Ideas into Action

More than 300 enterprise accounts across a major regional portfolio had no active customer success coverage. They weren't necessarily unhappy customers — they were simply not being engaged. The risk was less about an immediate crisis and more about customers quietly becoming disengaged.

A segmented engagement model was introduced across high-touch, mid-touch, and scaled accounts, creating a clear path to coverage based on customer needs and opportunity. Health scoring, structured onboarding, and lifecycle programmes gave teams a more systematic way to identify risk, engage customers, and drive adoption.

Previously unmanaged accounts were brought into an active engagement model, while the broader customer success function shifted from reactive support toward proactive lifecycle management — contributing to a 25% improvement in enterprise renewal outcomes across the portfolio.

A rapidly growing mobile acquisition business had significant potential across emerging regional markets, but fragmented operations and duplicated costs were putting pressure on margins.

Delivery hubs were established across multiple regions, creating a more scalable operating model. A new mobile acquisition offering was launched for major advertisers, while overlapping processes and cost duplication were removed from the delivery structure.

Monthly revenue tripled while operational costs fell by 50%. A new line of business was established and scaled across multiple markets, creating a stronger foundation for continued growth.