Enterprise Customer Success Manager
XavielPerez
Upmarket CSM · B2B SaaS · $4.6M ARR Portfolio
Southeast + Northeast Territory · Trilingual: EN / ES / PT
Upmarket CSM · B2B SaaS · $4.6M ARR Portfolio
Southeast + Northeast Territory · Trilingual: EN / ES / PT
I started my career at Apple’s Fifth Avenue flagship, advising SMB owners on technology and workflow integration. That foundation of consultative selling and deep product knowledge led me into SaaS customer success, where I found the work that fits me best: owning complex enterprise relationships from the first deployment through multi-year expansion.
At Kaseya, I managed 150 SLED and enterprise accounts across $3M in ARR and was recognized as the #1 Account Manager in Q1 2024 out of a team of 25. At Jamf, I progressed from Mid-Market to Upmarket CSM within 18 months, now managing approximately 100 enterprise organizations across $4.6M in combined ARR with accounts reaching $300K+ individually.
What sets me apart is not just the account management. I build the systems. The weekly intelligence workflow, the renewal pipeline framework, the product communication process — everything I create gets shared with the team. Good infrastructure should not live in one person’s head.
“I’m always looking for what needs to be better. In the relationship. In the process. In myself.”— Xaviel Perez
100+ organizations with 1,000+ employees. Individual accounts reaching $300K+ ARR. Full lifecycle ownership from onboarding through multi-year renewal.
Native English, fluent Spanish, intermediate Portuguese. Managed enterprise accounts across North America, LATAM, and Brazil in the customer’s native language.
99%+ GRR in consecutive quarters. 108% average NRR in 2026. Net Revenue Retention above 100% means the base is growing, not just holding.
Built AI-powered account intelligence systems, renewal pipeline frameworks, and product communication workflows — all adopted by teammates and running at scale.
CCSM Level 3, three Gainsight certifications, ITIL 4 Foundation, Sandler, Jamf Certified Tech, and three Microsoft certifications.
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A top-tier financial services firm flagged a critical compliance gap in device management across trading floors. Security, legal, and operational dimensions were all in play. I stepped in as the single point of contact, assembled a task force with our engineering team, product team, and the customer’s CISO and IT director, and ran daily standups until resolution. A workaround deployed within 72 hours. A permanent product fix shipped within two weeks. I closed with an executive summary to their CTO.
A healthcare SaaS customer was evaluating a competitor due to a missing workflow their clinical operations team depended on. I documented the gap in full detail, brought it directly to the product team with a written brief, and facilitated a live session between their operations lead and our product manager. The feature was added to the roadmap. I built an interim workaround covering 80% of the need while we waited. The customer stayed, renewed, and expanded when the feature shipped.
Three weeks before renewal I flagged a 5%+ quarter-over-quarter drop in device adoption — a standard churn signal. The account had not been discussed in recent AE/SE syncs. I called an internal war room, identified the root cause (an ownership gap after their IT director left), and built a 30-day recovery plan covering executive outreach, re-onboarding for the new IT lead, updated configuration recommendations, and a dedicated Slack support channel. The new IT director responded immediately. Renewal closed at full value with a path to expand.
A major professional sports organization approached renewal with a 10-day window, no executive sponsor confirmed, and a relationship built on contacts who had left. I redesigned their QBR entirely — business impact over product usage, cost of reverting, 12-month roadmap value. I identified and engaged the new IT director three weeks in advance. The QBR ran with three executives including their VP of Technology. The conversation shifted from “are we getting enough value” to “how do we get more.”
A large HR technology company held a full platform license but was using fewer than 60% of available features. Adoption had been flagged as a priority in a prior business review with no plan attached. I built a 90-day adoption roadmap with our SE, mapping their IT goals to specific features with milestones, success criteria, and owners on both sides. Monthly check-ins tracked progress. In 90 days, adoption moved from 58% to 84%. Their IT director presented it internally as a success story. An expansion proposal is now in progress.
Pulls from calendar, email, Slack, and Gainsight in one pass. Flags action items, surfaces email-only catches missed by the CRM, scores urgency, and generates a refreshable account document 2–3 times per week.
Maps every renewal in the next 90 days against account health, adoption data, and recent communication history. Each gets a risk tier (Critical, High, Watch, On Track) and a tailored action plan feeding directly into manager reviews.
Converts raw release notes into plain-language customer summaries, talking points by customer type, and anticipated Q&A. For strategic accounts, also generates a branded slide deck for the next cadence call.
I do not wait for a renewal date to have a strategic conversation or for a ticket to surface before checking on a flagged account. I run a structured weekly review of the full book and act on anything that needs attention before it becomes a problem.
Every customer meeting gets a 30-day lookback: what was discussed, what was promised, what changed. I bring specific talking points. When a QBR is on the calendar, I align with the AE and SE on goals, metrics, and next steps before we walk in the room.
When something goes wrong, I own it end to end. I find the right people internally, keep all stakeholders aligned, and stay in the conversation until the issue is resolved and the customer has a written summary of what happened and what changed.
Every process, template, and workflow I create is documented and available to the team. Good systems should not live in one person’s head. I build to scale, not to protect territory.
I have played percussion for years. It teaches you something that carries directly into enterprise CS: timing, discipline, and the ability to hold a steady rhythm while everything else around you is moving. Knowing when to lead and when to listen is as important on stage as it is in an executive QBR.
Fitness is a consistent part of my routine. Managing 100+ enterprise accounts across two territories requires sustained energy and focus. Staying physically active is how I maintain both. It also keeps me from mistaking urgency for importance — a useful skill in a high-volume book.
Born and raised in New Jersey, I relocated to South Florida and built the next chapter of my career here. My Puerto Rican and Dominican heritage, growing up between cultures, and working with customers from New York to Brazil shaped how I communicate and how I listen. English, Spanish, and Portuguese did not come from a classroom — they came from real relationships.
Outside of my day job, I am building an AI-powered CS operations system from scratch. Not because I was asked to — because I believe the gap between enterprise-grade CS infrastructure and what most SMB SaaS teams actually have is a real problem worth solving.
Open to senior enterprise CSM opportunities. Remote preferred.
Miami – Fort Lauderdale, FL · Available immediately.