Customer Success & Technical Account Management · Remote across WAT / GMT / CET / EST

Most churn is visible months before renewal. I find it early, fix what's causing it, and grow the account instead.

Adoption stalls, sponsors go quiet and defects sit unresolved long before anyone signs a non-renewal. I score account health against evidence, rank what's wrong by business consequence rather than ticket age, and build the case for expansion once the account is stable enough to carry it. Eight years owning customer relationships end to end in e-commerce taught me what a revenue conversation costs when it goes wrong. You get one person who knows the account and owns what happens to it.

ucdavison07az@gmail.com +234 806 035 2695 LinkedIn ↗ Download CV ↓ Case studies ↓ Remote · WAT / GMT / CET / EST

150+ Orders delivered every month on a payment-on-delivery model, with every complaint, refund and save conversation handled personally

1,800+ Orders delivered per year across a customer book owned end to end

₦7M+ Average monthly revenue, from acquisition through repeat purchase

2×–5× Return on ad spend delivered across a portfolio of e-commerce client accounts

5Selected work

Scenario-based case studies produced during CSM / TAM certification. Account names and figures describe the assigned briefs, not live client accounts. Each full document is linked below: diagnosis, escalation plans, risk registers, EBR decks and scripts.

CSM & TAM · Sole author · HR / payroll SaaS

Zenith Pharmaceuticals Nigeria

Amber, trending red

₦55MAnnual contract value

The situation

Month 12 of a 24-month contract. Adoption stalled at 56% against an 85% benchmark, with two of four sites effectively unlaunched. A statutory PAYE miscalculation had been open for three months, exposing the client to tax and regulatory liability. The executive sponsor had gone silent for four months, the Group CEO had been pulled into a product defect directly, and two competitors had reached his office.

What I did

Classified the account against evidence: what made it amber rather than red, and the 30-day window before that changed.
Reclassified the payroll bug as a compliance incident: containment inside 72 hours, named engineering owner, dated fix timeline, and independent client-side verification before it could be marked resolved.
Built a 60-day sponsor recovery plan and read the northern-office blocker as a control and consultation problem, not technophobia, then offered the resisting HR lead a real configuration role instead of routing around him.
Maintained a formal technical risk register with probability, business impact, owner and target resolution per item.
Scripted a 90-minute executive business review that opened on accountability and closed on named metrics with dates.
Set five hard preconditions before the ₦22M expansion conversation could reopen, and refused to relax them.

Where it was vs. the bar it had to clear

Company-wide adoption56% → 85%

Renewal probability35–40% → 70–75%

Northern-office adoption34% → 65%

NPS27 → 40+

Payroll accuracy3 months of errors → 100%

At intake Target

The call I made: a 90-day recovery sequence prioritised by RICE rather than by whichever stakeholder was loudest, moving modelled renewal probability from 35–40% to 70–75% by Month 15, with three months of proof points banked before renewal talks open, and a combined account value of ₦77M/year at full expansion.

Read the case study ↗

Technical Account Management · Microfinance banking

TYM Bank × LendWise Enterprise

Expansion blocked

₦42MContract value

The situation

A three-state microfinance network running at 61% adoption against an 85% benchmark, with one region collapsed to 31%, enough on its own to block an ₦18M expansion, and an open CBN regulatory exposure sitting underneath it.

What I did

Mapped stakeholders across four authority layers so influence, not job title, drove the engagement order.
Built a 30-day engagement strategy targeted at the weakest region rather than spread evenly across the network.
Ran RICE prioritisation to isolate the single intervention that unlocked every other commercial outcome, and sequenced the rest behind it.

Where it was vs. the bar it had to clear

Network adoption61% → 85%

Weakest region31% → 85%

Expansion unlocked₦0 → ₦18M

CBN regulatory exposureOpen → closed

At intake Target

The call I made: one region, not the whole network, identified as the constraint, turning a diffuse "improve adoption" problem into a single funded intervention with a direct line to ₦18M of blocked expansion revenue.

