Director of Customer Success

Instacart

14d•$192,000 - $243,000•Remote

About The Position

Instacart's Enterprise Solutions team partners with Global grocery and retail chains to power their digital commerce through StorefrontPro, Enterprise API (Fulfillment and Ads), CarrotAds, and adjacent Enterprise Solutions products. We're seeking a Director, Customer Success to lead the Customer Success organization — accountable for post-live value realization across the enterprise software portfolio. In this highly visible role, you will lead senior managers and Customer Success Managers who serve as the strategic advisor of Instacart to retailer executives. You'll own retailer value realization, measured through adoption velocity, time-to-value, health score coverage, at-risk portfolio management, CSAT, and QBR quality across the portfolio. You'll partner closely with Business Development, who owns NRR, GRR, and expansion, by providing account health, risk signal, and expansion readiness. You'll also partner with Enterprise Solutions Delivery, Technology leadership, and Product on portfolio strategy, 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 Solutions , 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 adoption velocity, time-to-value, health score, at-risk portfolio, CSAT, QBR quality and support BD with GRR, NRR, and expansion.
Track record of managing managers with demonstrated ability to set standards and develop senior leaders without micromanagement.
Ownership of a CS book of business or post-sale P&L of meaningful scale (e.g., $1000M+ ARR) with documented outcomes on Adoption, NRR, GRR, or expansion.
Proven success operating in a BD- or Sales-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 segmented 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 CS talent — with a clear point of view on profile, comp, and ramp.
Strong background having operated in an end to end post sales service delivery ecosystem with strong CS interaction with Business Development/Sales, Delivery, Technical and Product teams.

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 seasoned 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 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 Customer Success organization for the Enterprise Solutions portfolio — owning value realization, outcomes end to end, and partner closely with BD, who owns NRR, GRR, and expansion, by providing account health, risk signal, and expansion readiness.
Build and develop a senior consultative CS bench by hiring, sponsoring, and ramping Customer Success Managers who engage with retailer executives on ecommerce strategy, merchandising, and operations and who can credibly influence retailer P&L outcomes and roadmap adoption.
Manage senior managers leading segments, setting standards for what good looks like across the CSM’s — 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 ( CS + Technical Account Managers (TAM’s) ) functions as one team to the retailer despite the functional ownership, with co-authored protocols and clean escalation paths.
Define and enforce the CSM/TAM boundary based on segmentation — CSM’s lead retailer-executive engagement, value realization, and growth planning, while TAM’s own technical delivery, configuration, and issue resolution, so that CSM capacity stays focused on strategic advisory, not technical execution.
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.
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 retailer segmented model in CS — applying high-touch coverage and scaled/digital-first models, 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 CSM-led engagement is insufficient.