Life at Multiverse

We’re ambitious about the impact we want to create, and a key part of this is Multiverser’s development. With competency mastery at our core, we recently refreshed how we think about Product Management as a craft. Today, we’re sharing our new internal framework for Product Managers (PMs) at every level at Multiverse.

Our goal for the framework is that it’s fair, actionable, and measurable. It should create a pathway for great Product Management through clear expectations, speak to every aspect of the product development lifecycle, and help PMs—and Multiverse—grow.

The evolution of Product Management at Multiverse

Our team has experience across the spectrum—from seed-stage startups to public companies, including Google, Spotify, Meta, Hubspot, and more. With this wealth of knowledge, we initially adopted a simple way to understand Product Management: by asking four key questions (4Q) that focused on impact, speed, product expertise, and leadership.

1. Are you achieving impact? It all comes down to this. You need to build software our users want and love.
2. Do you ship at pace? We’re a scale-up and still have a lot to build. We need to be nimble and build fast.
3. Are you the expert on our user and product? The more you understand user needs and the product, the higher the chance of building the right tools and features for impact.
4. Are you leading and motivating your team, stakeholders, and organisation? If everyone shares the same mental model of the user and business goals and is excited about what you are building, the faster you can ship.

This simple rubric served us well during our rapid growth. It helped ensure that PMs delivered for users, shipped at a pace, and led their teams effectively. However, as Multiverse grew to 800+ employees and our product team matured, we needed something more robust.

Introducing our new competency framework

Our new framework uses the Driver Tree approach—a more dynamic, outcome-focused way to align every PM’s growth with business impact, rooted in the original intentions behind the 4Q approach. The Driver Tree links each category of competencies— shipping, mastery, and leadership—directly to role-specific expectations, making it clear how PMs at each level can create user value by driving the product's and the business's success.

The framework avoids ambiguity by detailing the skills required at every role level. As PMs progress in their careers, they take on greater responsibility and more complex problem spaces. The framework will help them navigate this progression by clearly defining what success looks like at each stage. PMs can assess their standing and provide clear, concrete examples of what is expected at each level.

Try the framework yourself

We’re excited to open up this framework for anyone to use. Take a look at it here, make a copy, and feel free to adapt it to your teams. As Multiverse continues to grow and evolve, so will this framework. We welcome any feedback and look forward to hearing how it works for you.

ERGs are groups created for employees and led by people who share common life experiences or identities. Typically, these groups are comprised of people within communities that have been historically and systemically marginalised.

ERGs provide support and safe space for underrepresented and/or marginalised communities. They help employees in their professional development, increase engagement and retention, and drive towards organisation-wide goals. Disabilities @ Multiverse is a community for those who identify as having an apparent, non-apparent, short term, long term disability and/or identify as neurodivergent. Our ERG is open to all employees who are passionate about creating an inclusive workplace for individuals with disabilities.

We sat down with Meelie Thorpe, Apprentice Support Executive based in our London and the new Disabilities @ Multiverse Chair, to talk about her new role.

What inspired you to run for Chair of Disabilities @ Multiverse?

My incredible colleagues who form the heart and soul of Multiverse inspired me to run for Chair. I am continually excited by the idea of creating a vibrant space where we can all share, connect, and enjoy the company of people who experience the world in a similar way. For me, it's essential that this community encourages connection and sharing, but also advocacy and learning. I’m passionate about having a tangible, positive impact on our employee experience!

What is the main goal of your ERG?

My main goal of the ERG is to cultivate an inclusive and empowering environment for employees with disabilities and allies, promoting awareness, support, and career growth opportunities within the company. Our aim is to enhance workplace experiences and create an equitable and inclusive community where disability can be celebrated! Conscious inclusion is at the heart of everything we do.

Why do you think the ERG is important?

For me, it is important to make meaningful contributions to creating an equitable and inclusive experience for all employees. The barriers that people with disabilities face in society mean that often we do not have the same opportunities as our peers. The ERG is an important step towards bridging that gap, and creating a safe space for members to contribute to the growth and development of employee experiences at Multiverse.

What are you proud of achieving so far?

