A closer look at the emerging roles humans will own - and the work agents will take over.

Every SaaS CEO I speak with is asking the same question right now. And secretly, they’re asking a bigger one: do we even need a Customer Success team at all in the AI era?

It’s a fair question. This is a brand-new era. The ground is moving. Nobody has the full map yet.

AI can already monitor signals, follow up on tasks, recap meetings, and keep customers moving without human involvement. That changes the shape of the CS org. But it doesn’t replace it.

What it does is shift the work.

The human role is becoming more creative, strategic, and relational. The AI role is becoming more operational, consistent, and relentless.

And we’re just starting to understand what that really means.

1. What we see emerging (not a blueprint, but a direction)

Lincoln Murphy and I talked about this on the podcast, and we both landed in the same place:

Specialization is increasing - but it’s evolving, not solidifying.

The classic CS org with a single CSM running the entire journey is fading. But we’re not moving toward a fixed new structure. We’re moving toward clarity of strengths.

Here’s the pattern we’re seeing across leading SaaS companies:

Where humans do their best work:

People to people dynamics Workshops Creativity Stretching a customer’s thinking Aligning execs Navigating politics Breaking deadlocks Co-creating value Reframing strategy Helping customers see what’s possible

These are not automatable. In fact, AI makes these moments more valuable because humans finally have time to do them.

Where AI does its best work:

Following up on every meeting, every time Catching every signal, not just the obvious ones Reminding stakeholders of steps, deadlines, decisions Keeping onboarding momentum steady Tracking every milestone Cleaning up notes and summarizing outcomes Keeping the success plan accurate Notifying the team instantly when something slips Making sure nothing gets dropped

This is the execution layer that has always broken. And it’s the part humans were never built for.

2. The roles we think will matter - not as job titles, but as strengths

Instead of saying “you need these five roles,” the shift is more nuanced.

It’s about what kind of work needs a human mind and what kind of work needs a machine brain.

Here’s how we see it evolving:

Human strengths (the creative side of CS)

Onboarding Facilitator Not someone checking boxes - someone shaping momentum and building early trust.

Strategic CSM A thinker. A challenger. Someone who helps the customer make better decisions, not just use the product better.

Technical or Domain Specialist Someone who bridges complexity and context.

Growth Partner Someone who elevates the customer’s ambition, not just sells an add-on.

These roles are about depth, creativity, and relationships. They’re the work that lifts the customer into a new way of operating.

AI strengths (the operational backbone)

The agent that keeps onboarding on track Milestones, nudges, blockers - handled automatically.

The agent that monitors risk and momentum Usage, goals, engagement - interpreted and actioned instantly.

The agent that maintains the success plan Always updated, always aligned, always accurate.

The agent that handles structured communication Summaries, reminders, follow-ups - done the moment meetings end.

This isn’t theory. We’re watching it happen in real teams right now.

The org doesn’t shrink. It shifts.

Humans move up the value stack. AI holds the foundations together.

3. Why this era requires more humility than certainty

The biggest mistake leaders can make right now is pretending we already know the final operating model.

We don’t.

This isn’t the industrial revolution where the playbook is written after the fact. This is the transition happening in real time.

Every week, SaaS leaders tell me the same thing:

“AI is taking the work we never wanted to do. Now we need to rethink what our people are actually here to deliver.”

That’s the mindset shift.

Not cost savings. Not headcount reduction. Not automation for its own sake.

But a new question:

What is the work only humans can do - and what is the work humans should never do again?

We’re building the answers as we go.

4. If you’re redesigning your org, start simple

A humble, practical playbook:

1. Map the lifecycle and highlight human moments Where do customers need creativity, coaching, and clarity? Those moments define your human roles.

2. Map the operational work that drains your team Every reminder, every follow-up, every update, every repetitive task. That’s the agent layer.

3. Centralize the customer data If AI is going to run execution, it needs clean signals. This is the foundation.

This isn’t about replacing people. It’s about elevating them.

5. The future org: a blend, not a tradeoff

Humans: Creative. Strategic. Ambitious. Helping customers think bigger than they would on their own.

AI: Precise. Consistent. Tireless. Ensuring nothing gets dropped - ever.

This is the direction we’re moving in. Not a finished map. But a clear shift.

If the last decade of CS was about effort, the next decade is about orchestration.

And the leaders who get this right won’t be the ones who hire the most people - they’ll be the ones who design the most intelligent system.