The Silent Revenue Killer

Role confusion doesn’t just slow teams down. It silently kills revenue growth.

I saw this firsthand with a company where technical support also handled implementations.
On paper, it seemed efficient: same skill set for the resources, a tracking system for cases or projects.
In reality, it was chaos.

As support cases ebbed and flowed, and as support agents tried to resolve complex installation issues through back and forth emails, implementation timelines slipped. In the end, customers were frustrated long before the first renewal conversation.

The result?
While GRR was in the mid 90s, NRR was barely north of 100. Surface level, this seemed ok, but in reality the opportunity cost was extravagant. They were leaving 15 to 20 points of net revenue retention on the table.
Their NRR should have been north of 120%, but customers didn’t want to talk about upgrades after such a painful start.

The problem wasn’t effort (despite the general feeling that support was “failing”). It was design.

You simply can’t develop deep competency in your role when it spans multiple disciplines.
Implementation excellence requires a different skill set, and mindset, than reactive support.

Post-sale growth comes from disciplined focus.
If you’re trying to build customer loyalty and expansion while asking one team to wear three hats, you’re already paying for it in missed revenue.