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Location:  Greece #LI-Hybrid #LI-Remote   Role Snapshot Scope Owns a named portfolio of Premier and Strategic accounts globally. Co-owns renewals and expansion commercially with the AE. Owns the customer relationship, account health, success plan execution, and ensuring the customer is in the right place before the renewal conversation happens; Sales owns the close; Sales owns the close. Autonomy Operates independently with minimal management oversight. Escalates to Head of Customer Success on strategic or genuinely unusual situations only. Influence Directly shapes retention and growth outcomes on Sedna's highest-value accounts. Executive-level relationships and QBR ownership mean this role has material impact on revenue. Team Sets the standard for account management practice across the CS function. Acts as a reference point for regional CSMs on complex account situations.   Role Overview The Enterprise Customer Success Manager owns Sedna's most commercially significant customer relationships. This is a senior, largely autonomous role for someone who is equally comfortable running an executive-level conversation and building the account infrastructure, success plans, health monitoring, renewal strategy, that makes that conversation credible. The portfolio spans Premier and Strategic accounts globally. These are customers with high ARR, high complexity, and in many cases, long relationships that carry both genuine opportunity and genuine risk. The job is to hold those relationships well, act on signals before they become problems, and surface and progress commercial outcomes in partnership with Sales. This is not a role that fits someone who needs clear direction on what to do next. The expectation is that you read the account, form a view, and act on it. The Head of Customer Success is there for strategic decisions and unusual situations, not routine account management. Key Responsibilities Account Ownership Own a named portfolio of Premier and Strategic accounts. Know them well enough that no renewal, no escalation, and no expansion conversation comes as a surprise. Build and maintain executive-level relationships. The relationship should not depend on the product working perfectly; it should be strong enough to hold when it does not. Produce and execute success plans tied to customer outcomes, not just product usage metrics. Plans should reflect what the customer is trying to achieve and how Sedna is contributing to it. Run QBRs with commercial framing. A QBR should advance the relationship and the commercial position, not just report on the quarter. Maintain deep product knowledge across Sedna Email, Prefix, and VMS. You are not delivering training, but your commercial conversations need to be grounded in a genuine understanding of how customers are using the product and where they are not. Retention and Renewal Monitor account health continuously and act on risk signals before they become churn conversations. If a customer is at risk, the Head of Customer Success should hear about it from you, not from the customer. Co-own the renewal conversation with the AE. Own the preparation, the relationship context, and the customer's readiness to renew; Sales owns the close. Escalate renewal risk early, with a clear view of what is driving it and what the options are. Growth and Expansion Identify and progress expansion opportunities in collaboration with the AE. This means having enough commercial awareness to spot the signal and enough credibility with the customer to explore it. Bring the Head of Customer Success into complex or large deals at the right moment, not after the conversation has already been shaped. Cross-functional Coordination Coordinate training delivery through Education. You are not responsible for delivering training; Education owns that. Your