Customer Success Manager (Jan 2026)

ABOUT TERRA DOTTA:
Terra Dotta is a global software company that provides more than 700 organizations with software that allows them to manage international education programs. Terra Dotta offers an exciting workplace dealing with organizations worldwide and working with staff who have worked, lived, and studied around the globe. We foster internationalization for incoming and outgoing teams, faculty, and students, increase travelers’ safety and reduce organization liability. 

OUR VISION:

Transforming the future through global connections today.

OUR MISSION:

Develop innovative solutions that delight and empower international educators by expanding their global impact, fostering life-changing cultural exchanges, and preparing students to flourish in a global community.

The Role: 

As a Customer Success Manager, you love working with people, cultivating long-lasting relationships and new, existing customers and internal stakeholders. The Customer Success Manager serves as the single accountable owner for assigned customer accounts. This role operates as a strategic partner, credibility carrier, and execution leader for institutions navigating constrained staffing, budget pressure, regulatory complexity, and heightened expectations to do more with less. 

The role requires grounding all engagement in the customer’s day-to-day operational reality and building trust through visible ownership, transparency, and follow-through.  Our customer’s ability to successfully use our products drives our success and you embrace the opportunity in being a catalyst in them meeting their goals. 

Customer Success is a company-wide responsibility at Terra Dotta; however, the Customer Success Manager holds clear accountability for driving alignment, enforcing follow-through, and ensuring commitments are delivered consistently across all internal teams. 

Key Responsibilities 

1. Renewals and Commercial Ownership 
   Own the end-to-end renewal process for assigned accounts, including retention strategy, risk identification, and timely execution. Surface renewal risks early and manage expectations transparently, especially when product or operational gaps exist. Partner with Sales on expansion, upsell, and contract alignment when appropriate, ensuring commercial discussions reflect delivered and achievable value. 
2. Single-Threaded Account Ownership 
   Act as the sole accountable owner for the overall customer relationship and enterprise experience. Ensure Terra Dotta presents as one coordinated enterprise partner rather than a collection of disconnected functions. Eliminate ad hoc or uncoordinated outreach by aligning internal engagement to agreed-upon roles, contacts, and communication protocols. 
3. Product-in-Context Strategic Leadership 
   Lead customer engagement grounded in actual workflows, site configuration, and operational use cases rather than generic best practices. Distinguish clearly between temporary workarounds and durable solutions, supporting informed planning and sequencing. Connect product direction and roadmap context to the customer’s most pressing operational priorities. 
4. Customer Health and Enterprise Risk Management 
   Monitor customer health cumulatively across product usage, support history, incidents, sentiment, and engagement. Identify enterprise-level risk early and take ownership of stabilization plans rather than treating issues as isolated tickets. 
5. QBRs and Executive Engagement 
   Lead Quarterly Business Reviews.  Use structure for discipline while centering discussions on changes since the previous engagement, ongoing areas of operational compensation, and clear commitments with named owners and timelines. 
6. Cross-Functional Authority and Execution 
   Serve as the single accountable owner for enterprise execution across Product, Support, Enablement, Implementation, and Sales for assigned accounts. Drive alignment, enforce follow-through, and ensure issues are not marked resolved without functional validation. Balance internal advocacy with transparent, realistic external communication. 
7. Escalation and Incident Ownership