This past week, Gain held its annual Customer Success onsite retreat. (Here’s the post from last year’s.)
While the majority of our teams hail from the Des Moines area, we have a few folks who came in from nearby towns as well as Texas and Nebraska.
The purpose – training, team building, sharing of best practices on customer support – drove the agenda over the week. As always, it was great to connect in person. From a management perspective, it’s particularly gratifying and affirming to see the excellence that Gain has built in this area.
The Gain teams which support customers – Customer Success and Product Solutions – total twenty-one full-time, U.S.-based employees.
By industry standards, this is remarkable as these teams’ staffing is larger than the entire business units of our competitors – not just the teams that support customers, but also including their engineering, accounting, marketing, and sales roles.
This is not just a reflection on Gain’s success; it’s also symptomatic of our vastly different priorities and approach.
On the one hand, our competitors are managing down fading businesses with shrinking customer bases. Accordingly, they look for cost savings through technology and initiatives such as automated support ticketing systems and off-shoring staff to control costs.
On the other hand, Gain attributes its hard-won reputation and growth to the highly-personalized partnerships we build and nurture: each customer has an assigned, highly-trained Customer Success Manager who is invested deeply in their outcome. Our support function is not viewed as a cost-center, but rather as a driving force behind our success.
We recognize that this approach is out of fashion at the moment. SaaS companies are embracing AI agents and automated ticketing systems to replace human interaction and expertise. Nevertheless, Gain has zero interest in moving away from the personal relationships we build with customers, not just during the sales and onboarding process, but on a continuous basis thereafter.
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