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Ella Dillon

Founder Network — Customer Success

LinkedIn
Ella Dillon
"A contract with a customer is an implied promise of value to be delivered. The renewal starts at the sale — ensuring we identify and sell what the customer needs from our product. Then, from onboarding through adoption and beyond, the entire post-sale, product, and supporting orgs need to align to deliver that promise."

Ella Dillon

Founder Network — Customer Success

LinkedIn

Title

Chief customer officer of Conversica and formerly a post-sales Sr. executive at Outreach and DocuSign.

Founders Should Call Me When:

They’re considering what roles to invest in post-sales — whether it be services, account management, customer success managers, support, or others. Also, if they are considering what channels to support in terms of customer communication and/or how to design for a low-touch model. Additionally, if they are working through the customer experience design and considering how to structure responsibilities across all GTM teams, compensation alignment, reporting, KPIs, and otherwise how to measure success.

Background

Over the past 25 years, I’ve built post-sales organizations and designed customer experience for high-growth companies that pioneer new markets. Leading customer success, support, and operations at companies like DocuSign and Oureach.io, I’ve transformed organizations to support the business from $50M to north of $500M and IPO. In my most recent role as chief customer officer at Conversica, I helped pivot their focus from SMB to global enterprise customers interested in adopting AI. These innovative companies gave me hands-on experience crafting playbook growth, retention, and scalability strategies for digital platforms, serving millions and Fortune 100 enterprises.

Superpower

Building world-class post-sales organizations and operations that feed the customer voice directly into product and GTM strategies. Measured through clear metrics, the resulting flywheel impacts revenue growth acceleration, retention, and insight on where to invest for scale.

Lessons Learned

Through all of these great experiences, I’ve learned it’s critical to name the North Star and then structure the organization, communications, systems, and tools to achieve it. The clearer you are, the faster you can go. A key part of that clarity is deep listening to your customers and a company-wide willingness to act on what they ask. For a startup, it might be easy for sales to turn their chair to talk to the developer. But as you grow, that has to be part of your DNA — making sure the entire company is instrumented to hear, learn from, prioritize, and act on the customer experience.