Lumaire

Experience in practice

Different outcomes.
The same discipline.

More than 25 years of operating experience across financial services, technology, SaaS, implementation, customer organizations, revenue, and growth.

The method is consistent: we start with the outcome, trace the drivers, identify the levers, and connect the change to what gets better.

Operating experience behind Lumaire

The work behind the practice.

These are prior operating leadership results, not Lumaire client engagements. They show the operating experience that informs Lumaire's Business Performance Advisory practice.

Prior operating leadership · VP of Client Services

BBCS

24 months → 11 months

At Blood Bank Computer Systems, implementation was taking approximately 24 months. As VP of Client Services, Jennifer examined where implementation was stalling across process, customer education, product coordination, and operating cadence, then changed the systems and rhythms around those constraints.

The work

  • Streamlined implementation in GuideCX
  • Automated meeting notes and follow-up with Fathom AI
  • Established weekly Product and Implementation calls to remove obstacles
  • Added Customer Success involvement for client education beyond normal training
  • Implemented EOS within the team

The resultImplementation time fell from approximately 24 months to 11 months—approximately 54%.

The organization retained 32 of 33 institutions through the transition. That is business context, not an outcome attributed to the implementation changes.

Prior operating leadership · VP of Customer Success

ShipHero

30% lower cost-to-serve

At ShipHero, post-sale operations grew from approximately 5 to 90 people across four regions while the business grew from $50M to $100M. As VP of Customer Success, Jennifer led changes across training, AI, support, engineering coordination, and commercial practice.

The work

  • Trained Customer Success in change management and ROI
  • Trained Customer Success on appropriate cross-sell into 3PL capacity
  • Implemented AI to reduce cost-to-serve
  • Introduced a higher support tier for first response
  • Influenced Engineering to create a dedicated bug-triage team
  • Trained employees to improve CSAT

The results

  • 105% YoY expansion revenue growth
  • 30% lower cost-to-serve
  • First response: 16 hours → 2.9 hours
  • Resolution: 10 days → 3 days
  • CSAT: 65% → 98%

The company’s growth from $50M to $100M provides context for the operating scale of the work.

“She was instrumental in getting the company from its early stages to over $100M in revenue.”
— Maggie Barnett, COO, ShipHero

Prior operating leadership · Director of Service Delivery, OpenStack Public Cloud

Rackspace

+32 NPS points in three quarters

As Director of Service Delivery, Jennifer worked in Rackspace’s OpenStack Public Cloud, a business representing approximately $360M in revenue. The work focused on the handoff between Account Management and Billing, customer approval, and time-to-invoice.

The work

  • Improved the Account Management-to-Billing handoff
  • Required customer approval before billing submission
  • Measured time-to-invoice against a 30-day target

The resultNPS improved 32 points over three quarters.

“Jen did an excellent job of setting expectations, building necessary relationships to drive change, and effectively turning around the metrics and engagement of the team.”
— Justin Brady, VP, Enterprise Support, Rackspace

Additional operating experience

A complex deal takes more than a sales motion.

$1M ARR · three-year agreement

At Rackspace, Jennifer led the commercial pursuit and was part of the cross-functional team that closed a three-year cloud agreement worth $1M ARR. The work crossed architecture, procurement, commercial considerations, risk, and executive decision-making.

The pattern behind the outcomes

The outcome changes when the drivers become visible.

Across these roles, the work was not to add activity around a visible metric. It was to understand what was creating the outcome, identify the lever the organization could move, and connect the change to what got better.

OutcomeDriversLeversImpact

That operating discipline is the foundation of Lumaire's Business Performance Advisory practice.

The question behind them is the same.

What's driving the outcome?

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