Obludzyner & Co.
Obludzyner & Co.
I improve the judgment of the person inside the system, not the system itself. The outcome is not motivation. It is orientation.
About our founder
Founder, Obludzyner & Co.
I spent 20+ years inside B2B SaaS post-sales, building the function from zero, more than once, before I ever called it a system.
Why Obludzyner & Co. exists
Your post-sales team works hard. The relationships are good. The accounts look stable.
Then a customer churns. And nobody saw it coming.
I have spent 20 years inside that problem. I know exactly how it happens, and how to solve it.
The team is not broken. It is operating exactly as it was built: as a service function, not a commercial one. They manage satisfaction. They do not manage revenue.
Three things break when that gap stays open
I built my way out of this pattern more than three times. In every case, the system kept running after I built it. Not turnarounds delivered by adding headcount or importing a framework: built from the inside, under real pressure, with the team already there.
Where it happened
I built Onebeat’s Cloud CS department from zero, onboarding the first clients hands-on before there was a playbook to hand anyone. Within ten months we passed 130 clients with a 30-day time-to-value, and I built and scaled a 22-person CS team across three regions with very different rules about hierarchy and relationships, not one imported playbook forced onto all three.
Later, as Senior Director, Customer Strategy & Growth, I moved from direct team leadership into a higher-leverage role: strengthening the frameworks regional leaders use to manage strategic accounts, running the Customer-at-Risk forum for critical accounts, and building the team’s internal knowledge base and product certification program. I also kept direct ownership of our two largest strategic accounts, including a footwear retailer in Italy with 1,200 stores across EMEA.
At Attenti, I stepped into a post-sales function that had grown ad hoc, in step with the business but without a system underneath it. The same lesson from every other role applied here too: the team was not the problem, the absence of a mandate was.
I owned strategic government accounts across Argentina and Uruguay, roughly half the company’s $20M international ARR, in a highly regulated public-sector environment. Renewals, upsell, pricing, and executive relationships with ministries of security and correctional services, conducted in Spanish and English.
Incredibuild put the pattern in front of me again, this time in a developer-tools market with its own technical buyer. Post-sales that scales on effort instead of structure runs out of runway at the same point, regardless of the product underneath it.
I redesigned the operating model to separate white-glove coverage for enterprise accounts from a scalable motion for smaller customers, leading a team of about 10 across a base of 2,000+ clients that was roughly 70% enterprise, 30% mid-market, including Microsoft, Nintendo, Epic Games, and Citi.
As Regional Senior CSM, I managed McDonald’s LATAM directly: 14 countries, $2M ARR, one account that could not be run on goodwill alone. It needed a structure, and building that structure for one of the most complex accounts in the portfolio is what earned the room to do it for the rest of the region.
The relationship spanned HQ, regional, and local leadership layers: a matrixed structure that required real political navigation. I also supported the rollout of new food-delivery use cases designed to grow the account’s own end-customer adoption.
I inherited a mid-market portfolio with 60% churn and no commercial structure behind it. I built the operating model from scratch, drove churn toward zero within 7 months and to 95% long-term retention, while growing sales 20% across a $10M portfolio, without replacing the team that was already there.
I led a matrix team of 18 to 20 across CS, Account Management, and Technical Account Management, managing roughly 100 accounts, and reframed the unit around proactive churn reduction and a structured expansion pipeline instead of reactive account handling. The book of business included Fossil, Akamai, BNP Paribas, Booking.com, Harley-Davidson, Red Hat, GE, and PG&E.
As Head of Customer Success, I rebuilt the function commercially rather than reactively. ARR grew from $14M to $20M while churn moved from 55% toward zero in the same window, because retention and expansion were finally connected to the same system instead of living as two separate efforts.
Before this, I led Sales across the same global broker and fintech base for a year and a half, opening new markets and driving 45% sales growth. Moving into Customer Success afterward, I built the function from zero with a team of about 20 across CS, Account Management, and Training, inside a tightly regulated trading environment.
What carried across all six
Education
Engineering and business, in that order. It is why I treat post-sales as a system to design, rather than a relationship to manage.
Beyond the track record
I wrote El Mapa Oculto, on the invisible rules that actually run organizations, the same terrain of mandate, architecture, and internal politics I work in every engagement.
I played competitive rugby for a decade. It is where the value of team and integrity stopped being an idea and became a habit.
I grew up in Buenos Aires and have lived in Israel for 25 years. Three cultures, three very different sets of rules about hierarchy and trust, and I have had to operate inside all of them.
My wife, Abigail, is the person whose judgment I trust most on every real decision.
What people say
LinkedIn recommendations from people I worked with directly, across different roles and stages of my career. See a wider selection on the home page.
Francesco Verde
Group CIO, Bata (prev. Onebeat client)
“Great pleasure to work with Mariano, he has got great passion and dedicates great effort to reach results.”
Doron Cohen
CEO, Covercy, Co-founder of Leverate
“He is extremely smart, with vast background and knowledge, and often finds creative solutions to assist clients whenever needed.”
Alon Levy
CEO, Colmex Group
“Mariano is an asset to any organization that wants to grow and develop. A strong manager and a great man.”
Rinat Buchholz
CEO, Global Teams
“One of the most professional managers I had the pleasure of working with.”
If this sounds like a pattern you are living right now,
let’s talkNo pitch. No proposal on the first call.