Why Your CFO Doesn't Care About NPS (And What They Want to See Instead)

Which matters more to your C-Suite?

A: "We received an NPS of 80 last quarter."
B: "Our customer reduced their supply chain costs by 12%.”

If you instinctively chose B, you're right. It’s not just a better update; it represents the most critical shift in Customer Success today. Let's break down why.

Why 'Happy Customers' Aren’t Enough Anymore

For years, Customer Success teams have tracked metrics like Net Promoter Score (NPS), Customer Satisfaction (CSAT), user logins, and feature usage. While interesting, these are just indicators; these are not what truly matters. Ask yourself: do your customers truly care about these metrics? The answer is no.

What customers care about is achieving their business outcomes. They've chosen your product to help them meet specific goals: saving time, reducing costs, or generating revenue. For example, “achieve a 12% cost reduction in the EMEA supply chain by Q3” is a clear, concrete objective. If you can't help deliver that result, even an NPS of 80 means little to them.

Speaking the C-Suite's Language: From NPS to NRR

The benefit of helping customers achieve their goals with your product is the potential for expansion. If a customer achieves a 12% cost reduction, they may set a higher target next, such as 15% or 16%. Alternatively, they may want to replicate that success in another region, such as saving 8% in their APAC supply chain. If the APAC region is not included in their current contract, you have a clear upsell opportunity: you can propose adding licenses for APAC-based users or including the HQ team responsible for APAC, thereby growing the scope and value of your contract. This is something Nick Mehta has referred to as the “land, prove and expand” sequence found in many successful SaaS companies.

This is where Net Revenue Retention (NRR) matters. If a customer renews at the same cost, NRR = 100. Upsell pushes it over 100; churn drops it below 100. Teams often target a 120-140 NRR, showing that your customers not only renew but also expand their contracts. That’s what CFOs want to hear.

How to Start Shifting Your Conversations Today

To shift your conversations from surveys to strategic outcomes, you must first have a comprehensive understanding of your customer's business goals. The framework for systematically capturing this is the first stage of my Success Alignment Model, where you create a Business Value Map. This document outlines your customer's corporate goals and translates them into tangible objectives, which form the basis of your Joint Success Plan.

Taking these steps elevates you from a CSM focused on vanity metrics to a strategic partner focused on driving real business impact for both your customers and your own C-Suite.