Who we serve — Custera

Aligning the C-Suite around customer-centricity

For many organizations, customer-centricity remains an unfulfilled promise. Marketing owns brand and experience. Sales owns relationships. Finance measures value. Leadership owns growth.

Custera aligns the CEO, CFO, CRO, and CMO around what customers value, how the organization delivers it, and how it translates into growth.

The four leaders who own the question

CEO

Customer-centricity lives in vision statements, not operating reviews. There is no board-grade answer to whether it is creating value.

Custera scores the full system, benchmarks it against the sector, and links the result to enterprise value.

CFO

NPS measures sentiment but does not reliably explain financial value. Brand valuation studies are periodic, high-level, and difficult to translate into investment decisions.

Custera links customer-centricity drivers to retention, expansion, margin, and enterprise value, replacing proxy measures with an actionable financial model.

CRO

Revenue motions run without a reliable view of relationship health. Disengagement goes unseen, upsell lands at the wrong time, and churn surfaces at renewal.

Custera converts customer signals into relationship-health scores, flags risk earlier, and sequences recovery before expansion.

CMO

The same accounts are repeatedly asked for attention and advocacy, while ready advocates across the customer base remain invisible.

Custera optimizes touch load by value, identifies advocacy-ready customers, protects fatigued accounts, and scales the reference pipeline.

The four B2B industries where the gap costs the most

Technology

86%

average annual customer retention in B2B software

The average B2B software company retains 86 of every 100 customers each year. The remainder leave, taking recurring and expansion revenue with them.¹

Telco & media

average telecom NPS, the lowest in the B2B benchmark

Telecom ranks last in the global B2B benchmark, against a healthcare median of 58. The loyalty deficit is structural, not cyclical.²

Banking & FS

5.7

core banks used by the average large US corporate

No single bank owns the relationship. Large corporates spread their business across nearly six core providers, making relationship depth critical to wallet share.³

Healthcare

65%

of medtech buyers would switch over poor technical support

Nearly two-thirds of US healthcare professionals and procurement leaders say a negative technical-support experience is enough to change medical-device supplier.⁴