u/IngenuityAshamed144

I work as a CSM at a SaaS tech company and have about 40 customers ranging from high touch to low touch, meeting anywhere from monthly to quarterly. We stay in touch around news, goal setting, new features, regulatory updates and general questions. Things are going well with nearly all of them.

One customer keeps inviting me to up to 2 internal meetings per week, each up to an hour long, with no set agenda. Their reasoning is so they can get answers immediately without following up. Unlike every other customer, they refuse to handle technical issues within their own IT team and want me present for every conversation. My department standard is monthly meetings and my manager has explicitly advised me not to get pulled into this pattern.

The previous CSM on this account never set boundaries and regularly went above and beyond our agreement. When I tried to limit meetings to our monthly cadence and asked for agendas when additional meetings are requested, the customer got upset, said their previous CSM was more available and threatened to find another vendor.

I am relatively new to customer success, not new to working with customers, but this situation has been genuinely tough. How would you handle this?

I work as a CSM at a SaaS tech company and have about 40 customers ranging from high touch to low touch, meeting anywhere from monthly to quarterly. We stay in touch around news, goal setting, new features, regulatory updates and general questions. Things are going well with nearly all of them.

One customer keeps inviting me to up to 2 internal meetings per week, each up to an hour long, with no set agenda. Their reasoning is so they can get answers immediately without following up. Unlike every other customer, they refuse to handle technical issues within their own IT team and want me present for every conversation. My department standard is monthly meetings and my manager has explicitly advised me not to get pulled into this pattern.

The previous CSM on this account never set boundaries and regularly went above and beyond our agreement. When I tried to limit meetings to our monthly cadence and asked for agendas when additional meetings are requested, the customer got upset, said their previous CSM was more available and threatened to find another vendor.

I am relatively new to customer success, not new to working with customers, but this situation has been genuinely tough. How would you handle this?

I work as a CSM at a SaaS tech company and have about 40 customers ranging from high touch to low touch, meeting anywhere from monthly to quarterly. We stay in touch around news, goal setting, new features, regulatory updates and general questions. Things are going well with nearly all of them.

One customer keeps inviting me to up to 2 internal meetings per week, each up to an hour long, with no set agenda. Their reasoning is so they can get answers immediately without following up. Unlike every other customer, they refuse to handle technical issues within their own IT team and want me present for every conversation. My department standard is monthly meetings and my manager has explicitly advised me not to get pulled into this pattern.

The previous CSM on this account never set boundaries and regularly went above and beyond our agreement. When I tried to limit meetings to our monthly cadence and asked for agendas when additional meetings are requested, the customer got upset, said their previous CSM was more available and threatened to find another vendor.

I am relatively new to customer success, not new to working with customers, but this situation has been genuinely tough. How would you handle this?

For some reason, I had to professionally reject clients these past few days.

From unrealistic expectations to bad chemistry. Sometimes you are just not a good match.

At this point I'm fairly used to writing those type of emails, but I'd love to know how you handle it. Mind sharing that with me?

For some reason, I had to professionally reject clients these past few days.

From unrealistic expectations to bad chemistry. Sometimes you are just not a good match.

At this point I'm fairly used to writing those type of emails, but I'd love to know how you handle it. Mind sharing that with me?

I've been in B2B SaaS sales for a while and something feels like it has shifted. Buyers seem less engaged and harder to reach than ever.

Is it just me, or are prospects tuning out the moment they sense a pitch coming? Have we burned too many bridges that buyers have just stopped trusting us altogether?

I've been in B2B SaaS sales for a while and something feels like it has shifted. Buyers seem less engaged and harder to reach than ever.

Is it just me, or are prospects tuning out the moment they sense a pitch coming? Have we burned too many bridges that buyers have just stopped trusting us altogether?

I work at a tech SaaS company. I’ve had a few deals recently where there’s no hard objection, good conversations, and polite follow-ups, but no real movement.

I’m trying to get better at recognizing when something is actually progressing versus when it’s just interest with no urgency.

Curious how others draw that line without being too pessimistic or too hopeful.

I work at a tech SaaS company. I’ve had a few deals recently where there’s no hard objection, good conversations, and polite follow-ups, but no real movement.

I’m trying to get better at recognizing when something is actually progressing versus when it’s just interest with no urgency.

Curious how others draw that line without being too pessimistic or too hopeful.