Customer Lifecycle Strategy for Product Sunset & Churn Protection

Situation

The client made the strategic decision to discontinue a legacy product, which affected 20,000 business customers and had become financially unsustainable. The organization needed to discontinue 50,000 products while protecting bundled-product relationships and avoiding churn risk across the broader customer base.

What I Led / Owned

  • Designed the customer segmentation and transition strategy by integrating data from multiple enterprise systems, identifying risk profiles, edge cases, and lifecycle paths to guide outreach and minimize churn across bundled services.

  • Influenced leadership decisions by uncovering overlooked customer scenarios and presenting real examples that reshaped the product sunset plan toward a more customer-centric approach.

  • Architected a multi-touch lifecycle outreach model in partnership with marketing and customer operations, coordinating email, outbound calls, and robo-notifications to build trust and drive successful transitions.

  • Defined targeting logic and delivered operational execution lists across marketing, technology, and outreach teams, ensuring consistent customer treatment throughout the 16-month program.

  • Established completion tracking and performance reporting with Tableau dashboards to monitor progress at scale, and collaborated with technical teams to operationalize transition data feeds.

  • Balanced operational complexity by designing differentiated strategies for single-product vs. multi-product customers, aligning execution with both customer experience and business objectives.

Result

  • Delivered measurable cost savings by fully retiring an unprofitable product without harming customer experience.

  • Successfully transitioned or sunset all 50,000 products and maintained baseline churn rates despite significant product change within bundled customer relationships.

  • Enabled a seamless migration path for customers moving to a partner provider while ensuring a clean shutdown for others.

Enterprise Network Configuration Transition & Capacity Optimization (100K Business Customers)

Situation

Led a multi-year enterprise program to transition business customers from legacy connectivity configurations to new models due to infrastructure capacity constraints. The initiative required aligning engineering timelines, customer outreach, and operational execution while minimizing disruption across a large commercial customer base.

What I Led / Owned

  • Designed customer segmentation and transition strategy using integrated enterprise data to prioritize outreach based on customer value, product complexity, and risk

  • Led cross-functional governance across engineering, marketing, outreach, and operations teams, facilitating stakeholder alignment and execution planning

  • Built reporting and monitoring frameworks, including dashboards and daily data feeds, to track transition progress and guide decision-making

  • Developed a cross-organizational scheduling tool to identify conflicts between infrastructure changes and customer communications, reducing last-minute disruptions

  • Established scalable processes and tooling that enabled expansion of the program into additional business units

Outcome

  • Successfully transitioned legacy configurations across ~100,000 business customers

  • Improved infrastructure capacity utilization while maintaining a positive customer experience

  • Reduced execution risk through proactive conflict identification and structured governance

  • Delivered a repeatable operating model reused for subsequent transition initiatives

Enterprise Customer Decision Model Transformation & Outreach Operating Model Design

Situation

Business customers at the client were managed at the account level, resulting in fragmented outreach across multiple locations and product lines. Strategic initiatives often triggered duplicate communications to the same decision-makers, creating poor customer experience and limiting accurate forecasting. The organization lacked a unified customer-level operating model for outreach, planning, and reporting.

What I Led / Owned

  • Redesigned the outreach operating model from account-level execution to a customer relationship–based decision framework, enabling single-touch engagement across complex business portfolios

  • Identified and secured access to enterprise billing data to establish a reliable customer-level view not previously used outside finance

  • Reworked segmentation, reporting, and forecasting approaches to support customer-level planning while maintaining location and product visibility

  • Partnered with marketing and strategic initiative leadership to implement new templates, targeting logic, and governance practices

  • Introduced dual-layer reporting (customer and account) to improve forecasting accuracy for outreach, truck rolls, and equipment transitions

Outcome

  • Eliminated redundant outreach and improved customer experience across strategic initiatives

  • Established a scalable customer-centric operating model adopted across future transformation programs

  • Enabled more accurate forecasting by aligning planning to real customer relationships rather than isolated accounts

  • Influenced broader organizational evolution toward CRM adoption for business customers