Bri Christiano

Owner of churn/contraction for Commercial & Enterprise Customers with contracts 10-300k+ ARR Drove 5M in churn mitigation through proactive playbooks Redefined QBRs to focus on outcomes and adoption, driving 20% of accounts to automation uptake. Built a tiered service model by GMV (1:1 for strategic, 1:many for scaled), improving coverage and CX through proactive churn risk mitigation Driving 400 customers to a 40% automation rate by re-focusing the team on technical skill set and optimizations

Re-architected CX operating model, shifting segmentation from ARR → GMV-based servicing to improve coverage, unit economics, and retention. Created and launched a 30 / 30 playbook, driving customers to 30% automation rate in 30 days Drove automation for support team from 5% → 30% in 6 months, sustaining 4.7 CSAT, <1 min chat FRT, <1 hr email response Owned retention and churn outcomes, building data-driven risk flagging and cross-functional save motions delivering multi-million-dollar annual impact and +2 pts Enterprise NRR. Launched new revenue motions, including a BPO pilot generating $150K in recognized revenue, and repositioned Professional Services toward a recurring, services-as-a-service model. Restructured and scaled leadership, hiring Directors, rebuilding org design, career paths, and KPIs centered on automation, outcomes, and scale. Redefined QBRs and customer engagement, driving 20% of accounts to automation adoption through outcome-based success programs.

Drove down Chat FRT 20 min → 5 min, Email SLA 48 hr → 24 hr through heat-map staffing and automation Increased CSAT fro 4.5 -> 4.7 by buildilng out a quality and coaching program Assessed + rebuilt leadership; implemented dual-focus roles (Quality & Process).

Identified and achieved product-market fit for Events Program, hiring 12 facilitators and A/B testing sign-up flows, content, and facilitator profiles to maximize NPS > 60. Oversaw Supply Chain and Warehouse: sourced new products (stickers, boxes, journals), optimized logistics systems to eliminate “shipped but stuck” errors to scale growth 2x. Owned COGS reporting and introduced process optimizations to reduce material costs. Scaled Support org 10 → 20, implemented macros, retention tests, and discounting strategies to reduce cancellations.

Opened and managed warehouse operations: sourced location, negotiated lease, and brought operations in-house (off 3PL). Implemented warehouse and support software to streamline logistics and ticket handling. Negotiated vendor pricing and introduced COGS tracking, cutting fulfillment costs. Created first promotional testing strategy, sending journal inserts to test engagement. Launched events as an early driver of community and product stickiness. Built team from 0 → 10 across support, warehouse, and operations functions.

Managed multi-quarter warehouse launches, coordinating Engineering, Product, Data Science, and GTM teams. Led Tracer Bullet testing to validate systems readiness at launch. Delivered 5% efficiency gain in pick-pack-ship workflow across 2K+ warehouse employees through process design and system enhancements.

Owned Zendesk platform + custom-built tools for 300+ agents; ran daily standups to remove billing and workflow blockers. Built prioritization prototype to route tickets dynamically and improve agent productivity. Partnered with Engineering to develop returns, exchanges, and gift card tooling, scaling support for Men’s and Kids’ launches. Optimized workflows for billing, gift cards, and returns, cutting resolution times significantly.

Built and delivered training for 300+ agents, opening Austin support office. Hired and trained team leads and analysts; established internal Help Center and process documentation growing team from 2 -> 300+. Managed small team of analysts and ICs focused on CSAT, FRT, and solves/hour improvements. Created all operational policies and workflows to support scaling.