Anku Khar
Anku Khar
About
Detail
Operations (latam)
Gurugram, Haryana, India
Most customer success teams focus on renewals. I focus on what makes renewals inevitable.
Over 15 years — first in luxury hospitality (Taj, Hilton, Crowne Plaza), then in enterprise B2B, I've built the systems, habits, and team cultures that turn customers into advocates before the renewal conversation even starts.
At FocusU, I led a Customer Experience team managing 80+ mid and large enterprise accounts across HR and L&D verticals. My focus was never just satisfaction scores — it was the architecture beneath them: lifecycle journey design, onboarding frameworks, escalation playbooks, and cross-functional alignment that made every customer interaction intentional.
What that produced:
→ ₹4 Cr in retained and repeat revenue from existing accounts
→ NPS of 58 and CSAT of 91% — built through process, not goodwill
→ 92% team KPI completion rate in FY 2024–25
→ A CS team that could identify churn risk, expansion signals, and advocacy opportunities and act on each differently
My edge comes from an unusual career path. Managing guest experience at five-star properties taught me something enterprise accounts rarely does: that customers don't just remember outcomes — they remember how they felt throughout the journey. That instinct now shapes how I design CS processes and coach my team.
I work well at the intersection of data and human judgment. I use Salesforce, HubSpot, and Zoho to track signals but the decisions I make are built on understanding what's actually happening inside a client's organisation.
If you're building or scaling a Customer Success function that needs to do more than manage accounts and actually grow them. I'd welcome a conversation.
Over 15 years — first in luxury hospitality (Taj, Hilton, Crowne Plaza), then in enterprise B2B, I've built the systems, habits, and team cultures that turn customers into advocates before the renewal conversation even starts.
At FocusU, I led a Customer Experience team managing 80+ mid and large enterprise accounts across HR and L&D verticals. My focus was never just satisfaction scores — it was the architecture beneath them: lifecycle journey design, onboarding frameworks, escalation playbooks, and cross-functional alignment that made every customer interaction intentional.
What that produced:
→ ₹4 Cr in retained and repeat revenue from existing accounts
→ NPS of 58 and CSAT of 91% — built through process, not goodwill
→ 92% team KPI completion rate in FY 2024–25
→ A CS team that could identify churn risk, expansion signals, and advocacy opportunities and act on each differently
My edge comes from an unusual career path. Managing guest experience at five-star properties taught me something enterprise accounts rarely does: that customers don't just remember outcomes — they remember how they felt throughout the journey. That instinct now shapes how I design CS processes and coach my team.
I work well at the intersection of data and human judgment. I use Salesforce, HubSpot, and Zoho to track signals but the decisions I make are built on understanding what's actually happening inside a client's organisation.
If you're building or scaling a Customer Success function that needs to do more than manage accounts and actually grow them. I'd welcome a conversation.
