ABOUT NOTO
Noto is the AI-native operating system for after-school businesses: tutoring centers, music schools, sports academies, and dance studios. About 360,000 of these businesses operate in the U.S., and millions of kids pass through them every week.
They’re run by people who are passionate about teaching but spend their evenings managing schedules, payroll, and parent emails, often in software built in 2011, or in spreadsheets and sticky notes.
Noto replaces the entire stack with a modern platform for scheduling, billing, payroll, marketing, CRM, communications, classroom management, and student and parent portals. We bring the whole back office into one place, with AI agents that automate manual work instead of simply tracking it.
A school that spends less time on paperwork can teach more kids, hire another teacher, and grow its business. Come help us build the best operating system for these small-business owners!
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TEAM
We’re a team of 20 in New York City. We value working with other smart, collaborative, ambitious, and kind people.
AJ Ding (CEO) — second-time founder who previously built an AI recruiting company. ML engineer and data scientist at Quora, Lyft, and Meta. Studied statistics at Yale and grew up in a family of small-business owners.
Steve Wang (CTO) — former Head of Engineering at Nitra, an a16z-backed vertical SaaS company for doctors. Previously worked in data science and engineering at Lyft. Studied math at Harvard.
We’ve raised $4M from Base10 Partners and South Park Commons, and are raising our Series A soon.
The CS Team
Today, five Customer Success Managers each own their customers end to end. They run kickoff, migrate data, configure the account, train staff, take go-live calls, answer support tickets and manage the account after launch. That model got us to 400+ customers, but it won't get us to 10,000. You will be the first leader of the entire post-sales process, and own this function end to end.
THE ROLE
As the Head of Customer Success, you'll design and build the team, and turn onboarding, success and support into three functions that each run well on their own and hand off cleanly to each other. You own how many customers go live, how fast they get there, whether they stay, and how well we support them along the way.
Building the team
- Grow the team from 5 to 10 people after the Series A. Design how Onboarding, Customer Success and Support are organized: the roles, the customer segments, how many accounts each person can carry, and the order in which we split things up.
- Evolve the team from generalist coverage into specialized roles without dropping any customer who is mid-onboarding.
- Hire, onboard and coach the team. Set clear expectations and give each function a real career path.
- Define the handoffs from Sales to Onboarding to Customer Success to Support, so a customer never has to explain their business twice.
Onboarding
- Tighten the path from signed contract to go-live: kickoff, data migration, configuration, training and launch.
- Shorten time to go-live with repeatable playbooks, migration templates and better import tooling for the systems customers are leaving.
- Decide what a successful go-live looks like.
Customer Success
- Stand up account management after launch, including segmentation, health scores, adoption plays and early warning on renewal risk.
- Own retention. Run save plays on at-risk accounts and work with Sales on expansion.
- Turn happy customers into references and case studies.
Support
- Build a dedicated support team with ticket triage, SLAs, a clear escalation path to Engineering, and coverage during the afternoons and evenings when our customers are busiest.
- Use AI and automation to take repetitive work off the team so people can spend their time on the conversations that matter.
Across the company
- Bring the customer's…