So far we’ve already had amazing opportunities to share through our quarterly events and monthly meetings.

In September we put on an internal roundtable titled: Voices of Strength: Creating Accessible Spaces at Multiverse. Which we put on to provide a platform for employees with disabilities to share their experiences, insights, and discuss key topics related to workplace inclusion, accessibility, and support.

And in celebration of International Day of Persons with Disabilities in December, we’re putting on a series of events:

• A neurodiversity champion workshop.
• An inclusive manager workshop.
• And a session on making our product (even) more accessible.

If our commitment to diversity inspires you and you wish to be a part of a company that invests genuinely in its people, we would love to have you on board. See live roles.

Tell us about your recent career change at Multiverse.

I joined Multiverse in May 2022 as a Coach in what was then the Data Literacy Programme (DLP). During our first DLP cohort, this programme went from strength to strength, developing into the Data and Insights for Business Decisions (DIBD) programme we know today!

I was invited to apply for an Operations Executive role pilot because of some analysis work I’d done alongside my coaching role. It was a brilliant opportunity to get stuck in with the first iterations of projects to support coaches with our new approach to organising and maintaining high-quality service during our programmes, which are now rolling out across the business.

How are you enjoying your new team and remit?

I've been in the role for six months and I'm loving it! It's great to be able to have an impact on the success of thousands of apprentices, rather than one cohort. I've also gone from quite a structured role as a coach, with defined apprentice touch points, to a role where no two days or weeks are the same. I've found this really refreshing and energising, working with so many more great colleagues across the organisation.

Any career change comes with its challenges, what did you have to overcome and how did you approach this?

One of the best things about working at Multiverse is the wealth of experience you're surrounded by all the time, and how willing people are to share it with you. I have had to adapt to thinking on a larger scale - instead of imagining solutions to problems my cohort of apprentices were facing, which I would devise and implement entirely on my own, I now work on fixing problems for thousands of apprentices.

I have to think through how effectively solutions can be adopted by coaches with competing demands on their time and attention. I've borrowed an old Nike slogan - 'Just do it!' - and lean heavily on colleagues who have expertise and skills that I'm still developing.

If you could share one piece of advice for someone looking to develop their career or move internally, what would it be?

Volunteer for things! I only got the Operations Exec Pilot opportunity because I asked my Delivery Lead if there was anything else I could be doing to develop, so make sure you put yourself out there and say yes!

Alex’s journey from Data Coach to Operations Executive showcases our Career Mobility approach at Multiverse and highlights the importance of keeping an open mind and jumping at opportunities when wanting to make a career change. Want to join a company where career mobility is a priority? We’re hiring.

Tell us about your recent career change at Multiverse.

I joined Multiverse two and a half years as a Business Operations Manager, working on things like driving efficiency during secondments, or Project Managing software sunsetting journeys. After 6 months in the role I was promoted to Head of Business Operations and was looking after a small but mighty team of internal fixers!

Shortly afterward I was diagnosed with Cancer which saw me need to take extended medical leave whilst undergoing treatment. Now I am back (Cancer-free!) and the scope of my role has become both broader and deeper. I now look after internal operations, covering the services needed for Multiversers to get their jobs done.

How are you enjoying your new team and remit?

It’s been an incredible six months, and I’m loving my new role! The opportunity to bring functions together—and, in some cases, to build them from the ground up—has been both exhilarating and rewarding. We’ve accomplished a great deal in a short time, delivering significant value for the business and Multiversers, with even more exciting plans on the horizon.

Any career change comes with its challenges, what did you have to overcome and how did you approach this?

One of the most interesting challenges has been balancing sustainability with velocity - we aim to strengthen Multiverse’s security and maturity while fostering innovative growth. In this role, my team and I have been passionately focused on optimizing ‘Time to Value’, which means making things more effective and efficient. Many systems and processes have been built to address specific needs, but as the organization expands, it's crucial for us to adapt our ways of working to accommodate new priorities, even when they don’t fit neatly into our current framework. For example, we’ve built an internal ticketing system, Multibot, and are leading Project Fortress, which aims to enhance our security and achieve multiple ISO certifications.

