For CS leaders who don't need more frameworks — they need a sparring partner who understands what it's like when the team is under capacity, the data is incomplete, and leadership still expects results.
Advisory with me isn't a status report call once a month. It's working through the actual problems — the ones that don't fit neatly into a playbook, where the answer depends on context you can't summarise in a slide.
The value isn't the framework. It's having someone who has run CS teams through hypergrowth, restructuring, and the gap between strategy and Monday morning — and who can think alongside you when it matters.
CONTROL handles the systematic side. Advisory handles everything that requires judgment.
I work from what actually happens in CS organisations — not what should happen according to a methodology.
No hedged answers. If the approach isn't working, I'll say so — and tell you what I'd try instead.
I can zoom out to the org level and zoom in to a specific account conversation in the same session.
Advisory fills what automation can't — the judgment calls, the people dynamics, the decisions that don't have a trigger.
Whether you need ongoing access or a focused session — both are available. Scope is always discussed before we start.
Regular access for CS leaders who want a consistent thinking partner. We meet monthly, with async availability in between for the things that can't wait. Useful for leaders navigating ongoing change — restructuring, scaling, or building the case for CS investment internally.
A 90-minute session structured around a specific question or challenge. You come with the problem. We work through it together — diagnosis, options, next steps. No prep required beyond knowing what you want to think through.
Half-day or full-day sessions — online or on-site — built around what your team is actually dealing with, not a standard curriculum.
For CS teams that are always putting out fires. We rebuild the logic of how accounts get prioritised — and what a structured week actually looks like.
How to read what your accounts are telling you — and how to turn that into consistent, repeatable action before churn or opportunity slips past.
For teams that want to make the internal case for CS investment. How to frame NRR, capacity, and coverage in language that lands with leadership.
Advisory is most useful for CS leaders who are already capable and experienced. You're not looking for someone to explain the basics. You need a peer-level thinking partner with operational credibility.
"The best CS leaders I've worked with don't need someone to tell them what to do. They need someone to think alongside them — and to say clearly when the direction isn't working."
— Christiane Kaiser30 minutes. No pitch. I'll tell you honestly whether advisory makes sense — or whether something else would serve you better.
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