Customer Success Manager

Experience: 2.00 + years

Salary: Confidential (based on experience)

Shift: (GMT+05:30) Asia/Kolkata (IST)

Opportunity Type: Hybrid ()

Placement Type: Full time Permanent Position

(*Note: This is a requirement for one of Uplers' client - Unifize)

What do you need for this opportunity?

Must have skills required:

B2B SaaS, Workflow Configuration, AI Tools

Unifize is Looking for:

Role - Customer Success Manager

Bangalore, India (hybrid, three days in office) | Full-time | 2 to 6+ years

About Unifize

In regulated processes, cross-functional work runs across siloed teams and fragmented systems. The hidden cost of holding that work together is what we call Coordination Tax. Unifize makes it visible, measurable, and reducible, so that decisions, evidence, and completion stay connected across every team involved.

Some of the people who run on Unifize:

A carmaker bringing an iconic American off-road name back as an electric truck. A manufacturer of the radio-frequency coils that go inside MRI scanners. A chemicals company making the catalysts oil refineries depend on. An employee-owned engineering firm, over a century old, building the telescoping masts that go up on fire trucks and military vehicles. A consumer health company whose products sit in millions of kitchen cupboards.

Electric trucks, MRI hardware, refinery catalysts, masts for emergency vehicles, supplements people swallow. Every one of them has to prove what they did and why, to somebody with the power to shut them down.

They do that on Unifize instead of on a quality system only the quality team opens, a document system nobody opens, and the email thread where the actual decision was made and then lost.

Every one of those departmental systems is organised around a department. Our argument is that the cost lives in the space between them. That is a harder thing to sell and a much better thing to be right about.

We are small deliberately, and further along than that usually implies: enterprise customers live in production, in an industry where nobody buys software casually and every purchase survives a procurement review. What we do not have yet is scale. That is the part you would be joining to build.

What You Will Own

The customer relationship after go-live, end to end. Adoption, health, renewal and expansion for a portfolio of accounts. You are the person the customer routes through, not around.

The handoff from implementation, jointly. You co-own making sure it lands properly, and once it has landed the account is yours. You can go back for missing context. You cannot disown the outcome.

Early detection. Noticing the account that has gone quiet before anyone raises a flag, and doing something about it. In our customers' world, low adoption is not a churn signal, it is a medical device company walking into an audit unprepared.

Quarterly business reviews people actually want to attend. Built on adoption data and a return-on-investment narrative, not a status deck. Run with a room of stakeholders, not just your champion.

Upsell and expansion. Identifying the opportunity, framing it, and running the conversation.

Configuration, at least to the point of self-sufficiency. Enough fluency in the platform to answer a customer's question without routing it to implementation. You do not need to be an engineer. You do need to be able to build a workflow.

Voice of customer, structured. Feedback that reaches product as prioritised, evidenced input rather than a relayed complaint.

The account's human map. Who the champion is, who the economic buyer is, who influences the decision, who gets irritated by what, and who else would notice if your champion left tomorrow.

What This Role Will Not Do

Close new business. That is Sales.

Deliver the implementation. That is the Implementation team, though you will co-own the handoff and stay close during rollouts.

Build integrations or write production code. That is Platform and Engineering.

Set the product roadmap. You will influence it with evidence. Product decides.

Own the strategy or headcount for the customer success function. That is the Director of Customer Success, at least until you have earned the argument.

Career trajectory at Unifize

We have a real career architecture rather than a vague promise of growth, and it forks.

The core path runs Customer Success Manager to Senior Customer Success Manager to Head of Customer Success. The senior step is not a time-served promotion; it is the point at which you stop running the portfolio well and start building the function around it, which means owning the health model, writing the playbooks, and coaching the next hire through their first ninety days.

Two forks are genuinely available and both have been taken by people here. Implementation leadership, if you develop delivery and configuration depth and find you would rather build the thing than steward it. Product management, if you are the person who consistently surfaces the gap that turns into a roadmap item, with evidence, before anyone else sees it.

Because the function is still being shaped rather than already set, the person who joins now has an unusual amount of say in what all three of those paths look like.

What We Are Looking For

Must-haves

Two or more years owning a portfolio in business-to-business enterprise software, with accounts in the USD 50,000 to USD 200,000 annual contract value range. Independent ownership, not supporting someone else's book.

A portfolio of roughly 25 to 50 accounts, of which at least 10 were high touch. High touch meaning you knew the people by name and by role, you were in the account often enough to notice a change in tone, and you had relationships beyond a single contact.

A tiering model, even an informal one. You can explain how you decided which accounts got your attention this week. An honest mental model is fine. No model is not.

