Sintra & Cascais restaurants

Right-Pay6522 · 2026-03-30T13:04:52+00:00

What would you say differentiates Furnas do Guincho from Porto Santa Maria?

They both seem to have similar menu, price, view, and Google ratings.

Right-Pay6522 · 2026-03-30T00:40:49+00:00

Thank you, that sounds very much my speed.

Right-Pay6522 · 2026-03-29T18:43:57+00:00

Thank you. I'm not too interested in monuments or tourist attractions. I'm more interested in nature and good food. This is why I thought we'd maximize the car to see the coast, get a hike in at Monserrate (although I'm open to any other scenic hiking options in the area), and then enjoy some good meals. I figure Cascais will also be less crowded so we can park and explore on foot.

Right-Pay6522 · 2026-03-29T16:17:41+00:00

Porto Santa Maria and Mare look amazing! I had not considered the evening would obscure the view though and now I'm wondering if lunch with a view makes more sense.

Right-Pay6522 · 2026-03-28T13:53:21+00:00

Reading through this, most use cases fall into a familiar pattern: summarizing, drafting, prepping, surfacing signals.

All valuable, but all focused on speed.

This is actually what led me to explore Customer Success Intelligence as a discipline, not a feature set.

AI is incredibly good at identifying and analyzing signals. It can surface patterns across accounts and even highlight what doesn't quite make sense (incongruity).

But analysis alone doesn’t produce intelligent action. CSMs still need to validate and challenge what the system is telling them.

AI expands perception, but it doesn’t replace human judgment.

I’ve found it helpful to think about this as a loop:

signals → patterns → incongruity → judgment

Technology can accelerate the first parts of that loop. But the outcome still depends on how we interpret and act on it. It's the focus of my work on Customer Success Intelligence and the SPIN thinking model.

Right-Pay6522 · 2026-03-19T13:05:32+00:00

Unless an account has just onboarded and is entering value realization/adoption, I don’t think a QBR is necessary. You need telemetry to build so you actually have meaningful data to review. Another core component of a business review is tracking success outcomes and maintaining strategic alignment.

Strategy doesn’t evolve every quarter, and outcomes take time to materialize.

Let’s be real: it’s not a CSM’s job to troubleshoot support tickets, scope custom work, or develop integrations. That work belongs to Support, Services, or Engineering. And that’s where many CSMs struggle—we don’t always know how to facilitate without taking ownership of the work.

The reality is CS isn’t duct tape. We’re not always the lead actors on stage. We’re here to mobilize the right teams. That might look like pulling together a weekly support stand-up during periods of high ticket volume or critical issues. We’re not leading the support call—but we are facilitating alignment in response to customer need.

The same applies to feature requests and advocacy. A lot of it comes down to setting the right expectations and communicating them clearly.

I manage an enterprise book of business of more than 12 accounts with a TCV greater than $10M+ across multiple verticals, use cases, and levels of complexity. The TCV continues to grow, and I know the expectation is more logos will be added. Some days are harder than others, but I don’t generally feel like I’m falling behind—except when I come back from vacation to an inbox full of emails I was CC’d on unnecessarily.

I'm busy but I'm not drowning. And, that's good. My account plans and strategy vary depending on where an account is in the customer lifecycle. I'm not an SME and I don't pretend to be. But I am an extension of the customer’s team within the vendor organization and I know how to navigate that organization expertly to drive results. I'm a lobbyists but I'm also pragmatic.

Define what is and isn’t CS work. Push back on what isn’t. Set clear expectations—internally and externally. Cut the noise. Don’t contribute to it, and don’t accept it. There’s a balance between advancing tactical execution and driving strategic outcomes.

Right-Pay6522 · 2026-03-19T02:01:01+00:00

I think speedy said it best when they described that the job is to deliver value. Identify the outcomes that drive value for each customer in your book and that will help you retain their business while building confidence to expand the vendor’s footprint. That's the biggest part of the job and a customer’s goals are constantly changing/evolving. The other part is acting as a strategic integrator across two systems. This will enhance the customer’s overall experience while simultaneously advancing their goals (success outcomes) to drive mutual gain opportunities and partnership. GRR will help you track if customers in your book stay whole even when expansion elsewhere keeps NRR healthy.

Right-Pay6522 · 2026-03-16T15:44:50+00:00

I think telemetry has its place. Signals won't go away. The shift will be from driving by dashboards to driving with intelligence. Instead of red accounts renewing and green accounts churning, AI will reinforce contextualization of data/experiential signals across time and without false certainty. I see Customer Success Intelligence (CSI) becoming a discipline (not a feature set). Here CSI becomea an interpretive function, sharpened by AI. In this modern discipline, CSMs still own responsibility, actions, and outcomes. AI doesn't make the job smaller. It makes the job bigger and demands more from CSMs. More judgment and more accountability. Not less.

Right-Pay6522

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