Quick question for the RevOps folks — how does your team handle the Sales → CS handoff once a deal is marked Closed Won? I’ve been researching onboarding processes lately and keep seeing the same friction points pop up:
Missing data between CRM and CS tools
Inconsistent onboarding steps
No clear ownership for early client communication
Curious how others have tackled this:
What’s the hardest part to keep consistent during onboarding?
Have you automated or standardized any steps successfully?
Looking to understand how teams are actually managing this phase today.
Hi Liam, great questions, probably one of the most important parts of a Customer’s Journey and one that often gets handled with various levels of attention and thus is impacting outcomes. From my experience, having been part of multiple B2B SaaS startups, the answer is: There is no one-size-fits-all solution. The common theme I’ve seen? Focus on documenting why the customer is buying your product and what their expectations are for it. This starts long before Sales or CS are in the picture, i.e. in Product Management. Having said that, CS is often thrown into the fray of trying to figure this out, i.e. what the onboarding should look like, so it’s really important to take a step back and talk about the fundamentals. I actually just published an article on this today, it’s a 2 part post: https://topserv.substack.com/p/part-1-how-to-set-yourself-and-your
Manuel H. That’s a really good point — I love how you framed it as something that starts before Sales or CS even get involved. I’ve been hearing similar things from a few people — that the biggest onboarding gaps come from not capturing why the customer bought in the first place, not just what they bought. I’m curious: from your experience, how do you make sure that “customer intent” and expectations are actually captured and transferred downstream? Is it something you embed in the CRM process (e.g. required fields, forms, etc.), or do you find it’s more about ongoing documentation and alignment across teams?
Liam R. fair question. I’ve seen some of the best products out there do this as a customer is working through the product, i.e. based on what a customer does as part of a POC or a free trial, there are certain milestone gates that they either pass or don’t pass through. Based on that, it’s possible to determine a customer’s intent. For example, the company I was at most recently had a pretty broad set of problems it could solve. We could tell from how a customer was integrating, i.e. using a “Quick import” option versus a more in-depth programatic integration if their use case was transitive or more permanent. It was a weak signal for various reasons that would require a whole separate conversation, however, it was predictive in 80% of the cases. Beyond that, yes, often times requiring sales to capture the customer’s known intentions and not allowing CRM advancement until those intentions are captured and accepted, particularly for larger customers, was the right answer. There is also a really important distinction to be made for “Platform” versus ” Product” companies. A platform that positions itself as something that can solve a variety of problems will require ongoing documentation and periodic re-evaluation, whereas a product point-solution can largely forego that, provided that the product is used as intended by the vast majority of customers.
Manuel H. That’s incredibly insightful — I hadn’t thought about using product behavior as a way to validate intent during onboarding, but it makes perfect sense. I like that distinction between “Platform” and “Product” companies too — it really determines how often intent needs to be revisited. Sounds like a hybrid approach could work best: capture explicit intent at close, then validate it continuously through usage data or milestone gates. Out of curiosity, how did your team operationalize those milestone signals? Was it product analytics, RevOps tracking, or something CS reviewed manually?
It was entirely manual, we had no RevOps function and no systematic way to track product analytics. I was vocal about changing that throughout my time there but it never rose high enough in the priority stack to be honest
Liam R. there really isn’t a good substitute for a checklist. In the past, I’ve preferred an Asana project. Setup a template and copy to a new project. The template can be created to assign the task to the role (sales, customer success, etc.) than you just group reassign to a specific person. You can do the same in Notion, Jira, or a Google Sheet. That resolves the inconsistency and ownership issues.
re: CRM issues, my preference is to create a Report that shows the Closed Won deals with missing fields. I frequently use “reports you don’t want to be on”. Create a report with the opportunity name, owner, and fields that are missing (but not required in the CRM). Most sales reps will review / update just prior to the Pipeline review meeting. e.g.: they don’t want to be on the report. Another example of a ‘report you don’t want to be on’ Open opportunities with no Next Step.