To tackle these challenges, we embraced a proactive mindset, taking ownership of identifying and bridging the gaps wherever identified. This means having strong relationships cross-functionally to encourage collaboration and creative problem solving. We also aim to be as agile and flexible as possible to ensure we not only meet current demands, but lay a robust foundation for future growth. It’s been a rewarding journey that has taught me the importance of adaptability and the value of a cohesive team in navigating change.

If you could share one piece of advice for someone looking to develop their career or move internally, what would it be?

Engage with others! It can be daunting when you’re unsure about the unknowns in your career, but gaining insights from those around you is invaluable. Reach out to a senior leader you admire or connect with a colleague who has faced similar challenges; remember, your situation isn’t unique (and that’s perfectly okay). Learning from others who’ve walked a similar path can provide guidance and clarity.

Moreover, embrace change—it’s the only constant! While navigating change can be challenging, it doesn’t have to be overwhelming. Take a moment to reflect: when was the last time you embraced change, and when did you resist it? Understanding the gaps in your approach can help you fine-tune your adaptability to transformation. By cultivating this skill, you empower yourself to thrive in an ever-evolving landscape.

Ola’s journey from Business Operations Manager to Head of Business Operations showcases our Career Mobility approach at Multiverse and highlights the importance of embracing change and the challenge that comes with it when wanting to make a career change. Want to join a company where career mobility is a priority? We’re hiring.

ERGs are groups created by and for employees, bringing together people who share common life experiences or identities. Typically, these groups are comprised of people within communities that have been historically and systemically marginalised. ERGs provide support and a safe space for underrepresented and/or marginalised communities. They help employees in their professional development, increase engagement and retention, champion their members’ point of view, and help us drive towards our organisation-wide goal of a Multiverse where every employee can Grow and Thrive.

Black @ Multiverse is a network fostering support, connection, and development for individuals identifying with the Black Diaspora. Our aim is to cultivate a sense of belonging, aiding in the advancement and retention of our members at Multiverse. Whether you identify as belonging to the African Diaspora or as an ally, everyone is welcome to join us in our mission to promote diversity and inclusion!

We sat down with Sarah Olubunmi, a Product Manager based in our London office and our Black @ Multiverse Chair, to talk about her new role.

What inspired you to run for Chair of the Black @ Multiverse ERG?

I have a deep understanding of both the unique challenges and the strengths that come with being Black. I wanted to channel my lived experience, alongside my leadership and business expertise, to create an even more inclusive community within the company. My inspiration comes from a desire to empower and uplift Black employees, while also educating our allies. By sharing Black narratives and celebrating diversity, I hope to make a lasting impact and foster a greater sense of belonging for everyone.

What is the main goal of your ERG?

Our primary goal is to support the ongoing work to create a truly inclusive environment, where Black employees feel supported, empowered, and valued. We aim to achieve this by focusing on three key objectives:

1. Enhancing career development and mentorship opportunities for Black employees.
2. Celebrating Black culture and educating others about the richness and diversity of our experiences.
3. Addressing the challenges that Black employees may face, particularly around inclusion and belonging, and working to create tangible solutions.

Why do you think the ERG is important?

The ERG plays a vital role in creating a space where Black employees can feel seen, heard, and respected. It helps build a community where people can share their experiences and find support, both professionally and personally. The ERG also serves as an educational tool for the wider organisation, allowing allies to learn more about the Black experience and how they can contribute to a more inclusive workplace. Ultimately, it’s about fostering a culture of understanding and celebration of our differences, which makes the entire company stronger.

What is your favourite event you’ve put on so far?

One of my favourite events was the fireside chat I hosted in partnership with BYP Network, where I shared insights into my own career progression. It was an amazing opportunity to provide tangible advice and tips to help others advance in their careers.

I also loved hosting our Notting Hill Carnival panel in August - it was incredibly powerful and informative. We discussed the history and cultural significance of Carnival, helping to dispel some of the common misconceptions. The feedback was overwhelmingly positive, and we had over 100 attendees, which made it feel even more impactful.

What are the big plans for the ERG this year?

