monday.com customer success leaders drive retention, growth and adoption

monday.com’s Senior Team Manager, High-Touch CS role owns retention forecasts, business reviews, and account planning across Enterprise and Mid-Market customers. It is built around retention, expansion, adoption, and customer health, with managers expected to run a business inside the business: coaching teams, setting operating rhythm, and turning account risk into action.

Customer success as a growth function

The clearest way to understand the role is to separate it from sales and from one-off support. At monday.com, customer success is a post-sale function focused on retention and expansion revenue, while account management begins after the sale and concentrates on strengthening relationships, driving retention, and finding long-term growth opportunities. That puts customer success leaders closer to revenue operations than to reactive service work.

At monday.com, the product lives and dies on adoption. The work is structured: build systems, workflows, and team structures that make proactive relationship management possible after the deal closes. In practice, that means customer success leaders are not simply handling escalations. They are shaping how customers use the platform, how quickly teams get value, and how often accounts grow.

What the senior team manager is actually responsible for

The role covers Enterprise and Mid-Market accounts and exists to retain and expand that base. The operating model is explicit: the manager sets vision, builds scalable processes and best practices, owns retention forecasts, leads weekly, monthly, and quarterly business reviews, and partners with Account Managers, Managing Directors, and customer success leadership on account planning.

That workload makes the role a mix of people management, business analysis, and executive communication. The manager is expected to coach high-touch CSMs, surface risks and expansion opportunities, and feed field insight back into the customer success roadmap.

The compensation context is just as concrete. For New York, NY hires, the base salary range is $166,000 to $210,000, with the possibility of discretionary bonus and equity.

The cadence behind retention and expansion

The monthly and quarterly business reviews are not ceremonial meetings. In a company like monday.com, they are where renewals, adoption gaps, stakeholder changes, and expansion signals get translated into action. Weekly reviews help teams catch risk early; monthly reviews give account plans structure; quarterly reviews connect account-level execution to forecasted retention and growth.

That rhythm only works when the cross-functional pieces are aligned. High-touch CS leaders partner with Account Managers, Managing Directors, and CS leadership on account planning, which means the role sits at the center of commercial coordination. A customer risk that starts as low product usage can become a retention problem, a training issue, or a roadmap input depending on how quickly the team moves.

The implementation guidance centers on structured handoffs, health scoring, playbooks, and cross-functional workflows.

The skills that matter most

The role requires a specific combination:

• account planning that keeps renewals and expansion visible
• retention forecasting that is grounded in actual customer health
• leadership that can coach CSMs without micromanaging them
• executive communication that holds up in business reviews
• the ability to translate customer risk into business action
• operational discipline around playbooks, handoffs, and metrics

That mix is especially relevant inside monday.com’s enterprise environment. The company says its enterprise solution is built to help leaders make strategic decisions on a work platform trusted by leaders and loved by teams. Customer success leaders sit in the middle of that promise, because enterprise adoption depends on whether large organizations can standardize usage across functions, not just buy the software.

Adoption is the real product story

Change management, champion enablement, and tailored training add another layer to the job, all aimed at driving adoption across organizations. That means customer success leaders have to think beyond renewals and into behavior change: who inside the customer is trained, who is accountable, and which teams are actually using the platform.

A strong leader has to know when a deal is really a rollout problem, when a rollout problem is really a training problem, and when a training problem is actually a sponsorship problem.

monday.com serves more than 250,000 customers worldwide. On its investor relations page, the company listed 4,547 customers with more than $50,000 in annual recurring revenue as of March 31, 2026, and a net dollar retention rate of 110% as of that same date. In fiscal 2024, monday.com said revenue reached $972.0 million, up 33% year over year, that it surpassed $1 billion in ARR, and that net dollar retention increased to 112%. It also said monday service was seeing rapid adoption from both existing and new customers.

A concrete example of how the model works

Software AG started with a trial in January 2020 and expanded after onboarding and training. monday.com said a dedicated Customer Success Manager worked with a team of 30 power users to exchange best practices.

The trial was the start; the CSM, the power-user network, and the training turned it into broader internal use.