My career has been spent in onboarding. Filling all the roles: software engineering, managing a team of customer success agents and support agents, and generall

My career has been spent in onboarding. Filling all the roles: software engineering, managing a team of customer success agents and support agents, and generally everything post-sales. On one hand, this is where the art of business occurs - it’s not a quant play on advertising ROI and cohorts (though that analysis covers onboarding), but on the other hand it sometimes feels like a backwater place in business. Couldn’t really tell you why, either. Maybe it’s because onboarding is incredibly hard and nuanced, and there’s no “one size fits all solution”. Despite that it feels like a job for consultants - it can be a quagmire and you want to blame the hired help - I’ve never seen consultants actually operate in this space (usually just sales or operations, not the bridge). Seth is right, though. It’s about protecting an investment. But where should it show up on the balance sheet? (Honestly, probably alongside sales).