Lee Roquet, Yellowfin

Lee Roquet YellowFin

Lee Roquet

Chief Customer Officer


United States of America

When Lee was hired as employee number 30 at Yellowfin seven years ago, the global analytics and BI company had been through a period of solid growth but was arguably close to hitting its capacity to expand.

With the chief aim of building out a global customer support desk and ensuring the business remained customer-centric as it bid to continue growing, Lee has subsequently helped to instate and build out a customer success (CS) function in all of Yellowfin’s key global markets, each with revenue responsibilities, success planning for customers, tiering, focused accountability for the customer and account ownership. He’s also been responsible for adapting Yellowfin’s approach to CX in the face of recent comprehensive strategy changes within the business.  

The role of customer success has matured as a discipline both within Yellowfin and across wider industry, and Lee has spent the last 12 months coaching the organisation’s customer success managers around the globe in focusing on key CS success factors: customer retention, as well as offsetting churn with the growth the company continues to strive for.  

One of Lee’s new focus areas this year has been on team development, creating personal development plans for the CS teams and investing in online courses, certifications and time with consultants to improve the team’s skills during a period of rapid change and an unprecedented shift in working practice forced by COVID-19. In recent times Yellowfin has changed how it demos and onboard customers as part of its continual focus on CS best practice. He’s also overseen a widespread customer journey mapping exercise to coincide with the company’s changes in strategy.

Yellowfin has seen steady improvements in NPS and recognition from Gartner’s Magic Quadrant during Lee’s tenure, and in the last 12 months seen retention levels rise and churn forecast to dip below 6%.

I realised this year that I can’t do this all alone and asking for help is OK. I have hired some great people who I can give projects and strategy to, and they execute. For me, this year the company strategy changes have allowed me to double down on what customer-centric really means. I make sure the CX message and voice was loud and clear with the business strategy change.

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