Vinicius SantAnna

• Reduced Churn QoQ

- Increased Enterprise value

- Implemented Value driven rhetoric with CSMs

Deep diving into ROI (qualitative and quantitative) -

• Worked closely with RevOps to build single source of truth and BI reporting

- combining 3 points of data

• Worked closely with Product and Engineering to build customer first tools and features
• Promoted Support lead into manager role and helped develop existing support structure and reporting

- FTE contribution

- Scheduling

- CSAT standards and review rubric

- Internal and external documentation

• Worked with Finance manager to increase visibility into account payable health and collections. -
• Built from ground up Implementation and onboarding function

• Scaled support through double acquisition (Greenbits, LeafLogix)
  - Acquired 3 managers, 10 agents, 1 BPO
• Developed new support standards for:
  - 2 different Point of Sales solutions
  - Payments Support
  - Hardware Support
  - Premium Support
• Scaled team to 95 Agents
  - Implemented Chat Support for POS solutions
• Managed:
  - 2 Directors
  - 2 Senior Managers
  

• Owned development of Account Management, Implementation and Support.
• Split Account Management from Implementation and build each team with unique charter to maximize customer experience and efficiency gains.
• Redefined Account Management into Customer Success Management and implemented CSM book of business model and team structure
  - Scaled CSM team from 2 to 12 CSMs
  - Developed territory based CSM structure
• Implemented Onboarding software to maximize implementation rate
  - Scaled team from 2 to 10 Implementation strategists
• Scaled Support from 10 to 17 Agents in skilled based tiering.
• Managed
  - 2 Senior Managers
  - 3 Managers
  - 1 Operations lead

• Build foundation for Dutchie's first in industry Support team
  - Scaled team from 5 to 10 Agents
  - Developed and implemented KPIs
  - Developed and Implemented Support/ Engineering relations
  -Introduced Critical Situation protocol
  -Developed SLA for both bug acknowledgment and resolution
  - Developed Root/Cause analysis rubric
  - Developed Tier 2 Support team to deflect from engineering
  - Held CSAT at 94%
  - Maintained SLAs above 95%

Summarizing achievements from my roles at HubSpot:

• Managed global team of tier 3 support (American, European, Singaporean teams). Defined their charter and aligned them with our rapid business growth. This team worked hand in hand with our Engineers and Product Managers. My role was also to manage Support's relationship with Product and Engineering. During my tenure we scaled the team from 18 to 33 globally

• Lead an amazing team of 20 technical support reps. This included training them on our software, developing their technical and customer facing toolkits. My team met and exceeded HubSpot's goal QoQ and I promoted ten of my reps to different roles within the company.
• This will always be one of my most fulfilling roles in my career

• Ran HubSpot's company project to sunset our legacy CMS. and save the business 2.7 million dollars annually in storage. This included developing tools with engineers, processes with product managers, training for sales reps and CSMs, and hands on customer work to migrate their content to our new CMS.

• Worked with our enterprise customers to migrate their content and functionality into our platform and CMS. This included everything from MX records to duplicating their website functionality. I worked with IT teams, creative managers and C-level executives to bring their vision into our platform.

• Traditional tech support role. I helped support our customers with any issues they came across on our platform. I also helped our new customers with their initial set up to assure they were going to be successful on our platform as quickly as possible. This included setting up their domains, importing their data and tracking their keywords and ad spending.