The Companies that Strike the Right Balance Between Automation and Personal Engagement will be the Most Successful: Andrew Marks of SuccessHACKER on How to Achieve Customer Success in the Digital World

Andrew Marks is an entrepreneur and customer success expert with over 25 years of experience in customer-facing roles. He has spent most of his career in high tech, building highly effective post-sales organizations that drive customer lifetime value and improve customer satisfaction.

Since founding SuccessHACKER, Andrew has spent a good portion of his time matching people to Customer Success roles from individual contributors to senior executives.

In a recent conversation with SME Business Review, Andrew discussed customer success as a strategic driver of growth and retention. He highlighted the shift from reactive support to proactive engagement, stressing the need for businesses to align teams and leverage technology to deliver lasting value. Here’s what he had to say.

Interview Excerpts

What motivated you to start SuccessHACKER?

I saw a gap in how companies approached customer success. Many businesses were reactive rather than proactive. They focused on putting out fires instead of building a structured approach that prevents issues before they arise. I wanted to create a company that helps businesses build strong customer success foundations, train their teams effectively, and establish processes that lead to real, measurable growth.

How do you define customer success, and why do you think some companies struggle with it?

Customer success is about making sure customers achieve their desired outcomes while using a product or service. It’s not just about support or answering questions when something goes wrong. It’s about guiding customers, understanding their needs, and ensuring they see ongoing value. Many companies struggle with it because they either don’t invest in it properly or treat it as an afterthought. They focus heavily on sales and bringing in new customers but don’t put enough effort into keeping them engaged and satisfied long-term.

What do you believe is the most important factor in building a successful customer success program?

Leadership buy-in is crucial. Without leadership understanding and supporting customer success, it becomes an uphill battle. Companies that view it as a strategic function rather than just a cost center see much better results. The second factor is having clear processes in place. Guesswork doesn’t work when you’re trying to help customers succeed. You need data-driven approaches, strong onboarding, and continuous engagement strategies.

Training is a big part of what SuccessHACKER offers. What makes your training approach different?

We focus on practical, real-world applications. A lot of training programs offer theoretical knowledge, but we believe in hands-on learning. We work with professionals to make sure they understand not just the concepts but also how to implement them effectively in their daily work. Our training is interactive, scenario-based, and designed to build confidence in applying what’s learned.

What mistakes do companies often make when it comes to customer success?

One of the biggest mistakes is assuming that once a customer buys a product, they will automatically find success with it. Companies sometimes focus so much on closing deals that they don’t think about what happens next. Another mistake is treating all customers the same. Different customers have different needs, and a one-size-fits-all approach doesn’t work. Personalized engagement and tailored strategies make a big difference.

How has customer success changed over the years?

The role has evolved significantly. Early on, it was mostly seen as a fancy name for support. Over time, companies realized that proactively helping customers leads to better retention, higher renewals, and expansion opportunities. Another big shift has been the increased use of data. We have so much more information now to understand customer behavior and predict potential churn. That insight allows businesses to act before problems escalate.

What do you think the future of customer success looks like?

I believe customer success will continue to become even more integrated into business strategy. Companies that invest in it properly will see stronger revenue growth. Automation and AI will also play a bigger role, but they won’t replace the human element. Technology can enhance customer interactions, but at the end of the day, relationships matter. Customers want to feel valued and heard. The companies that strike the right balance between automation and personal engagement will be the most successful.

What advice would you give to someone starting their career in customer success?

Be curious and proactive. Learn as much as you can about your customers and their challenges. Develop strong communication skills because customer success is all about building relationships. And don’t be afraid to ask questions or seek mentorship. The best customer success professionals never stop learning.

What do you find most rewarding about your work?

Seeing the impact we make. When a company transforms its approach and starts seeing better customer retention, higher renewals, and improved satisfaction, that’s rewarding. But even beyond the numbers, it’s about helping teams feel more confident in what they do. Watching customer success professionals grow in their roles and become more effective is incredibly fulfilling.

Any final thoughts you would like to share?

Customer success isn’t just a department or a role. It’s a mindset that should be embedded throughout a company. Businesses that embrace it as part of their culture will see better long-term success. And for those looking to build a career in customer success, always stay curious and keep learning. The field is constantly evolving, and there’s always something new to discover.

Andrew Marks, Co-Founder & COO, SuccessHacker

“I believe customer success will continue to become even more integrated into business strategy. Companies that invest in it properly will see stronger revenue growth. Automation and AI will also play a bigger role, but they won’t replace the human element.”