I started my SaaS career in Customer Success.

Not the version of CS that exists in most companies today. The version where you were responsible for the full customer relationship — adoption, outcomes, retention, and growth. Where upsell and cross-sell were part of the job, not someone else's quota. Where working with partners to drive expansion was expected, not exceptional.

I was 24. I had never done anything sales-related in my life.

And I loved it.

I loved it because it made sense. If a customer was succeeding with the product, achieving real business outcomes, getting value they could measure — of course they would want more. And who better to spot that opportunity than the person who had been working alongside them, understanding their business, guiding their adoption journey?

That year, I made President's Club. Not as a salesperson. As a CSM, on the channel side.

Not because I was selling. Because I was succeeding — and success, when it's genuine, creates its own commercial momentum.

Then Something Changed

AI is no longer a future capability. It's already embedded in inboxes, browsers, and workflows, quietly shaping how work gets done across organisations. And yet, many companies still approach AI as a tooling decision rather than a leadership one.

What is becoming increasingly clear is that AI does not fundamentally change what leaders are responsible for. Instead, it changes how quickly weaknesses become visible. Poor decision-making, unclear priorities, and lack of accountability were always present; AI simply exposes them faster.

This is why AI adoption feels uneven across organisations. The challenge is rarely access to technology. It's leadership readiness.

In earlier posts, I explored how AI reshapes the role of the CSM, the systems that support their work, and the customer experience at scale.

This post builds on that foundation by looking at what AI demands from leaders themselves.

For a long time, I believed leadership flowed from authority. Titles, reporting lines, decision-making power — these seemed like the essential ingredients for influence. It took working in highly cross-functional, high-stakes environments to realise that leadership is rarely about the position you hold. Instead, it’s about the clarity you bring, the trust you earn, and the consistency of your communication.

There was a point in my career when I had zero direct reports, yet my responsibility was to coordinate and drive execution across a room full of senior leaders across EMEA — VPs, regional leads, seasoned executives. None of them reported to me. All of them had competing priorities. And yet the projects needed to move.

That experience reshaped my understanding of what leadership really is.

In the world of leadership, where the ability to inspire, motivate, and guide others is paramount, the skill of leading with consciousness and intentionality becomes a defining attribute that distinguishes exceptional leaders from the rest. I face this every day with my own team and the challenges we face. 

As the demands on leaders grow increasingly complex due to the fast-paced business environment. we live in, the need for a deeper understanding of oneself becomes crucial, enabling leaders to navigate their roles with clarity, empathy, and resilience.

We recently spoke about the difference between emotional intelligence (EI) and social intelligence (SI) - both crucial for the success of anyone, not just leaders. Today I want to show you a great video I came across about self-discovery as an integral tool for leadership and your EI and SI. 

Before we go into the video, let me cover a few important points.