stratexo

Most CS teams plan capacity as a to-do list that expands to fill the week. I borrow the S&OP habit of segmenting the book first, then scheduling a fixed number of hours against it — with a real buffer built in for what I can't predict.

Most CS teams size headcount off a flat ratio copied from a benchmark deck. I use the same segmentation and buffer logic supply chain uses to staff a warehouse — and it changes the shape of the team before it changes the org chart.

Churn isn't a support problem. It's a supply problem. Here's the framework a former supply chain strategist uses to run Customer Success like a forecast, not a report card.