We have an exciting year ahead! One of our key events will be attending the Black Tech Fest, which is an incredible opportunity to connect with like-minded professionals and showcase the talent within our community. We’re also planning a series of Black History Month celebrations, including a dynamic panel event followed by an after-party. These events are all about celebrating Black culture, empowering our members, and continuing to build a stronger, more inclusive environment for everyone.

If our commitment to diversity inspires you and you wish to be a part of a company that invests genuinely in its people, we would love to have you on board. See open roles.

This blog will walk you through a curated set of prompts designed to help AEs gather essential insights, align offerings, and ultimately create compelling sales narratives that resonate with clients - also known as the 3 Whys. From understanding the business landscape to crafting the perfect pitch, these prompts are your roadmap to successful client engagement and will help you get on the road to becoming AI native.

The Prompts:

Prompt 1a: Company Landscape, Mission and Objectives

"Please provide a summary of the key industry themes and landscape that [PROSPECTIVE COMPANY] operates in. Particularly share the trends and phrases used in industry press to describe the obstacles and opportunities broadly in the [YOUR COMPANY’S INDUSTRY}.

Prompt 1b:

“Capture the company's mission statement or vision. Then, create a table that outlines the key business objectives for [Business URL]. Ensure that the table highlights why these objectives are critical for the company’s success and how they align with its long-term vision, stakeholder/shareholder and customer value. Include references to [YOUR COMPANY’S USP]."

• Purpose: Helps AEs understand the business landscape/context, strategic vision and goals of the client, providing a link for identifying relevant challenges [YOUR COMPANY] may solve for.

Prompt 2: Identifying Key Challenges and Root Causes

"Based on the company’s strategic goals outlined in the attached document/above, identify three major challenges for each that could prevent [Business URL] from achieving these objectives. For each challenge, detail the underlying root causes, including organisational, technical, or market-related factors. Ensure you consider potential risks associated with these challenges."

• Purpose: Guides AEs to focus on specific challenges that hinder the company’s strategic goals, helping to uncover deeper issues and precipitating thinking around use cases and skill/knowledge/behaviour gaps [YOUR COMPANY] may solve for.

Prompt 3: Aligning [YOUR COMPANY] Capabilities

"For each of the key challenges identified in the previous prompt, suggest how [YOUR COMPANY]’s solutions can help address these challenges. Provide examples from the attached [PROOF POINTS/CASE STUDIES] document of how similar solutions have been implemented or could be implemented. Highlight the potential impact on the company’s strategic objectives and start to align these to commercial impact around Revenue, Cost/Risk mitigation or Cost avoidance."

• Purpose: Enables AEs to directly align [YOUR COMPANY]’s offerings with the client's needs, demonstrating how these solutions can resolve key challenges that impact top/bottom line.

Prompt 4: Risk Analysis and Metrics

"Create a detailed risk analysis for each of the challenges identified, considering both the risks of not addressing the challenges and the potential pitfalls of proposed solutions. Include metrics that could be used to track the success of these solutions. Refer to the attached document for any relevant examples or insights."

• Purpose: Encourages AEs to think critically about the risks and metrics associated with proposed solutions, ensuring they can articulate the value and mitigate concerns.

Prompt 5: Structuring the 3 Whys Narrative

"Using the information gathered from the previous prompts, structure a concise '3 Whys' narrative that could be presented to stakeholders. This should include:

1. Why Anything? - Explain the importance of addressing the identified challenges.
2. Why Now? - Urge the need for immediate action, supported by data and trends.
3. Why [YOUR COMPANY]? - Highlight why [YOUR COMPANY] is uniquely positioned to solve these challenges and the expected business impact."

• Purpose: Helps AEs create a compelling narrative that resonates with the client’s executives, ensuring that the solution is seen as timely and necessary.

Guidance for Implementation

These prompts should be used iteratively throughout the sales process, starting from the discovery phase and building up to the final proposal and presentation. By following this structured approach, account executives can effectively uncover the root causes of buyer problems, align [YOUR COMPANY]’s offerings with client needs, and present a compelling case that drives decision-making.

