SVP, Client Success

InMarket

1d•$189,156 - $222,694•Remote

About The Position

We are hiring a Senior Vice President, Client Success to own the post-sale engine of the business. This is a single point of accountability for how clients experience us after the contract is signed; across Activation, Measurement, and Audiences. The right person has scaled a client-facing organization through stage transitions; from heroics to systems and knows how to do it without breaking the relationships that carried the company to this point.

Requirements

Learning velocity. You can point to a time you were dropped into unfamiliar territory — a new category, a new function, a new kind of client — and became genuinely useful faster than anyone expected. You know precisely what your current development edge is and you can name it without being asked twice.
Depth in one half, credibility in the other. You have led either operations or account management at real scale, and you have enough hands-on exposure to the other to be credible on day one and expert within two quarters. We are not requiring that you have already run both.
Operational rigor. You run on data and cadence. You can build a forecast, defend a number, design a workflow, and hold a team to a service level — and you enjoy it.
AI fluency, applied. You have already used AI to change how a client-facing team works — not attended a workshop about it. You can point to specific workflows you helped redesigned, what it saved, where it failed, and how you brought a skeptical team along. You are opinionated about where AI belongs in client work and where it does not.
Relationship instinct. Senior clients are familiar with your name. Internally, you build trust across functions that do not report to you, and you can hold a hard line without burning the relationship.
Revenue accountability. You have carried or materially influenced retention, renewal, or expansion targets, and you know your actual numbers rather than a rounded story about them.
Building something that did not exist. A team, a process, a function, a service line. You have been the person who made structure where there was none — whether or not you were the most senior person in the room when it happened.
People leadership. You have led teams including at least one layer of managers, or you can show clearly why you are ready to. You have hired well, and you have addressed underperformance rather than waiting it out.
Roughly 8–12 years in client-facing operations, account management, or customer success, with at least 3 years leading teams. We will weigh trajectory as heavily as total tenure.

Nice To Haves

Managing a team responsible for $25M+ annual revenue. Bonus points for scaling that exponentially
Background in adtech, martech, data, measurement, retail media, or agency-facing SaaS — comfort with audience data, campaign activation, and attribution or incrementality measurement.
Experience serving brands and agencies simultaneously, with the political nuance that it requires.
Multi-product environment where the same client buys more than one thing.
Experience in a company that went through a real stage change — growth, acquisition, or professionalization — whether or not you were the one leading it.

Responsibilities

Campaign and program delivery, onboarding, implementation, and QA
Service-level definition and adherence; escalation management
Capacity planning, workflow design, tooling, and automation
Delivery margin and cost-to-serve
Monthly delivery and billing reconciliation
Retention, renewal, and expansion across the client base
Account planning, lifecycle touch points, and executive relationship coverage
Growth targets by business line and by account tier
Voice-of-client feedback into product and commercial strategy
Financial data integrity, CRM hygiene, forecasting precision
One coherent client experience across Activation, Measurement, and Audiences
Shared operating rhythm, definitions, and reporting across all three lines
Partnership with the GMs, Sales, Product, and Tech on joint accountability
Structure, hiring, leveling, and succession for the combined function
Developing the next layer of operations and account leadership
Culture, retention, and engagement of a client-facing team
Define client lifecycle — onboarding, delivery, review, renewal — that works across each of the three business lines, with clear owners and handoffs at every stage.
Establish the metrics that matter and the cadence that enforces them: on-time delivery, client KPI attainment, cost-to-serve, client health, NPS, NDR
Replace heroics with processes where the process is cheaper, and protect heroics where they are the product.
Drive tooling and automation decisions that let the team absorb growth without linear headcount.
Build AI into how the function actually runs, not into a pilot deck. Find the work where it genuinely earns its place — reporting, QA, insight generation, campaign troubleshooting, account research — and get it into production with the team's hands on it.
Set the standard for what good looks like when AI is in the loop: who reviews, what gets checked, and what never reaches a client unread.
Draw the line on what stays human — the judgment calls, the hard client conversations, the relationship work that is the actual product — and hold that line when the efficiency case argues otherwise.
Carry an explicit number for net revenue retention, net dollar retention, and expansion across the book.
Build account planning and strategic business review discipline that surfaces risk early rather than at the renewal date.
Personally hold executive relationships at the largest and most complex accounts, and be the escalation path clients trust.
Partner with Sales on the handoff and on expansion motions, without letting the seam between the two become the client's problem.
Bring two departments (AM and Ops) with different cultures and incentives together into one team with one scoreboard.
Assess talent honestly, level the org appropriately, and build a bench — including developing internal leaders who are ready for more.
Set a clear standard for client work and coach to it.
Bring the unfiltered client perspective into strategy, roadmap, and pricing conversations.
Translate what Operations and Account Management see every day into decisions the company can act on.
Be a credible, calm partner to the GMs of Activation, Measurement, and Audiences — and be willing to disagree but commit them in service of the client and the P&L.