Director of Customer Success

Instacart

13h•$230,000 - $242,500•Remote

About The Position

Instacart's Enterprise Solutions team partners with North America's largest grocery and retail chains to power their digital commerce through StorefrontPro, the Enterprise API (Fulfillment and Ads), CarrotAds, and adjacent software products. We're seeking a Director, Customer Success to lead the commercial Retailer Success organization — accountable for post-live growth, retention, and expansion across the enterprise software portfolio. In this highly visible role, you will lead a team of senior managers, Account Growth Managers (AGMs), and L7 Principal Growth Strategists who serve as the strategic and commercial face of Instacart to retailer executives. You'll own the outcomes that matter: net revenue retention (NRR), gross revenue retention (GRR), expansion GTV, adoption velocity, and CSAT. You'll partner closely with Business Development on commercial leadership, with the Sr Director on portfolio-level strategy, with the Director of Enterprise Architecture & Engineering (the technical CS / PSM function) on shared accounts, and with Product on retailer signal and roadmap adoption. This is a roll-up-your-sleeves leadership opportunity for someone who has personally led the transformation of CS from reactive enablement toward proactive business advisory, can hire and develop senior consultative talent, and thrives in a fast-paced, BD-led commercial environment with shared standards rather than rigid process. The role reports to the Senior Director, Enterprise Delivery and Growth, and is remote across the United States and Canada with a preference for proximity to Toronto for key cross-functional collaboration.

Requirements

8+ years of enterprise customer success, account management, or post-sale leadership at a B2B SaaS or enterprise technology company.
Direct, accountable leadership of a customer success organization responsible for post-live growth, NRR, and expansion — owning the number, not just contributing to it.
Track record of managing managers (M2/Senior Manager layer), with demonstrated ability to set standards and develop senior leaders without micromanagement.
Ownership of a CS book or post-sale P&L of meaningful scale (e.g., $50M+ ARR) with documented outcomes on NRR, GRR, or expansion.
Proven success operating in a BD-led commercial environment — clear instinct for where the CS lane begins and ends, comfort with shared standards rather than rigid RACI/process.
Demonstrated executive presence with enterprise customer counterparts (VP / SVP / C-level), including the ability to deliver hard news, navigate escalations, and rebuild trust after issues.
Experience designing and operating tiered CS coverage models (high-touch for strategic accounts, scaled/digital for the long tail), including capacity planning and exception handling.
Hands-on experience hiring senior consultative talent — Principal CS, Strategy, or equivalent — with a clear point of view on profile, comp, and ramp.
Strong working knowledge of the implementation-to-success seam — how delivery and CS hand off (or, ideally, run in parallel) on the same accounts, and what breaks when they don't.

Nice To Haves

Experience transforming a CS function from reactive enablement into proactive business advisory, including the talent, comp, operating-model, and tooling changes required (not a renaming exercise).
Track record of building or scaling Principal-level / strategist roles inside a CS org — including hiring profile, ramp, comp design, and integration with the rest of the account team.
Experience operating with a separate technical CS / PSM / TAM function on shared enterprise accounts — including co-authoring cross-org protocols and managing escalations across an org boundary.
Background applying AI to CS workflows — health monitoring, account preparation, QBR generation, signal triage — with measurable impact on coverage, throughput, or quality.
Familiarity with the BD/CS interface in commercially complex enterprise sales motions, including renewals, multi-product expansion, and shared-account operating norms.
Deep familiarity with enterprise retail, grocery, ecommerce platforms, retail media, or adjacent complex B2B domains — including how large retailers evaluate, adopt, and scale technology solutions.
Experience instrumenting retailer signal into structured product feedback (not anecdotal) and partnering with Product leaders on adoption accountability.

Responsibilities

Lead the Retailer Success organization for the enterprise software portfolio — owning commercial CS outcomes end to end, including NRR, GRR, expansion GTV, adoption velocity, CSAT, and renewal performance.
Build and develop a senior consultative CS bench by hiring, sponsoring, and ramping L7 Principal Growth Strategists who engage retailer executives on ecommerce strategy, merchandising, and operations — not platform configuration — and who can credibly influence retailer P&L outcomes and roadmap adoption.
Manage senior managers leading AGM (Account Growth Manager) pods, setting standards for what good looks like across the L7, AGM, and account team layers — including QBR quality, growth planning, executive engagement, and renewal execution.
Operate in a BD-led commercial environment as a true commercial peer to BD — preserving BD's ownership of the primary commercial relationship while owning post-sale accountability and surfacing churn, expansion, and escalation signal early and clearly.
Partner with the Director of Enterprise Architecture & Engineering on shared-account coordination — ensuring the cross-org account team (commercial CS + technical CS / PSM) functions as one team to the retailer despite the org split, with co-authored protocols and clean escalation paths.
Define and enforce the L7 boundary: L7s as routers and strategists, not resolvers — ensuring AGMs and PSMs absorb operational and technical execution so L7 capacity remains focused on retailer-executive engagement and growth strategy.
Own the consultative transformation roadmap — talent strategy, comp structure, operating cadence, and tooling shifts required to evolve CS from a feature-enablement function into a strategic business advisory function for Tier A and B accounts.
Partner with the Director of Retailer Delivery on the implementation-to-success motion as a managed lifecycle (not a document handoff) — ensuring CS is engaged early, named handoff criteria are met, and accounts transition cleanly into early-lifecycle growth ownership.
Operationalize the tier model in CS — applying high-touch (L7 + AGM + PSM) coverage for Tier A/B and scaled/digital-first models for Tier C/D, with clear exception protocols and capacity guardrails.
Build a structured retailer-signal feedback loop into Product — using CS engagements to surface durable patterns (not anecdotes), instrument adoption of roadmap items, and hold CS accountable for adoption outcomes.
Apply AI augmentation to scale CS coverage and quality without linear headcount growth — including health monitoring, account-prep automation, QBR/insight generation, and signal triage — partnering with the Technical org on tooling roadmap and adoption.
Represent the post-sale narrative for the portfolio to senior leadership — integrating retention, growth, churn risk, executive-account temperature, and pipeline outlook — and serve as the Director-level escalation point for retailer relationships when AGM-led engagement is insufficient.