Tip: Encourage AEs to tailor the language and examples in the prompts to the specific client industry and context, leveraging data and insights from the attached document to add credibility and relevance to their proposals.

By leveraging the prompts outlined in this guide, AEs can ensure they are addressing the core challenges their clients face, aligning solutions that offer tangible value, and constructing persuasive narratives that drive decision-making. Remember, the key to successful prompt engineering lies in its iterative application throughout the sales process. Tailor your language and examples to the client's specific industry context to maximize relevance and impact.

Master these prompts to streamline your sales process, increase efficiency, and transform every client conversation into a strategic advantage – happy selling!

Tell us about your recent career change at Multiverse.

I joined Multiverse in 2018 as a school leaver, working in our Compliance team on a Multiverse Business Associate apprenticeship. This role enabled me to get a good grasp of the foundations of the business and work with a number of our functions, sparking my interest in project management and operations. I then had the opportunity to transition into a Delivery Operations & Governance role, whilst undertaking my second Multiverse apprenticeship in Project Management. In 2022, I moved across to our central Business Operations team to focus on delivering a range of cross-functional business projects (including process changes, internal launches, and policy and strategy). I now report directly to our Chief of Staff with responsibilities including enabling cross-functional alignment on key organisation-wide initiatives, supporting leaders, business planning and strategy, and project management.

How are you enjoying your new team and remit?

I thrive on the energy that comes from problem-solving and enjoy being in a role where I am engaging with people from all areas and levels of the business.

I’ve had the opportunity to learn about strategic planning, how we set up an effective leadership cadence, board interactions, what a day in the life of our CEO looks like, and how to build an operating cadence which enables our business to run effectively. It’s also great to work for a business that is rapidly growing, as it means you are always having to think on several levels - about what will work now, but also what will enable your solution to continue working in six months, a year, and so on. It has been really amazing following Multiverse on this journey whilst developing my career.

There is always something new, whether an exciting challenge or something new to learn! I love working with Libby, she gives exposure to ensure I am always developing my business knowledge and skillset, as well as pushing me to take ownership of new areas and grow my role. We also have SO much fun too!

Any career change comes with its challenges, what did you have to overcome and how did you approach this?

Transitioning from being an expert in one role to a learner in a new position can be challenging. It requires a shift in mindset as you move from adding value based on expertise to contributing from a place of learning and growth. While the process can be frustrating at times, it's important to maintain patience with yourself, stay curious, and have a clear understanding of your initial goals. Embrace the advantage of being able to offer a fresh perspective — it’s your career mobility superpower.

If you could share one piece of advice for someone looking to develop their career or move internally, what would it be?

Two key pieces of advice I would offer are to seek out mentors, and to maintain connections with colleagues from various teams and departments within the organisation. In my experience, internal transitions have been facilitated by mentors who have supported me throughout my time at Multiverse. When you feel you may be ready for a change, opportunities may not always be readily available, making it crucial to have a support system to help identify and go for these chances as they arise. While you are waiting for these opportunities to arise, mentors can support you with developing broader skills, help you to grow your network, and identify stretch projects to which you can lend your expertise.

I’ve also found that maintaining strong relationships with peers across the organisation can significantly improve your ability to firstly get stuff done(!), whilst also expanding your understanding of different areas within the business. Always say yes to opportunities to work on something new!

Izzy's journey from Apprentice to Senior Executive showcases our Career Mobility approach at Multiverse and highlights the importance of consistency and self-belief. Want to join a company where career mobility is a priority? We’re hiring

Tell us about your recent career change at Multiverse.

I recently moved across from the Delivery side of the business to our Sales team. When I joined Multiverse three years ago, it was as a Data Coach delivering our apprenticeship programmes, and after 12 months I was promoted to Technical Lead. Coach roles are a fantastic opportunity to interact with our product, understand our learners and customers, and be at the frontline of making our mission come to life. It was in my Technical Lead role that I started collaborating with the Sales team, working alongside them to develop our programmes and ensure they continued to meet customer and learner needs, as well as providing them with the right resources to communicate the value of Multiverse to potential customers.

