Grove
"Twelve seats.
Zero vendors.
One rule: bring
the real number."
A curated circle of twelve Customer Success leaders who meet monthly — and actually say what's true.
Member Story
Rachel
VP of Customer Success · Fieldnote (Series B, 180 employees)
What she brought to the group
Rachel had inherited a 14-step onboarding playbook built for a product that no longer existed. Customers were churning in month two, and her CEO kept asking why the "process" wasn't working. She brought the question to Grove: "Do I burn this down, or fix it piece by piece?"
"I thought I needed a consultant. I needed a room of people who'd already made the mistake."
What the group built together
−9 days to valueThe group helped her map the actual jobs-to-be-done for three customer segments separately. She rebuilt three lean onboarding tracks in six weeks. Time-to-first-value dropped from 23 days to 14. Month-two churn fell 31% in the following quarter.
−9 days to value
Measured outcome
CS owns 40% of expansion ARR
Measured outcome
Member Story
Marcus
Director of Customer Success · Lumen Ops (Series A, 90 employees)
What she brought to the group
Marcus was running the highest-NPS team in his company's history and still getting cut from the expansion conversation. Sales owned renewals, marketing owned upsell comms, and CS was the department everyone thanked but nobody funded. He was six months from burning out.
"Every other community told me to advocate harder. Grove helped me advocate smarter."
What the group built together
CS owns 40% of expansion ARRGrove members who'd navigated the same org politics helped Marcus build a business case using language that resonated with his CFO, not his CRO. He presented a "CS-led expansion motion" with a 6-month pilot proposal. Eighteen months later, his team owns 40% of net new ARR.
Member Story
Priya
Head of Customer Success · Arbor Analytics (Pre-Series B, 55 employees)
What she brought to the group
Priya almost left the profession entirely. She'd spent three years building a CS function that kept getting reorganized under Sales, then Marketing, then back under the CTO. She came to Grove in a state she described as "done pretending this is normal." The question she brought: "Is CS leadership actually a viable career, or am I just bad at politics?"
"I almost quit CS entirely. This group rebuilt my conviction — not with inspiration, but with clarity."
What the group built together
Stayed. Got promoted.The group didn't give her a pep talk. They gave her a framework for evaluating whether a company's structure could ever support a real CS function — and how to have the conversation that would tell her in 30 minutes. She had it. The answer was yes. Eight months later she was promoted to VP and given a seat at the exec table.
Stayed. Got promoted.
Measured outcome
Inside a Grove Session
Five minutes from a real conversation.
Names and company details are obscured. The energy isn't. This is what happens when twelve people stop performing and start thinking together.
"Wait — you actually said that to your CRO?"
Feb 2026 Session · 5-min clip
"We spent forty minutes on one member's expansion motion. That's the whole value."
— Kiran D. · VP CS
"Nobody here is selling anything. That's rarer than it sounds."
— Marcus W. · Director CS
"I left that call and canceled a $40K consulting engagement."
— Priya S. · Head of CS
Grove · Free Resource
The 6 Conversations Every CS Leader Needs Quarterly
- 1.The budget conversation you keep postponing
- 2.What to say when Sales blames CS for churn
- 3.The expansion motion nobody owns
- 4.How to talk to your CEO about NRR vs GRR
- 5.The team morale conversation that isn't really about morale
- 6.When to escalate and when to absorb
Grove CS Leaders
1-page · PDF · Free
Not ready to apply?
Start with the guide.
One page. Six conversation frameworks distilled from two years of Grove sessions. No fluff, no funnel — just the thinking that helps CS leaders hold the room.