Numbers you own. You can name an account, say what state it was in when you took it, what you did, and what changed. Adoption, net revenue retention, churn, cycle time, whichever is true. We will ask for the account name.

Fluency with United States enterprise customers. Not comfort. You have worked with American or Western enterprise buyers and can hold a conversation with a sceptical Vice President of Quality without being coached through it.

Multi-stakeholder navigation. You have walked into a room with several stakeholders, worked out quickly who mattered, and built past your first friendly contact.

You can configure a workflow, not just describe one. Curious about software and about what artificial intelligence is doing to this kind of work.

Writing that does not need rewriting. Your summaries and reports go out as drafted.

Genuine interest in and empathy for the customer.

Comfortable with non-standard hours and late shifts. Our customers are in United States time zones.

A computer science background is not required. Neither is prior experience in our industries.

Strongly Preferred

These three together are what move a candidate to the senior band. Individually they are welcome; collectively they change the conversation.

Experience in a regulated industry. Medical devices, life sciences, pharmaceuticals, aerospace, automotive, food, or similar.

Hands-on configuration experience on a no-code or low-code platform.

Experience managing or coaching a small team.

Permanent hard nos

Stated plainly so you can save yourself the application.

Consumer software. If your customer success or implementation experience is business-to-consumer, including education technology, this is not the right seat, however strong the record.

Portfolio annual contract value below USD 20,000. That is our floor for the kind of relationship this role runs.

Only Indian customers. No exposure to United States or Western enterprise buyers.

Relationship management with no operational or software substance. Warm, well-liked, no data discipline, cannot configure anything.

A support background only. Responding well to tickets is a real skill and it is not this job.

Treating customer success as reactive. If the customer has to tell you there is a problem, we are already late.

What Excellent Looks Like In 12 Months

Account health across your portfolio is stable or improving, and you can show it from data rather than assert it.

Your customers route through you. When something matters, you hear it first.

Your quarterly business reviews are looked forward to. At least one customer has said so unprompted.

At least one expansion has closed, or is credibly in flight, that started as something you noticed.

A health model, playbook or tiering system you built is in use by someone other than you, and would survive your absence.

You have taken one at-risk or recovering account and stabilised it.

The Director of Customer Success is measurably less involved in the day-to-day of your accounts than when you joined, because you have taken them on rather than because anyone stepped back.

How We Work

Written first. Decisions live in documents, not in someone's memory. If it matters, it is written down and someone can disagree with it in the margin.

You will talk to customers in your first week. There is no long shadowing period. Two people sit on every account call and both are expected to speak.

Nobody is protected from the product. You will be expected to build in it, break it, and tell us what is wrong with it.

Direct feedback, both directions. You will get told when something is not good enough. We would like you to do the same, including upwards. A candidate who cannot disagree with a founder in an interview is a poor fit for how this team runs.

Honesty over polish. The product is deep and takes real time to learn, because the processes it models are genuinely complicated. Nobody here will pretend month two is comfortable. We would rather say that plainly now than have you find it out later.

Why this role is interesting

Most customer success roles are stewardship. You inherit a book, a health score somebody else designed, and a playbook you follow. The ceiling is how well you execute someone else's system.

This is closer to the opposite. The accounts are real and well understood by the people who hold them; what is not yet built is the system around them. You would design the health model, decide what a tier means here, write the playbooks and set the standard later hires are measured against, with a Director who has lived these accounts to pressure-test it and enterprise customers already in production to test it on. Very few people are handed that brief, and fewer still are handed it with that much real material to work from. It is genuinely hard and it is the reason to take the job.

The second reason is the stakes. In most software, low adoption means a customer eventually leaves. Here, low adoption can mean a manufacturer of medical devices cannot evidence a decision to an auditor, or cannot trace why a change was approved eight months ago. Being accountable for that is a different kind of work, and the customers know it, which is why they take the relationship seriously.

The third is the argument itself. We are claiming that the real cost in regulated work is not in any one department's system but in the coordination between them. That claim gets proven or disproven inside customer accounts, by someone who can show cycle times coming down. That someone is this role.

Location and work model

Bangalore, Shivaji Nagar (Hybrid, three days a week in office), Reach office at 1 PM and leave y 5-6 PM and continue working from home.

Our customers are in United States time zones, so the working day runs later than an Indian standard shift; think roughly 2pm to 11pm, shifting an hour with daylight saving. This is not a night shift and we do not want it to become one.

How to apply for this opportunity?

• Step 1: Click On Apply! And Register or Login on our portal.
• Step 2: Complete the Screening Form & Upload updated Resume
• Step 3: Increase your chances to get shortlisted & meet the client for the Interview!
  
  
  

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