I felt I was at the point in my career where I could take a risk and make a change and ultimately, I was lucky to have the opportunity to move internally at Multiverse. Throughout my onboarding into the Sales team, I was enabled to learn our Sales process and playbook That was about 15 months ago, and it’s been an amazing rollercoaster journey since then - I am now an Account Executive (AE) sitting within the mid-market region, and carrying my own quota!

How are you enjoying your new team and remit?

It’s been brilliant for my self-development; I’ve never learned so many things so quickly. Sales is exactly the change I was looking for - the role is demanding and you need to build new skills and resilience to achieve success. While part of a team, as an AE you’re very independent, so you get out what you put in. I’ve had to adapt to a new environment, and I’ve been taught a lot of lessons about setting yourself up for success; it’s all about laying the right foundations, having patience, and setting a strategy with a result in mind. I have brilliant colleagues and regional directors who push me to be better and to learn, its been a really exciting change of perspective.

Any career change comes with its challenges, what did you have to overcome and how did you approach this?

I think the main challenge, which I’ve already alluded to, has been throwing myself into a high-intensity, successful, and demanding sales environment with no prior sales experience. It has been a huge change, from understanding losses are part of the role and building my resilience to deal with rejection, to finding my own sales process, to keeping on top of the strategic pivots we have made as a business and GTM team. Here, you transition fairly quickly into carrying a quota - which is exciting, because you are trusted to just get into the work, but also intimidating at first. I am grateful to have had a lot of support in my new role, from our Marketing teams who make great materials and case studies, to our Operations teams, our Enablement teams for coaching, and from my colleagues and leaders in Sales.

Besides this, I have also focused on improving my organisation skills to ensure I operate a more proactive mindset. It’s easy to focus on the ‘now’ and be reactive, but long-term thinking is crucial to ensuring personal success and ultimately Multiverse achieving its revenue targets.

If you could share one piece of advice for someone looking to develop their career or move internally, what would it be?

I would sum it up as ‘exposure’. You support your own development, both in your current and future roles, by gaining exposure across the business. Widening your understanding helps you have an idea of what you might want to do in the future, as well as how to improve in your current role. Make the most of your internal network by talking to as many people as possible; in my experience, everyone at Multiverse is happy to chat and share their insights, so don’t be afraid to ask for someone’s time!

If you can, get involved in cross-functional initiatives and projects - working cross-team is a great way to gain real insight into other business areas and what the roles actually involve. I was lucky to have a brilliant manager in Delivery, Lily, who was amazing at aiding my development and finding opportunities for me to gain exposure. She was also supportive and understanding when I expressed my desire for change, and we’ve kept in touch since. Talk to your manager or team lead, or seek out a mentor internally - having a sounding board can be really helpful in supporting you to take action from your learnings, and their network can help you identify those projects. The dream role doesn’t always appear overnight, but seeking exposure and learning opportunities will help you find it.

Freddy’s journey from Coach to AE showcases our Career Mobility approach at Multiverse and highlights the importance of the right mentality when wanting to execute a career change. Want to join a company where career mobility is a priority? We’re hiring.

Hosted at Multiverse HQ in Paddington, the sold-out event drew a large and diverse crowd, predominantly SaaS Customer Success professionals keen on gaining insights and networking opportunities.

Our panel consisted of:
Eliza Cheyney - Manager, EMEA Commercial Customer Success, Salesloft
Sarah Patel - Head of Customer Success, BlueOptima
Amy Newbury - Head of Customer Success, Kleene
Nick Cornforth - Manager, Customer Success, Adobe

Moderating the panel was Theo Vadgama, Regional Director of Enterprise Customer Success at Multiverse, who also shared Multiverse’s perspective on the evolving role of Customer Success.

The event was kicked off by Jimmy Lee, Multiverse’s SVP of Revenue Operations. Jimmy has founded, scaled, and sold 3 Silicon Valley startups, and is a leading figure in the Customer Success and Revenue Operations space.