Read the case study ↗

CSM · HubSpot Starter → Professional · Consulting

Zikoko & Partners Consulting

Green on usage Red on relationship

₦480KAnnual contract value

The situation

A 38-person consulting firm in Enugu, 18 months into a self-managed HubSpot Starter plan. Every usage signal was healthy: 8 of 8 seats active, 91% feature usage, contacts up from 500 to 1,240+, and an email open rate up from 25% to 38.6%. What was missing was a relationship: no QBR had ever been held, the account had passed through multiple CSMs with no strategic engagement, and renewal was six weeks away with no outreach scheduled. The Managing Partner's request to expand had been logged as a standard support ticket and never routed to a CSM, and a competitor had entered through the IT Manager while the account sat unmanaged.

What I did

Separated product health from relationship health, because the two were pointing in opposite directions and only one of them was being measured.
Traced the failure to a routing rule, not a person: an expansion signal from a decision-maker had been triaged as support. Mapped the correct path: flag upgrade intent, route to the assigned CSM, strategic call inside 48 hours.
Quantified the upgrade as a business decision rather than a cost: 9 additional user requests and 14 feature requests against a Starter plan that was forcing manual workarounds.
Built a 90-day mutual success plan: onboarding, dashboards and data cleanup by Day 30; workflow automation, a ₦15M pipeline made visible and an EBR by Day 60; quantified ROI and automated board reporting by Day 90.
Designed the governance to stop it recurring: assigned CSM ownership, automated QBR reminders, renewal monitoring, strategic engagement alerts, and a structured handover checklist for every CSM transition.
Wrote the renewal and expansion campaign: a personalised email to the Managing Partner, an internal briefing note to the VP of Customer Success, and a six-week nurture sequence through the upgrade decision.

Where it was vs. the bar it had to clear

User adoption100%, already clear

Feature usage91%, already clear

Email open rate38.6% vs 25% benchmark

QBRs held in 18 months0 → quarterly

Licensed seats8 → 17 requested

Account value₦480K → ₦1.6M

At intake Target

The call I made: ₦1.12M of expansion the customer had already asked for, recovered from a support queue, with an estimated ₦540K/hour productivity impact behind the upgrade case, and a governance model that makes account continuity a process rather than something a departing CSM remembers to hand over. Zikoko hadn't outgrown HubSpot. They'd outgrown the plan they were sold.

Read the case study ↗

CSM · Group project · HubSpot Enterprise

Danfo Digital Solutions

Red, 30 days to renewal

₦1.8MAnnual recurring revenue

The situation

One month from renewal with an AI-modelled renewal probability of 12%. Only 6 of 22 purchased licences were active, feature adoption sat at 18%, and NPS had fallen to 22. The account was being paid for and not used.

What I did

Interpreted the health data rather than reciting it, separating licence waste from feature-level disengagement, because the two need different fixes.
Traced the adoption decline directly to retention risk so the recovery case could be argued commercially, not anecdotally.
Built a proactive recovery plan with matched internal and client-facing communication, so the account team and the client heard the same story.

Where it was vs. the bar it had to clear

Active licences6 of 22 → 22 of 22

Feature adoption18% → 85%

NPS22 → 40+

Renewal probability12% → 70%+

At intake Target

The call I made: a 12% renewal reframed from a lost cause into a licence-activation problem with a 30-day plan. That is the difference between writing an account off and giving the renewal conversation something to stand on.

Read the case study ↗

CSM · Group project · Healthcare SaaS

Nova Health Clinics

Red, six months to renewal

4 pillarsHealth audit scope

The situation

A patient scheduling account in red status six months out from renewal. More than a third of the clinic network had never been onboarded at all, the contracted 25% no-show reduction was delivering 8%, and NPS had fallen from +51 to +14, a customer that had once been a promoter.

What I did

Scored the account across four health pillars with evidence attached to every score, so the status could survive challenge from the client.
Ranked the three risks by urgency rather than treating them as a flat list, because a never-onboarded site and a missed KPI do not compete for the same fix.
Built a 90-day re-engagement plan timed to land proof points before the renewal window opened, not during it.

Where it was vs. the bar it had to clear

Network onboarded62.5% → 100%

No-show reduction delivered8% → 25% committed

NPS+14 → +51 (its own high-water mark)

At intake Target

The call I made: a defensible red classification with evidence behind every pillar, and a 90-day plan sequenced so the client saw movement before the renewal conversation rather than promises during it.

