Graphy

The Market Context: Retention Is the New Growth

In a competitive edtech SaaS space like Graphy’s, landing a customer isn’t the hard part.
Keeping them, growing them, and turning them into advocates — that’s where real revenue lives.

Graphy had a powerful product and a growing user base. But like many scale-stage SaaS companies, their Customer Success (CS) function was built around retention, not expansion.
That was a risk. And a missed opportunity.

Why? Because in Graphy’s model:

Plan upgrades were tied to feature adoption

Account growth depended on timing CS conversations right

Low-touch onboarding led to delayed activation, especially in smaller accounts

Churn wasn’t always preventable — but it often wasn’t predictable either

Graphy didn’t need more CS headcount.
They needed better systems, sharper metrics, and a mindset shift.

That’s where ScalePods stepped in.

The Challenge: CS Was Supporting, Not Selling

The CS team at Graphy was committed, but over-stretched:

User segmentation was thin — every account got the same treatment

Communication was reactive — solving tickets, not driving value

Upsell moments were missed because CS lacked product + timing context

Success metrics were mostly operational (resolution times, NPS), not tied to revenue impact

The company wanted to evolve CS into a growth driver — without breaking its user-centric culture.

What We Did: The Graphy x ScalePods CS Evolution Sprint

1. Mapped the Entire Post-Sale Journey by Segment

We began by segmenting Graphy’s customer base by:

Plan size

Industry vertical (coaches, creators, institutions)

Support intensity vs. self-serve readiness

Product usage patterns in the first 30–60 days

Then we built distinct success playbooks for each segment:

What should the first 3 calls cover?

What’s the right time to introduce upgrades?

What feature adoption gates signal account health or risk?

How should comms shift between onboarding, adoption, and growth phases?

This gave the CS team structure, clarity, and consistency.

2. Defined CS Metrics That Mapped to Revenue

Together, we reoriented CS KPIs around outcomes that moved the needle:

Activation within 14 days

Multi-feature usage within 30 days

Trigger-based upsell readiness score

Usage stagnation flags for preemptive engagement

These metrics were built into a live dashboard that CS reps used during their weekly planning and monthly reviews.

This changed how CS was measured — from “Are they happy?” to “Are they growing with us?”

3. Built a Scalable Success Communication Engine

To scale engagement without losing touch, we designed a multi-channel CS communication system, including:

In-app nudges tied to feature milestones (e.g., “You’ve published your first course — here’s how to promote it”)

Automated WhatsApp nudges for drop-off accounts or upgrade prompts

Scheduled check-ins based on account size and risk profile

Email drips that looked and felt human, but ran on auto-pilot

This gave CS reps the air cover to focus on high-value conversations, not follow-up admin.

4. Trained CS Teams to Lead Value Conversations

We ran hands-on training workshops for the CS org covering:

Consultative conversation frameworks (Problem > Context > Value > Next Step)

Techniques for surfacing and packaging success stories mid-conversation

How to handle upgrade discussions without sounding salesy

Conflict management and “reset” calls for at-risk accounts

We also gave managers tools to review and coach call quality weekly — not just ticket volume.

The Outcome: CS Became a GTM Force Multiplier

Churn dropped 18% in small and mid-sized plans

Feature adoption improved by 40%, especially for monetization tools

Upsell velocity increased, with upgrade conversations now happening ~2 weeks earlier in the lifecycle

CS team confidence grew, with reps owning their revenue contribution

Internal NPS (from sales and product teams) on CS collaboration improved significantly