I build and scale the customer organizations behind software companies - turning Customer Service, Success and Support into operating models that create transparency, raise standards and scale across a group without losing local expertise.
Andy Butz
Group Head of Customer Service
Orca Group
Not activity - outcomes. Revenue recovered, cost removed, teams built. Every figure below is drawn from work I led directly.
ARR recovered
A churn-announced enterprise account reframed into a secured three-year renewal.
Account expansion
Revenue growth within a flagship enterprise customer through structured adoption.
Ticket demand reduced
Tiered, AI-enabled support architecture that improved cost-to-serve.
Professionals led
An integrated global post-sales organization of individual contributors and people managers, built and led through Series B, C and D.
Health signals
A Customer Health Score lifting portfolio health from 29 to 41 in three months.
Years in SaaS & tech
From inside-sales leadership to integrated post-sales across global technology.
Post-sales is where growth is won or lost.
Done right, it stops being a cost center that reacts to churn - and becomes the operating system that compounds retention, expansion and trust. My work is to build that system, and the people who run it.
The six core disciplines I bring to a post-sales organization - each strong on its own, and designed to reinforce the others rather than compete for headcount.
Scalable operating models across Customer Service, Success and Support - and across multiple companies. Shared standards and governance where difference creates no customer value; local product expertise kept where it does.
Common KPI definitions and comparable reporting - one language before performance is compared - turning multi-dimensional signals into a steerable view of risk and opportunity.
A consistent experience across the whole customer journey - onboarding, support and success as one motion on shared processes and platforms - so customers meet one standard, not five different ones.
Onboarding, Train-the-Trainer, knowledge management and quality assurance that compress time-to-value and give every team a shared, reliable foundation.
Turning historically independent teams into one operating model - transparency, shared definitions, clear priorities and group-wide governance that outlast any single reorganisation.
AI and automation as a multiplier for customer experience and scale - voice, chat, self-service, agent assist, classification and routing - woven into the operating model, not bolted on, and never an end in itself.
Where I've built these disciplines - from first CSM in a region to a group-wide Customer Service role across eight companies, spanning LinkedIn, Microsoft, Salesforce, AppDirect, Quantum Systems and now the Orca Group.
2026 - Present
Group-wide · 8 companies
Group Transformation
2024 - 2026
Munich
Integrated Post-Sales
2022 - 2024
Remote
Building CS
2020 - 2022
Munich
Commercial Transformation
2017 - 2020
Munich
Strategic Enterprise CS
2016 - 2017
Germany
Enterprise Change
2015 - 2016
Germany
CS at Scale
2014 - 2015
Europe · 12 countries
CRM & Scale
2012 - 2014
DACH
Operational Leadership
I extend trust early and recognise potential before it proves itself. It's the fastest way to grow people - and it compounds.
Most of what I've led had no playbook when I arrived - first CSM in a region, a support org from scratch, now one operating model across many companies. I turn ambiguity into a working system, then make myself replaceable.
Scale comes from operating models, not individual effort. Clarity of ownership beats firefighting every time.
How a customer experiences trust and partnership is designed - through health scoring, planning and deliberate executive engagement.
The way I think about customer operations. It stops being a cost center the moment teams share the same definitions - when signals become decisions, and decisions become outcomes, governed and comparable rather than improvised.
40+ health metrics, usage, sentiment and lifecycle events - captured continuously across the portfolio.
Segmentation and scoring turn noise into a prioritised, steerable view of risk and opportunity.
Governance forums and Success Planning convert insight into deliberate, executive-level choices.
High-Touch / Low-Touch motions, tiered support and enablement execute with clear ownership.
Retention, expansion and margin - compounding, and scaling without linear cost.
40+ health metrics, usage, sentiment and lifecycle events - captured continuously across the portfolio.
Segmentation and scoring turn noise into a prioritised, steerable view of risk and opportunity.
Governance forums and Success Planning convert insight into deliberate, executive-level choices.
High-Touch / Low-Touch motions, tiered support and enablement execute with clear ownership.
Retention, expansion and margin - compounding, and scaling without linear cost.
Every scalable customer organization rests on the same four foundations. This is the operating system behind every organization I build.
People
Leaders, not dependencies.
I build teams that outlast me.
20 led — ICs and managers, Series B to D.
Process
One journey, not five teams.
Churn hides in the handoffs — so I design them out.
High-touch and low-touch, by design.
Data
Clarity beneath the metric.
I manage what's beneath the metric, not the metric.
Portfolio health: 29 → 41.
Technology
People, freed to focus.
Technology isn't the hero. People are.
~30% less manual ticket demand.
This is the system I use to build and scale customer service and post-sales organizations. How it should work in yours is the conversation.
Let's talk
“He doesn't chase short-term gains - he builds lasting legacies. His frameworks reshaped how our customers perceive value, trust and partnership.
Klaus Friedrich Hengstmann
Head of Modern Selling Academy · University of St. Gallen, Executive Education
On change leadership
I hired Andy at Microsoft, where he quickly made a significant impact - bringing real change-management expertise and collaborating closely with the sales organisation.
James McGill
Chief Customer Officer, Interim & Advisory · ex Salesforce, Adobe, Microsoft & HireVue
If you're scaling a company - or bringing several together - and rethinking the operating model behind Customer Service, Success and Support, let's talk.
