AI & ML

Where good (business) ideas die

By
Steve Hazelton
June 4, 2024
5 min read

Years back I had an idea that every time a customer expressed some sort of "love" we would reach out and ask them to be a reference. The way this was supposed to work was that the Support/CS person would forward any happy customer to the marketing team as a "Reference Lead.” Then, marketing would reach out to the customer. Nothing groundbreaking here. If your business doesn't already do this, go ahead and give it a shot. Happy customers close deals for you.

And at the end of the first month, nothing. Why?

Do none of our customers like us?

Did our Support Team drop the ball?

Did the Marketing team drop the ball?

Did the customer refuse?

If you manage groups of people, you can certainly think of other examples.

Like, "Whenever there is a new customer contact, make sure you log it to Salesforce, dang it!"

Or, "Whenever there is a bug report, log it to JIRA."

The reference harvesting failure has stuck with me. It was so simple, yet it failed spectacularly.

I have three takeaways from this that guide me today:

First, in our world of "Knowledge Work" almost every new policy/idea requires a new manual task. Add it to Excel. Track it in CRM. I would say we've built an entire ecosystem centered on digital logging, but it is more like a multiverse. Every silo has its own physics with its own rules and workflows.

Second, every ‘silo-bounce’ increases the failure rate. "Take this thing from Support and log it for the Product Manager so they can recommend it to Engineering." Boing. Boing. Crash. Intersections are more dangerous than freeways.

Finally, whenever you implement a policy, it will fail unless you lean in and check on it regularly, and you probably won't. No coach, no team.

The future will be a much better place for your co-workers and customers.

Artificial Intelligence, after you do the hard things like building integrations, cleaning data, de-duping, creating a UI and then a data-API, will improve your business, your customers, and your life.

There will be no more manual logging. There is no need to ask someone to forward an event.

Your coworkers won't have the soul-sucking task of "logging it if it is important." Your customers won’t email managers, "No one has gotten back to me."

Until that time...

Tomorrow, your team will be assigned a new task to log something for someone else's team. Some people will forget. The other team will be required to read that information. Some people won't do it.

In three months, your CEO will be annoyed. "What ever happened with that one thing I asked for?"

This is one of the reasons my team and I started building Sturdy in 2019. There are too many people logging minutiae so that someone might find the time to read it. There are too many customers that fall through the cracks that could easily be saved. There are too many good ideas that die because of failed execution and lack of accountability.

It doesn't have to be this way.

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Customer Churn

The Most Dangerous Threat to CROs

Joel Passen
July 1, 2025
5 min read

The most dangerous threat to CROs doesn’t live in the opportunity pipeline.

It's churn.

  • It doesn’t scream like a missed quarterly pipeline goal.
  • It doesn’t show up in dashboards until it’s too late.
  • It's rarely caught by a generic 'health score'.
  • It's the board meeting killer.

Retaining and growing our customers is the only repeatable, compounding, capital-efficient growth lever left in B2B businesses.

📉 CAC is way up.

📉 Channels are saturated.

📉 Talent is expensive.

📉 Competition is fierce.

📉 Switching costs are low.

The path to $100M used to be “sell, sell, sell.”

Today? It’s “land, retain, expand.”

No matter how strong your sales motions are or how slick your product or service looks during the sales process, if your customers are churning, you’re stuck in a leaky bucket loop of doom.

Every net-new dollar you win is offset by dollars you lose. It's just math.

Yet most GTM orgs still operate like retention is someone else’s problem. "That's a CS thing."

  • The CS team might “own” the customer post-sale.
  • Account Management may own the renewal and growth number.
  • Support is in the foxhole on the front line.
  • RevOps might model churn with last quarter’s data.
  • Marketing might send an occasional newsletter via email.
  • Finance may be leaning in on the forecasting.
  • Product is building things that supposedly the customers want.

But in reality, churn is the CRO's problem. We wear it - or should.

If your go-to-market motion isn’t designed to protect and grow customers from Day 1, you’re not just leaving money on the table — you’re setting fire to it.

Retention and expansion aren’t back-end functions. They’re front-and-center revenue motions.

The most valuable work these days starts after the contract is signed — not before.

We need to stop treating post-live as a department and start treating it as the engine of durable growth.

Software

Have you heard this from your CEO?

Joel Passen
April 29, 2025
5 min read

"How are we using AI internally?"

The drumbeat is real. Boards are leaning in. Investors are leaning in. Yet, too many leaders hardly use it. Most CS teams? Still making excuses.

🤦🏼 "We’re not ready."Translation: We don't know where to start, so I'm waiting to run into someone who has done something with it.

🤦🏼 "We need cleaner data."Translation: We’re still hoping bad inputs from fractured processes will magically produce good outputs. Everyone's data is a sh*tshow. Trust me. 🤹🏼♂️ "We're playing with it."Translation: We have that one person messing with ChatGPT - experimenting.

😕 "Just don't have the resources right now."Translation: We're too overwhelmed manually building reports, wrangling renewals, and answering tickets forwarded by the support teams.

🫃🏼 "We've got too many tools."Translation: We’re overwhelmed by the tools we bought that created a bunch of silos and forced us into constant app-switching.

🤓 "Our IT team won't let us use AI."Translation: We’ve outsourced innovation to a risk-averse inbox.

It's time to put some cowboy under that hat 🤠 . No one’s asking you to rebuild the data warehouse or perform some sacred data ritual. You don’t need a PhD in AI.

You can start small.

Nearly every AI vendor has a way for you to try their wares without hiring a team of talking heads to perform unworldly 🧙🏼 acts of digital transformation.

Where to start.

✔️ Pick a use case that will give you a revenue boost or reveal something you didn't know about your customers.

✔️ Choose something that directs valuable work to the valuable people you've hired.

✔️ Pick something with outcomes that other teams can use.

Pro Tip: Your CEO doesn't care about chatbots, knowledgebase articles, or things that write emails to customers.

What do you have to lose? More customers? Your seat at the table?

CX Strategy

Talent gets you started. Infrastructure gets you scale.

Joel Passen
April 29, 2025
5 min read

We obsess over hiring A-players. But even the best GTM talent will flounder if the foundation isn’t there.

I’ve seen companies overpay for “rockstars” who quit in 6 months—not because they weren’t capable, but because they were dropped into chaos. No ICP. Bad data. No process. No enablement. No system to measure or coach.

Great GTM teams aren’t built on purple squirrels. They’re built on a strong foundation.

That foundation looks like this:

✅ A crisp, written ICP and buyer persona (not just tribal knowledge)

✅ Accurate prospect data to target the right ICP

✅ A playbook that outlines how you win—and how you lose

✅ A clear point-of-view that your team can rally around in every email, call, and deck

✅ Defined stages, handoffs, and accountability across marketing, sales, CS

✅ A baseline reporting system to see what’s working—and what’s not

When this exists, you can onboard faster, coach better, and scale smarter. It's not easy, and it’s not sexy, but it works.

Want to cut CAC and increase ramp speed? Start with your infrastructure. Hire into a structure.

How many customers will you have to lose before you try Sturdy?

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