Read the case study ↗

How I work

Three habits that show up in every account I've owned.

01 · Read

Diagnose before prescribing

Health scoring, adoption-by-site breakdowns, NPS movement and renewal-probability forecasting come first. A status is only useful if the evidence behind it holds up when the client pushes back on it, so every classification I write carries the reason it isn't the grade above or below.

02 · Escalate

Rank by consequence, not ticket age

A bug that creates statutory exposure is not a P3 because it was logged as one. I re-grade issues on business consequence, attach a named owner and a date, and use RICE to sequence competing work so the loudest stakeholder doesn't set the roadmap.

03 · Report

Give sponsors something defensible

Fixed-cadence written updates, not verbal reassurance, so a sponsor can forward them upward without translating. Executive business reviews open on accountability and close on named metrics with dates, and I'd rather commit to a smaller number I can evidence.

Track record

Where the habits came from.

Eight-plus years customer-facing across e-commerce ownership, paid media account management and multi-channel support.

Customer Success & Technical Account Management Project Experience

Digital Witch Academy, Cohort 1 Jan – Jul 2026 Applied practicum · simulated enterprise accounts

Diagnosed account health across adoption, sentiment, support and commercial pillars, scoring accounts red, amber or green with documented evidence behind every score.
Modelled churn risk and renewal probability, linking adoption decline to retention exposure months ahead of the renewal date rather than at the renewal conversation.
Prioritised competing remediation initiatives using RICE, isolating the sequencing that unlocked dependent commercial outcomes.
Produced executive business review decks and scripts, compliance-grade escalation plans, stakeholder maps across multiple authority layers and 90-day mutual success plans.
Wrote matched internal and client-facing communication for escalations, save conversations and expansion proposals, worked through HubSpot, Zendesk, Slack and Notion.

Founder & E-commerce Manager

Prime Digital Solutions 2021 – Present

Fulfil 150+ delivered orders per month, 1,800+ delivered orders annually, on a payment-on-delivery model at ₦7M+ average monthly revenue, personally accountable for retention and revenue with no diffusion of responsibility.
Handle every pre-sale question, complaint, return and refund request myself, protecting margin while keeping the relationship intact.
Negotiate rates and terms with suppliers and logistics partners to hold delivery timelines and unit economics, with cash collected only on successful delivery.
Use purchase data and customer feedback to adjust product mix and conversion, feeding insight back into acquisition.

Paid Social & Search Advertiser

Freelance, e-commerce portfolio 2017 – 2021

Generated 2,000+ qualified leads monthly and delivered 2×–5× return on ad spend through structured testing and optimisation.
Increased client sales 30–60% using data-driven campaign strategy.
Owned the relationship as well as the campaigns: recurring performance reports, review calls, and retention and renewal conversations handled directly.

Customer Support & Social Media Manager

Peculiar Frame Digitals 2016 – 2018

Handled multi-channel support across email, social and chat against same-day resolution targets.
Tracked every interaction in Zendesk and Freshdesk, keeping ticket records clean and auditable.
Worked with internal teams to close recurring service gaps instead of re-resolving the same tickets.

Toolkit

What I run accounts on.

CRM & helpdesk: HubSpot · Zendesk · Freshdesk
Workflow: Monday.com · ClickUp · Zapier · Slack · Notion
Reporting: Excel · Google Sheets · Looker Studio

Client-facing: Word · PowerPoint · Google Workspace · Canva · DocuSign · Loom · Calendly
Paid media & web: Meta Ads · TikTok Ads · Google Ads · WordPress · Elementor
Methods: RICE prioritisation · Account health scoring · Risk registers · 30/60/90 onboarding plans · EBRs
CRM & CS platforms (familiar): Salesforce · Gainsight · Totango · ChurnZero · Vitally

Credentials

Training and education.

Customer Success Management Training, Digital Witch Academy
IT Support Training in customer support, virtual assistance, sales and lead generation, Digital Witch Academy
AI Automation Training in Monday.com and Zapier, Koka Academy

B.Eng Mechanical Engineering, Federal University of Technology, Owerri
Foundations of Digital Marketing and E-Commerce, Coursera