I clear the operational fog inside SaaS customer teams.
I run customer experience for Piwik PRO and Cookie Information: 4 teams covering support, implementation, and service delivery. I write about how customer operations actually work and share current notes on LinkedIn.
I run customer experience for Piwik PRO and Cookie Information. I write about how customer operations actually work.
Reducing the operational fog that decides whether a customer-facing team can do its job.
Most of what makes customer experience work, or quietly fail, lives in processes, ownership, and the seams between teams.
I spend my time there: making support, implementation, and feedback clearer and easier to improve, for customers and for the people serving them.
Customer experience quality is produced everywhere in the company, by every team that touches a step of the journey. Each of those steps, deliberately designed and clearly owned, compounds into value the customer can feel. And value the customer feels is what renews. It shows up in your ARR.
Four things I keep returning to.
What years of running customer teams keep teaching me.
Customer centricity is a culture, not a department.
When caring about customers is one team's job, customers notice within a quarter. Every function owns a step of the journey, so the standards, the signals, and the accountability have to be shared across all of them.
Keep your procedures sharp.
A procedure that's 80% right gets ignored, and then the operation runs on memory and Slack. Sharp means short, current, and owned by someone who updates it the day reality changes.
Underpromise, overdeliver.
Customers remember one thing: the gap between what you said and what they got. Quote the date you can hit on a bad week. Then beat it.
Define clear service boundaries.
What you do and what you don't, written down where the customer and the team can both see it. Every undefined boundary turns into a one-off promise that someone else has to keep, forever.
I run customer experience across two B2B SaaS products: 4 teams covering support, implementation, and service delivery. 8 years in SaaS customer operations, the last 3 at director level.
I've sat in most of the seats I now manage. In practice, my work is designing the path a customer takes when something breaks, the path a question takes when a teammate doesn't know the answer, and the path a piece of feedback takes when it's worth acting on.
What people I've worked with say.
A few words from colleagues and partners. Selected recommendations, mostly from LinkedIn.
He progressed from Head of RevOps to Director of Customer Experience, proving himself to be both a hands-on specialist and an effective manager.
He progressed from Head of RevOps to Director of Customer Experience, proving himself to be both a hands-on specialist and an effective manager. Proactive by nature, he has a strong grasp of both business and technology, consistently finding the right balance between customer needs and what the company can realistically and sustainably deliver.via LinkedIn
He improved the operational efficiency of customer-facing teams by clarifying ownership, escalation paths and service boundaries. Prioritising scalable systems over heroic efforts, he implemented solid documentation, reusable resources and automation wherever it eliminated repetitive work, resulting in more predictable execution and a healthier operating rhythm.
Piotr has a real talent for taking high-pressure, customer-facing operations and turning them into a predictable system.
Piotr has a real talent for taking high-pressure, customer-facing operations and turning them into a predictable system. He's quick at diagnosing bottlenecks and, more importantly, defining exactly what a team should (and shouldn't) be focusing on.via LinkedIn
What I appreciate most is that he implements practical workflows that actually scale. He improves efficiency without leaving you with a pile of maintenance debt to deal with later. If you're looking for someone to bring some discipline and structure to your operations, I'd strongly recommend him.
I've had the pleasure of working with Piotr, and his operational discipline really stands out.
I've had the pleasure of working with Piotr, and his operational discipline really stands out. He's great at clarifying responsibilities, setting boundaries, and creating repeatable processes that actually work. He consistently cuts out unnecessary work, makes outcomes more predictable, and builds systems that don't rely on constant firefighting.via LinkedIn
His approach not only boosts efficiency but also reduces operational risk - which is especially valuable in fast-growing SaaS environments.
Piotr's management style could be characterized as one that focused on fostering my professional growth and development.
Piotr's management style could be characterized as one that focused on fostering my professional growth and development. Rather than merely allowing me to advance within the team, he proactively built resources to support my goals and provided guidance to ensure my success.via LinkedIn
Working with Piotr felt like moving from chaos to a system. He clarified ownership, designed escalation paths that actually worked, and built reusable resources that improved both quality and speed. Piotr is direct, fair, and focused on outcomes - and he makes teams more capable instead of more dependent.
Let's have a useful conversation.
Talk about customer experience, SaaS operations, or something I've written. Whether you're building a function, fixing a process, or comparing notes: email is usually fastest.
Email me