Jon Marc Patton · CCO / COO
Retention is the number your board keeps asking about. That's the number I own.
I've scaled customer organizations from $4M to $200M+ in ARR. Most recently, I took NDR from 70% to 100% at Sharpen CX, an AI-driven CCaaS platform, coming out of a rocky merger. Before that, at Hyperscience, I built a 70-person global CS organization across nine countries. Earlier, 13 years at CyberShift through multiple ownership transitions, ending in its acquisition by SumTotal Systems.
Operating record
Experience across the world's most demanding industries.
I've spent my career improving customer outcomes, operational performance, adoption, and retention inside highly regulated, enterprise environments.
25+ Years · Enterprise SaaS· Public Sector· Healthcare· Financial Services· Global Operations
What I do
Four disciplines. My operating system for retention.
Most SaaS companies can see their retention number without understanding what's driving it. I've spent my career building the operating system I bring into a new organization — the post-sale discipline that turns expansion into something you can count on, not something you hope for.
Customer Success Turnarounds
I've recovered NDR and GDR in distressed and post-merger environments throughout my career. At Sharpen CX, I drove NDR from 70% to 100% and GDR from 60% to 96% across 300+ accounts, using AI-augmented health, ticket, and engagement analysis.
Global CS & RevOps Scaling
I've built global customer organizations from the ground up. At Hyperscience, I grew the CS function from 6 to 70 people across 9 countries in two years, while maintaining 110% NDR and protecting $30M in ARR.
Operational Leverage & Channel Growth
Sustainable growth depends on the operational stuff underneath it: how implementations run, how partners get enabled, how the margins actually work. At CyberShift/SumTotal, I took gross margin from -113% to +23% and built a $10M+ channel ARR partnership from scratch.
Exit-Readiness & M&A Integration
Three acquisitions, and each time the acquiring company asked me to stay. At JK Group, I modernized four Customer Success functions in two years and helped drive the company to acquisition by CyberGrants, then was asked to take on CS for all CyberGrants products as well. At CyberShift, the operational turnaround helped position the company for acquisition by SumTotal Systems, and I stayed on to lead CS through the integration that followed.
Frameworks
How I think about retention.
NDR and GDR are the outcome. The Five Drivers of Retention is the lens I use to find out why, plus a few operating principles I lean on for capacity planning and managing commercial risk.
AI Projects
Working tools, not slideware. I build with AI to make CS and revenue teams more efficient.
The market is asking SaaS leaders to do more than have opinions about AI, and I wanted to prove I can actually build with it rather than just point at where the technology is going. So I built a set of working tools that take the operating problems I've spent my career solving, sales-methodology coaching, discovery-to-SOW conversion, retention diagnosis, and turn them into software that a real team could use. The Methodology Scoring app grades sales call transcripts against a MEDDIC rubric and hands managers a coaching scorecard. The SOW Generator turns messy discovery notes into a formal statement of work. CARRavan diagnoses why retention is performing the way it is through surfacing event dynamics correlation from nothing more than CSV exports. Each one is a small argument that I understand both the CS problem and the AI tooling well enough to close the gap between them.
About
Operating roles, not advisory titles.
I've held CCO and COO roles at Sharpen CX, Torii, and Hyperscience, and led VP of Professional Services at CipherHealth, JK Group, and CyberGrants. Fourteen years took me from CyberShift's early growth through SumTotal Systems' climb from $4M to $200M in ARR and its exit to Vista Equity. Most recently, I took on a focused bridge engagement as Global Head of Sales at Cascade Strategy, working again with a former CEO partner, and my engagement wound down as the company navigated a funding transition. I'm actively speaking with CS, RevOps, and GTM leadership teams for my next role.