The problem you see isn’t always the problem you have.

I work with CEOs, CCOs and operating partners at PE-backed and founder-led SaaS companies to find out what's really driving retention and expansion, before another quarter goes to fixing the wrong thing.

You don’t need more initiatives. You need to know which one matters, and how fast it can move.

Kate Peter · Founder, WorthNote

Book 20 minutes Explore the Pattern Read
These might
be connected.
Signal ≠ Cause
Track record

Pattern recognition. With receipts.

Where I've done this, at what scale, and what moved.

seen it. carried it. moved it.
Transformation of the Year
Gainsight GameChanger Award, 2026 · the customer org I led at Payscale
Renewal rate, up nearly 5 points
Year over year at Payscale (~$200M ARR), while the customer organization was being rebuilt underneath it
Services utilization, roughly doubled
In six months, by redesigning the motion rather than adding headcount · Payscale
~$1B ARR scale
CEO Operating Committee, best-in-class GRR, a nine-figure segment moved to digital · Anaplan (Thoma Bravo)
Enterprise to 8,000+ customers
I've run post-sale for a few hundred enterprise accounts and for a business serving 8,000+ customers at ~$200M ARR. Different problems; same instincts
Enterprise CS, Gainsight
2018–22, advising the world's largest companies · my PhD in patterns

Every one of these started with a number somebody couldn't explain. If you've got one, that's where a Pattern Read begins.

How a Pattern Read works
From people who watched it happen

Worth repeating.

Kate has been a trusted advisor to me for almost a decade — first as a consultant helping us rethink how we served our largest customers at ADP, and later as a leader on my team at Anaplan. She has a rare ability to see the patterns others miss, translate them into a clear strategy, and then build the operating model to make that strategy real. Together, we transformed the customer lifecycle, built a global digital motion, and drove retention to best-in-class levels. I've trusted Kate with some of the hardest customer problems I've faced because she brings equal parts strategic thinking, operational rigor, and an instinct for what will actually work.
Erin Siemens
Erin SiemensChief Customer Officer, Verizon Connect · formerly Anaplan
Kate is a force of nature. She has the rare combination of infinite passion and energy, the ability to connect from an exec to an IC level, and the capability to go from strategy to tactics and back. I'll never forget her first weeks on the job at Gainsight, where she quickly built executive relationships with our top clients such that they demanded Kate be on their future projects.
Nick Mehta
Nick MehtaBoard Member & Co-founder, Gainsight
Kate quickly became a trusted thought partner to me and my leadership team during a major transformation of Customer Success at PTC. She didn’t operate at arm’s length, she got into the work with us. She could spend the morning helping us wrestle with the big strategic questions and the afternoon in the details with the team figuring out how to make the decisions real. Kate earned trust quickly, brought people into the process, and had a remarkable ability to turn a room full of ideas and competing priorities into a clear path forward. What started as a customer relationship became a genuine partnership, and one I’ve valued throughout my career.
Eduarda Camacho
Eduarda CamachoChief Operating Officer, CyberArk · formerly BMC and PTC
Kate and I worked side by side with some of Gainsight’s largest and most complex customers. I trusted her in the conversations that mattered most. She had a way of getting past the immediate problem and finding the business issue underneath it. She was willing to challenge our own assumptions, too, and senior executives respected her for it. What always stood out to me was her judgment. She understood how customer problems connected to the way a company actually operated, and she knew how to turn that understanding into a path forward. When the stakes were high and the answer wasn’t obvious, Kate was someone I wanted in the room.
Ashvin Vaidyanathan
Ashvin VaidyanathanVP, Customer Success & Services, LinkedIn · former Chief Customer Officer, Gainsight
receipts, in their words.

What are you noticing?

Signals are clues, not verdicts. Pick the one that sounds like your Monday.

What it usually means

The trend has been telling the story for quarters. The number is just where it finally showed up.

Where it usually starts

Implementation, segmentation, or the promise made in the sale — rarely the CS team everyone's looking at.

the number is the symptom. the trend is the story.
Three cloth-bound books stacked on a marble desk in soft daylight — persimmon, walnut and olive, their spines reading See the pattern, Find the leverage, Change the outcome

See the pattern.Find the leverage.Change the outcome.

worth a closer look.
Where the number comes from

Churn is rarely just a churn problem.

The number you're watching is usually the last visible symptom of something that happened somewhere else, months earlier — implementation, segmentation, ownership, incentives, the promise made in the sale. Most teams respond by adding an initiative to the number.

This is where I come in. Recognize which pattern you're actually dealing with, decide what deserves attention, and change the outcome.

See how a Pattern Read works
it started somewhere else.
How I think

Understand it before you reorganize it.

You don't need someone to tell you what "best practice" says your customer organization should look like. You need someone who can recognize which pattern you're actually dealing with — and what will change the outcome.

The four convictions below were earned inside the organizations I ran — and they're why a read takes three weeks, not three months.

Kate Peter
the one in the room who notices
when everyone's solving
the wrong problem.

A reorg is a guess. Make it your last move, not your first.

Find the constraint first — then move only the boxes that need to move.

The front line already knows.

The people closest to the customer usually know what's wrong. I've sat in that seat; I know how to ask, and how to translate it for the board.

Implementation is the first retention event.

The first ninety days set the renewal. Late go-lives are next year's churn.

Speed comes from trust.

When both the front line and the executive team believe you understand their day, a two-year transformation takes one.

