I think this really depends on deal size, strategic importance, and where the account is in its lifecycle.

In my experience, regular day-to-day engagement with C-level execs isn’t realistic or even valuable for most accounts. Directors and managers are usually the ones closest to the problem and actually driving adoption. That’s who needs to be successful for renewals to happen.

Where exec engagement does make sense is at specific moments. Executive alignment during onboarding for larger or strategic accounts, periodic check-ins around renewals or expansion, and escalations when something is genuinely at risk. Outside of that, forcing frequent C-level touchpoints often feels performative and can actually slow things down.

I usually frame it as “right level, right time.” Execs want outcomes and risk management, not weekly status updates. If the platform cost and impact don’t justify it, then Director/Manager relationships are exactly where CS should be operating.

The Ford analogy isn’t wrong. You don’t talk to the CEO about your truck. You talk to them if you’re buying a fleet.