As our Mid-Market segment grew, we reached a point where a single generalist CSM owning onboarding, renewals, adoption, escalations, and QBRs was no longer sustainable. What initially felt efficient quickly became a bottleneck — for customers and for the team. Instead of adding headcount immediately, we stepped back to evaluate where our model was breaking down and why. This session walks through how we identified structural gaps in our Mid-Market motion, the signals that told us the generalist model had reached its limit, and the steps we took to introduce clearer role specialization across Account Managers, Implementation Specialists, and Customer Success Managers. I’ll share how we defined responsibilities, built repeatable handoffs, and designed workflows that allowed a small team to scale more effectively while improving consistency, customer clarity, and internal alignment. Attendees will leave with: - A practical way to recognize when a generalist CSM model is no longer serving the business - A framework for separating AM, Implementation, and CSM responsibilities in a Mid-Market environment - Examples of how to build clean handoffs and repeatable workflows without increasing headcount - Lessons learned from evolving a Mid-Market motion that supports scale, team health, and customer outcomes