When I joined Adwerx as Director of Partner Marketing, the role was quickly adjusted to Director of Retention Marketing — a signal that keeping partners and customers engaged mattered as much as retaining the revenue. At the same time, the Account Management team was reorganizing around retaining the ARR the company was selling at a fast pace, and the VP of Customer Experience and senior leadership asked me to build a marketing treatment that would move retention outcomes. The problem: when I asked what actually drove retention, no one could answer with data — only with gut feeling.
I partnered with our data science team and RevOps to analyze 20+ potential signals across 200+ enterprise customers, combining in-app behavioral data (logins, in-product spend, campaign activity), CRM data, and NPS scores to isolate the strongest predictors of renewal. The clearest signals turned out to be at the individual-agent level: how much each agent spent with us outside the core enterprise relationship, and how consistently agents added sellers to their automated listing campaigns. The analysis also surfaced specific deal patterns and growth periods tied to certain AEs that correlated with weaker customer outcomes, which we brought back to sales leadership to address directly.
From there, I built an ideal customer communication lifecycle and worked with the VP of Customer Experience to automate it through marketing touchpoints, equipping account managers with templated account reviews, custom marketing assets, and case studies designed to drive the behaviors the data pointed to. The findings became a north star for broader resourcing decisions, including reprioritizing investment in the B2C engine during a period of heavy enterprise focus, since retained ARR depended on the same individual-agent engagement the analysis identified.