a lot, the product doesn't live up to what it's been pumped up or what we're what we're saying. What's the best way for customer success and product to work together so that we can start bringing product into the go-to market motion? Um, I mean, it goes back to that voice of the customer, like building those insights, but I love for my customer success managers to bring in the product people. Like what a treat for a customer if you say, you know what?

Six months in, we're going to do a use case review. And we're going to bring in the product manager and you're going to get a chance to tell them what you like, ask questions, maybe they'll teach you a few tips and tricks, but give your customer access to your product managers. I know that's not always possible. Sometimes they're super busy or they're out doing things, but give them access to somebody within the product organization.

And I think it's also really important for the product organization to talk to a customer, right? They are writing code, they are developing product. It is great for them to know what it is that they're developing. So for me, from a, you know, team lifesaver's perspective, I include team lifesavers, all of our software developers.

I want them to know that that line of code that they wrote is contributing in the same way as the people selling and the people implementing. So driving that that collaboration between customer success and product, to me, is it is a no-brainer and it absolutely has to happen. Yeah, I uh I've run a couple of customer success uh motions and that was like the number one thing because the problem the problem that customer success has, they're almost get stuck in the middle. Like sales beats them up because if the if customers are churning, and then product's beating them up because they're they're asking for new pieces of product or functionality that the customer's asking for.

And so I used to always say, don't listen to me about it. Like don't listen to the customer success team. Like, you come on the call, listen to the customer, hear what the customer's got to say so that you can actually deliver what they're asking for. And and and when they turn around and say I could just listen to the attention call, the answer is no, because yes, you you certainly can, but then you don't get to ask your questions because there's going to be things the customer say that are going to prompt you because you're going to think differently than I'm going to think as a sales leader, right?

The question you're going to want to ask is very different. Join the calls, block the time to join the calls. Yeah. And it's an advantage for your customers to get to meet them, right?

100%. I mean, they love their customer success manager, but they might want to meet a product manager, somebody who actually wrote that code at some point. Yeah. Couldn't agree more.

I um it's funny, so without that product background, like I I don't I don't think like a product manager. I'll be the first to admit that, but I've never thought about having success and product join calls together. Um, and when I think about it, like what better way to do a QBR, um, if you like, I hate that term. Um, then then to then to bring someone from product on.

Like what what says better like we care about you and we care about, you know, how you feel about the the product and the future of it versus I'm going to bring someone from product on. And to your point, can you do it every time? No, but maybe as a quarterly initiative, you know what? Someone from product is going to join every single QBR with our top customer.

You just have to be tricky. You have to be cognizant of squeaky wheel, the like people like just barking the bark. Like there's got there's got to be a trend happening and and that's up to the customer success team to make sure they they're tracking the trends and and we can articulate why Once again, I think the CS team actually has to do a lot of selling internally. Just like the sales team.

You have to sell internally like this this is the product this is the feature that's doing the best, this is how we see it working, customer XYZ likes it, you know. So, um, I I like the idea of like a in a business review bringing the product manager in as well. And I grew up in the project space where a QBR was quantified business results. And so when I got into more of like a, you know, revenue sales-ish business development role and I was like, QBR is that a quantified business result, right?

Nope, nope, quarterly business review. So I I still think quantified business result when I hear QBR. Maybe you can change that that connotation for yourself Adam and then maybe you won't dislike it anymore. I I I'm 100% in.

What do uh what what do you say we do some rapid fire uh before we before we uh close this out. Before we end the show. Let's go. My head's not right.

Let's do it. All right, early bird and night owl. Uh early bird. How early?

Uh, seven-ish, six-ish. Depends on functional you want me to be. Up quietly, by myself with a cup of coffee. 6:37.

You and me both. If you weren't in tech, what other thing would you do? Would you be what trade would you do? Uh, probably nonprofit.

Yeah. Yeah. Nikki, where do you start first? Marketing or sales?

Marketing. Yeah, drive demand. Most of the first app you check when you wake up in the morning. Uh, Outlook.

I shouldn't say that, but Outlook. Well at least at least your team knows how to email you versus teams you or slack you. Yeah, yeah. Two two more.

What is your favorite guilty pleasure snack? Oh, um, gosh, that's a hard one. I'm going to go with extra toasty Cheez-Its. Extra toasty.

I thought you were gonna say lifesavers. You and my kiddo would get along great. I thought you were gonna say lifesavers. Okay, last one.

Dream vacation destination. Oh man, uh, it's gotta be a beach somewhere, but I don't know which one. Uh, I'm gonna go with St. John.

Yeah. Nice. Very nice. I love it.

St. John's beautiful. Nikki, thank you so much for joining the show, for sharing all your thoughts about not just marketing and success, but product, engineering, and how to cohesively tie them all together. Where uh, where can people find you?

Yeah, find find me on LinkedIn. Nikki W. Bishop on LinkedIn, would love to connect. Awesome.

Nikki, thank you so much for joining. Thank you. Thanks for having me.