We're building the CS function that takes Nory from a $10M to a $40M book without scaling headcount linearly — AI-first by design, not as an experiment.
As we accelerate our expansion into the US, and globally, we need more firepower to help us move quickly. The book's targeted to grow from $10M today to $17M by the end of this year, and $40M by the end of next — that's real momentum, and it means how we operate today needs to keep evolving to keep pace.
Today, two player-managers are carrying both a book and a team, plus one CSM in the US without senior coverage. This hire adds real firepower — someone whose whole job is building the AI-first model and coaching the team, so everyone gets more time back from the admin load and real hands-on support in their own growth.
A CS leader who has personally built and run a CS function at $10M–$30-50M ARR B2B SaaS through fast growth — not inherited one. They've owned NRR as a forecastable number, rebuilt their function around AI as the operating model (not a pilot), and taken at least one player-manager through the transition to leader. Commercially minded without being an account manager. Credible with a COO or CFO on the numbers, even without a hospitality background.
If AI carries the grunt work, CSMs are freed for the work only humans can do, and book-per-CSM improves materially without a quality trade-off.
Hands-on technical ability to build this themselves — this is what lets the team move at the pace this growth demands, so it's the one thing we won't compromise on.
The brief gives real inputs — segment data, team structure, churn position — and asks for a diagnosis before a plan. We're deliberately not running a closed-room, no-prep format; how they work with real inputs is the signal. *TBC — still finalising the full task stage; a complete brief will follow.*
Two 30-minute sessions with James and Luc, focused purely on Nory's four values — this doesn't re-test anything already covered in the HM interview or task stage. For this role specifically, it's a GTM-lens read: listen for retention and commercial outcomes mentioned unprompted, a bias to ship rather than wait for the perfect motion, and building their own view of the book rather than being told. Also probe how they lead a UKI-heavy team while based in NYC — real timezone and influence overhead, not just a formality. Full culture stage guide →
For Final: Vision, mission and culture alignment with Conor — a genuine two-way sell, not a re-test of earlier stages. We're confirming they're bought into the same destination as us: a book heading to $40M, North America as the growth engine, and Series C likely next year. Also covers their read on the hospitality operator as a customer, where they think a CS function creates the most value at our stage (and what they'd refuse to do), and whether they're building for the next 18 months, not just the next 6.
Very few Head of CS roles are actually greenfield at this scale — org design, playbooks, tooling and the hiring plan are theirs to shape, not inherit.
AI-native CS is the mandate, not a fight for permission. Most CS leaders are pitching for budget to experiment with AI on the side. Here it's the job description, and the product itself is agentic AI — they'll be building the thing we sell, for the org that sells it.
Backed to grow. Series B from Kinnevik, book scaling from $10M to $40M, North America as the priority market — with them as the senior CS voice on the ground as that happens.
Real proximity to the top. Direct line to the VP CS, exposure to SLT and Conor, and a seat shaping the product roadmap through VOC — not a layer removed from where decisions get made.
Work that shows up in a P&L, not a dashboard. Multi-site hospitality operators run on thin margins and measure everything in labour cost, food cost and covers — CS impact here is measurable in the customer's numbers, not an adoption metric.