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
Mariano Obludzyner
Founder, Obludzyner & Co., since 2026
I turn your one-time customers into customers who come back and grow.
I have been working with customers for more than 25 years, and I built the function that looks after customers four times in high-tech companies: once from zero and three times as a full rebuild, almost from zero, while the company kept selling and serving.
Why Obludzyner & Co. exists
A customer bought, was happy, and never came back. Nobody called them, nobody knows why.
And you found out when they were already gone.
I spent more than 25 years in technology companies, the vast majority of them inside Israel's high-tech industry, solving that same problem from the inside, and what I bring is what those companies do to make their customers come back, translated to how your people work.
Your team serves well and the customer still doesn't come back, and you absorb that cost. Your team was never told that their job is also to make the customer come back: it is a design problem rather than a people problem, and design can be changed.
Three things break while that stays the same
- You can't see in time which customer is cooling down: the signal is there, but nobody looks at it until it is too late.
- Your customers don't grow with you: they buy the same as on day one, and when they need more, they buy it from someone else.
- Everything comes back to you. When the company was small, you sold and looked after customers yourself, it grew, and you couldn't pass that on to your team.
I solved it four times, once from zero and three times as a full rebuild, and each time I built it from the inside, under real pressure, while the company kept selling and serving its customers.
Where it happened
Six companies, the same pattern every time.
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 global Customer Success team (the one that looks after customers so they stay and buy more) of 22 people through 4 regional leads, in markets with very different rules about hierarchy and relationships, not one imported playbook forced onto all of them.
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Later, and through June 2026, 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. I brought AI into what happens after the sale from 2024, without engineering support, starting with account research and reporting. As Senior Director I added call analysis and AI monitoring of account health and churn signals across the whole $10M portfolio, which replaced the manual review and showed earlier which account was at risk, while there was still time before the renewal.
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.
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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. I defended that portfolio in a competitive public tender and retained the business against direct competition.
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.
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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, with net revenue retention (NRR) of 120%, meaning the customer base billed 20% more counting those who left, and gross revenue retention (GRR) of 95%, meaning only 5% of billing was lost to customers who did not renew.
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.
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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 rebuilt the operating model almost from zero, 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.
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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% to 5% in the same window, because retention and expansion were finally connected to the same system instead of living as two separate efforts.
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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 rebuilt the function almost from zero with a team of about 20 across CS, Account Management, and Training, inside a tightly regulated trading environment.
At AvaTrade I grew the Spain and LATAM unit from $40K to $1.5M in monthly deposits.
What carried across all six
- The team always worked hard. That was never the problem.
- Retention does not fail because people do not care. It fails because nobody owns it.
- AI works best as infrastructure, not as a headline.
- A system built with the team survives after I leave. A system imposed on the team does not.
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.
- MBA studies, The Hebrew University of Jerusalem
- Bachelor and Master of Business Administration, University of Buenos Aires, Summa Cum Laude
- Studies in Computer Science and Engineering, University of Buenos Aires
- Technical high school diploma in Electronics, Escuela Técnica ORT
Certifications and recognition
- 2021 EMEA Customer Success Thought Leader Watchlist, SuccessHACKER, October 2021
- Claude Code in Action, Anthropic, March 2026
- AI Fluency Framework & Foundations, Anthropic, March 2026
- AI Fluency for educators, Anthropic, March 2026
- Claude 101, Anthropic, March 2026
- Generative AI, Google, March 2026
- Responsible Generative AI, Google, March 2026
- Career Essentials in Generative AI by Microsoft and LinkedIn, Microsoft, July 2023
- Generative AI: The Evolution of Thoughtful Online Search, LinkedIn, July 2023
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 also recorded a course on YouTube, Aprendiendo Customer Success (in Spanish).
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, in Spanish, in English and in Hebrew.
My wife, Abigail, is the person whose judgment I trust most on every real decision.
I post every day on LinkedIn. Follow me there
What people say
LinkedIn recommendations from people I worked with directly, across different roles and stages of my career.
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.”
Shai Rybak
Chief Customer Officer / COO
“His classic style and solid execution are secret weapons for getting the results that he did.”
Samantha Schwartz
VP, Zoro (Grainger)
“Mariano is one of the best customer success partners I’ve worked with. My team was tremendously successful because of his guidance.”
Jorge Lopera
VP Customer Growth, Bringg
“Mariano managed one of our most complex customers covering an entire region, and ensured the customer was successful.”
Hadar Barir
VP Customer Success, Bringg
“He goes the extra mile for clients and won’t stop until he covers all bases.”
Carolina Lantan
Project Manager, Networks Ventures
“I had the opportunity to work with Mariano as my copilot in a professional development process, and it was an experience that helped me broaden my perspective on how to grow within an organization.”
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Thanks to his extensive track record and experience, Mariano shares very practical tools for understanding organizational dynamics, identifying growth opportunities, and developing a more strategic vision, always from an ethical perspective.
I am taking away lessons that are very valuable and that I will undoubtedly apply in my professional development. Thank you so much, Mariano!
Gabriele Manasse
Growth Architect, GTM Leader
“A very capable and well rounded manager, and a truly valuable element in any organization.”
Alex Kohan
Entrepreneurial leader
“Insightful, clever, passionate and a great motivator.”
Negev Shekel Nosatzki
Business Entrepreneur
“What really sets Mariano apart is his ability to build projects and relationships and execute them to the best extent.”
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