Work with me

See the pattern. Find the leverage. Change the outcome.

Bring me the messy problem first. Almost everyone starts with the Pattern Read.

When I usually get the call.
  • A retention slide nobody can fully explain.
  • All the data in the world. No story the board will buy.
  • NRR that looks fine. Nobody quite believes it.
  • You reorganized CS. The number didn't move.
  • Diligence before close — or an exit story that has to survive it.
  • An AI mandate, and no decision on which work goes first.
Start here
See the pattern

The Pattern Read

Tell me what's actually going on.

Three weeks. A handful of conversations. One memo. I read the number and everything upstream of it, then tell you what I see — including where I disagree with the room.

$7,500Fixed. A focused first step before you commit to the bigger one.
Timeline: three weeks, start to memo · Your team's time: light — a few conversations with the people who touch the numberCEO, COO, CCO, or operating partner as sponsor
Discuss a Pattern Read What's inside
Find the leverage

The Leverage Sprint

Decide what to do about it.

Turns the read into decisions — who owns what, which customers get which motion, where AI takes work off the table — and a plan your team can run without me.

Scoped from the ReadFixed fee, agreed before we start. Typically four to six weeks.
Follows a Pattern ReadDelivered as a plan the board can follow
Ask about a Sprint
Change the outcome

Outcome Advisory

Stay with me while you do it.

Executive-level support while the plan becomes real — someone who has carried the number, sitting next to you while it moves.

Monthly retainerScoped to the plan. Typically six to twelve months.
Follows a Sprint or an existing planBoard and sponsor updates included
Ask about Advisory
What's inside a Pattern ReadShow me

What you leave with

  • The three to five things worth noticing. The patterns and disconnects I believe matter most, and why.
  • A point of view. What I think is driving the result — including where I disagree with the room.
  • The priorities. What deserves attention now, what can wait, and what I'd leave alone.
  • A 90-day path. Specific decisions your team can start on Monday, with or without me.

What it asks of you

  • Three weeks, start to finish. One memo — a WorthNote — at the end of it.
  • A light lift for your team. A few conversations with the executives and front-line people who touch the number — no prep, no homework.
  • Nothing new to build. I work from the board deck and the data you already have.

What it isn't

Not a transformation. Not a hundred-slide deck. Clarity, priorities and a path — at a price that doesn't need a committee.

first we notice.
then we decide.

Sometimes the right answer is: you don't need me anymore.

If the fix is yours to make, I'll say so and get out of the way.

really.
GainsightEnterprise CS, 2018–22 · Vista. Where I learned to see the patterns.
Harvard Business PublishingPost-sale for Corporate Learning. Where I proved I could lead it elsewhere — and learned change leadership from the people who literally wrote the book.
AnaplanGlobal CS strategy & ops, ~$1B ARR, Thoma Bravo. Where the puzzle got bigger.
PayscaleChief Customer Officer, ~$200M ARR · Francisco Partners & Insight. Where I owned the whole operating model — and moved it.
Kate Peter
Gainsight GameChanger Award · 2026 Customer Success Transformation of the Year Awarded to Payscale for the 2025 transformation of the customer organization I led as CCO — rebuilt from the ground up while growing GRR year over year.
About

Where I learned to recognize the pattern —
and how fast it can move.

I've spent my career inside these questions — and I kept choosing harder versions of the same problem.

Where I learned to see the patterns

At Gainsight I ran Enterprise Customer Success during the formative years of the discipline, inside the customer organizations of some of the world's most sophisticated companies. Again and again, they focused on the thing they could see — the technology, the health score, the org chart — when the real constraint lived deeper. That's where I learned to see the patterns.

Where I proved how fast they can move

At Harvard Business Publishing I proved I could lead it outside the place I'd learned it, and learned change leadership from the people who literally wrote the book. At Anaplan I wanted a harder problem, at ~$1B ARR, with a board watching. And at Payscale, as Chief Customer Officer, I wanted the whole thing: a ~300-person global post-sale organization, ~8,000 customers, every function that touches the customer. There was nowhere else to point. I owned the operating model — and inside a year, we moved it.

Renewal rateUp year over year, through the transformation
Services utilizationUp double digits, in six months
SupportMajority of interactions deflected through AI
Digital renewalsRenewal lift in year one from a redesigned digital motion

Why the name

The part I love most isn't the title or the largest org. It's the moment before the answer is obvious — when the data doesn't quite make sense, smart people have competing explanations, and someone needs to see the shape of it and say it out loud. I've always noticed the things other people file away as noise. That's how my brain is built. It's the reason for the name, and there's a longer story about it for another day.

Gainsight is where I learned to see the patterns. Payscale is where I proved I could turn them into results, quickly. WorthNote is where I get to do both.

harder versions of
the same problem.

Worth noting

Better outcomes come from knowing what deserves your attention.

Not another initiative. The one that's worth it — and a straight answer about what it is.

An open notebook on marble beside a coffee cup and a copper pen; the handwritten line reads Different questions. Better outcomes.

What are you noticing?

A number that doesn't make sense. A problem that keeps coming back. A decision your team can't quite get comfortable with.

Tell me what's on your mind. A sentence or two is plenty.

I read every note myself. I'll follow up personally, usually with a question or an invitation to spend 20 minutes understanding what's going on and whether I can help.

No confidential information or preparation needed.

Prefer to talk? Book 20 minutes.

kate@worth-note.com · LinkedIn