Jimmy began with a rousing overview of the industry’s current landscape. He highlighted the economic environment and the revenue pressures faced by many SaaS companies today, underscoring the increased importance of Customer Success (CS). As he pointed out, retaining existing customers is as important as acquiring new ones. According to Jimmy, the best CS teams now serve as high-touch, critical advisors who ensure renewals become seamless non-events.

Something everyone on the panel agreed with was the changing perception of CS. Traditionally seen as a support-only function, CS is now increasingly viewed as an essential part of the sales team, integrating with clients early on — right alongside Account Executives. This strategic alignment develops customer champions from the outset, eliminating stop-start handovers and enabling CS teams to have greater influence on customer satisfaction and retention.

When discussing enablement in the evolving landscape, the panelists were asked about the strategies they're employing to support their teams:

• Deeper discovery of customer pains: The panel emphasized the importance of a thorough and continuous understanding of customer challenges. It’s no longer sufficient to identify just one problem; teams must delve deeper to uncover multiple pain points and address them proactively.
• Reinforcing the CS-Sales relationship: Strengthening the partnership between CS and Sales was universally acknowledged as vital. The panelists discussed the need for consistent communication and collaboration, ensuring both teams work towards common goals to enhance the overall customer experience.
• Weekly risk reporting and forecasting: Regular risk assessment and forecasting have become crucial. Panelists stressed the discipline required to identify and attach risk factors as early as possible, enabling teams to manage potential issues before they escalate.
• Driving accountability with metrics: Establishing clear metrics and holding teams accountable to them was another key takeaway. Metrics provide a tangible way to measure performance and drive continuous improvement across CS teams.

Despite the event's focus on change and adaptation, the general sentiment among both the panelists and the audience was one of excitement. The conversation was overwhelmingly positive, with panel members expressing their enthusiasm for the evolving landscape. They noted the transformation within the profession highlighting the influx of diverse profiles, such as consultants, who are bringing fresh perspectives and skills.

The shift towards a more sales-oriented function and the accompanying increase in responsibility has empowered CS leaders and their teams. This empowerment allows them to deliver greater value and foster stronger accountability within their organizations. The panelists stressed CS is not merely a remedy for a poor product or an unsatisfactory sales experience. Instead, it plays a crucial role in enhancing already exceptional products and effective sales teams, making their work even more rewarding.

Ultimately, this optimism and positive momentum in the CS field suggest a promising future, positioning Customer Success professionals as key drivers of growth and customer satisfaction. If you want to join a CS team where the above is certainly true, Multiverse are hiring.

What is MVLA?

The Multiverse Leadership Accelerator (MVLA) is a 12-month leadership programme, sponsored by our Founder & CEO Euan, that offers mentorship, sponsorship and coaching to employees on their leadership journey at Multiverse. To be eligible for the programme, employees must meet certain demographic criteria, so that we are developing employees from backgrounds currently underrepresented within our leadership team.

The MVLA was built as part of our strategic approach to creating a more diverse senior leadership team. This initiative is a testament to our belief in the power of diversity to drive innovation, creativity, and success. MVLA fits into our Career mobility strategy as a “Grow” initiative; implementing the infrastructure to foster career mobility.

The story so far:

Now 2 cohorts in, the programme has already begun to yield tangible results. Results that have not only transformed participants' professional trajectories but have also enhanced Multiverse’s culture.

So far we’ve seen:

• Progression: Promotion rates above the company average
• Retention: Attrition rate lower than company average
• Satisfaction: High programme satisfaction scores

Participants have spoken to the power of group coaching, applied learning opportunities, and one-on-one mentoring offered throughout the programme as game changers to their careers, unlocking insight, enhanced skills and added confidence; skills that participants are now passing onto their direct reports and peers.

More than just a programme:

This success is only the beginning. As we continue to support and develop underrepresented individuals through MVLA, we look forward to sharing more successes, more breakthroughs, and more impact. The MVLA is not just about creating leaders; it's about redefining what leadership looks like and ensuring that the path to the top is open to all.

We're inspired by the progress and eager to see what the future holds for MVLA and our other career mobility initiatives planned for FY25.

If you're inspired by our commitment to growth and diversity and wish to be a part of a company that invests genuinely in its people, we would love to have you on board. See open roles.