Joe Geraghty · General Manager, Pragma Engine
I help companies fix the parts of post-sales that slow customers down: unclear ownership, weak signals, clumsy handoffs, and teams built around heroics.
Available for select advisory and consulting engagements.
Building Pragma's post-sales organization, 2024–present. Read the case study
The operating model
I turn that judgment into a working model: which signals matter, who owns the next move, how teams coordinate, and what gets fed back to Product and Sales.
Know which customer signals deserve action.
Agree on the outcome and the next few moves.
Make the right work easier to repeat.
Give people context, ownership, and room to lead.
Get customer reality back to Product and go-to-market.
Selected systems
Three customer problems, the changes we made, and what happened next.
I rebuilt the evaluation journey around shared success criteria, deliberate engagement, and customer education. That repeatable path moved trial conversion from 14% to 85%.
We replaced ad hoc support with practical training, clearer processes, and success plans built for each customer. Customers reached first value faster and needed far less product-team support.
At Pragma, I grew Studio Operations from two CSMs into a 15-person global group across Customer Success, Game Services, and Professional Services — while the customer base grew 7x and a second product launched. Clear roles and shared routines kept the customer experience coherent across three functions and two continents.
Read the full case studySelected outcomes from distinct organizational contexts. Results reflect the work of committed cross-functional teams.
I'm experimenting with a daily workspace that helps CSMs sort customer signals, choose priorities, and move the right work forward.
The path here
Product, engineering, solutions, and Customer Success have all shaped how I lead. I have worked close to the product, close to customers, and close to the teams responsible for both.
Pragma
Asked to take P&L ownership of the Engine business after building its post-sales organization — while continuing to lead the 15-person Studio Operations group.
Pragma
Built Customer Success, Game Services, and Professional Services from a two-person team into a three-function global organization.
Skillz
Developer success and game-launch systems supporting $150M+ in customer-generated revenue.
Singular
Global technical leadership through a period of market and organizational change.
Branch
Team design, technical account strategy, and a deeper role for Solutions in retention.
Fan Stream / Talkwheel
Zero-to-one product leadership through two acquisitions.
Outside the day job
Outside of Customer Success, I design and build games. Double Up is a number puzzle game I coded and launched through LanternFox Games.
Merge. Plan. Deliver.
Leadership perspective
“Customer Success is not about looking busy. It is about helping customers make progress and helping the company learn from them.”
I'm a builder at heart. I like hard cross-functional problems, teams with high standards and low ego, and clear systems that help people do better work.
Today I'm General Manager of Pragma Engine — a role I was asked to take after building the company's post-sales organization. I still lead that team, and I take on select advisory work where I can be useful.
Working through a difficult post-sales problem?
If you're building or rebuilding a Customer Success organization, improving onboarding, or trying to make a technical customer journey work better, I'd be glad to compare notes.