Meet Kabir Choudry, Chief Customer Value Officer at Prophix

Kabir Choudry's first day at Prophix wasn't spent at the office. It was at Prophix Live! in Phoenix, shoulder to shoulder with customers. "This was like a dream come true," he recalls. "How else would I want to spend my first week than surrounded by customers?"

By the end of that week and conversations with CEO Alok Ajmera, one truth kept returning: "This just feels different."

The difference, he says, starts with people and culture. "What drew me here was the caliber of talent and a value system that leads with low ego, high humility and delivering results."

In his first 100 days, that impression kept getting validated. "When there's a critical issue for a customer, people jump in to fix it, regardless of whose responsibility it is. That togetherness is paramount."

Why customer value is a two-way street

Kabir's title, Chief Customer Value Officer, describes his position, but he defines it more plainly. "In the simplest terms, it's making sure business value is realized, perceived, and grown over the lifetime of each customer's relationship with Prophix," he says. "That's the core charter for our Customer Experience and Customer Success organizations."

Success, to him, is two-sided: outcomes and operations. "You should see it in the numbers, CSAT, NPS, reference ability and you should feel it in steady, sustainable growth that aligns with customer trust."

Customers as ambassadors

"Retention is continued use. Advocacy is when value is so clear that customers proactively promote the solution." What does early advocacy look like in practice? "Participation in user conferences and keynotes. A willingness to join the Customer Advisory Board (CAB) to help shape the roadmap. Sharing lived results on social media. Contributing to case studies. Being a reference in analyst conversations. Those actions build a community

At the latest CAB meeting, he saw that momentum firsthand. "We had customers who spent a full day with us after Prophix Live! They weren't there for features. They were there to help direct the product, the platform, and overall customer journey with Prophix. That level of commitment tells you the relationship goes beyond a login."

Building for scale, one operating model

Prophix now serves more than 3,000 customers worldwide. Consistency at that scale, Kabir says, depends on shared playbooks. "We use standardized frameworks for Customer Experience and Customer Success," he explains, "Define value drivers and time to value. Deliver through repeatable processes and tooling. Measure and communicate value through executive business reviews and the Voice of the Customer. And keep Sales, Product, and Marketing aligned around the same customer journey."

Engagement flexes by need. "We continue to evolve our use of high-touch, low-touch, digital-touch, and hybrid models that match customer segmentation and complexity," he says. "The point is to keep the experience consistent while recognizing that customer needs and business value outcomes may vary and require agile thinking."

He also moved quickly to reduce handoffs and align to the customer journey. "In my first 60 days, we transitioned Customer Success out of Sales and integrated it into the Customer Experience organization," he notes. "Now one team can own the full post-sales journey, onboarding, implementation, adoption, renewal, and ultimately reference ability. That end-to-end view helps us grow value, not just accounts."

AI, service, and the human connection

Kabir has led AI programs in customer technical support functions before, and he's specific about where he sees gains. "Digital self-service with intelligent agents, Natural Language Processing and automated knowledge improves resolution and availability," he says. "Smart ticket resolution, automated classification, predictive suggestions, and co-pilots for support specialists improves first-contact outcomes and enables proactive outreach."

The one thing he won't compromise is clarity. "The 'right balance' depends on mapping the journey. Use automation for high-volume, repetitive, low-risk interactions. Use team members for high-stakes, empathetic, or complex moments," he says. "Transparency and measurement sit inside a clear AI governance framework."

The habits behind a customer-first culture

Ask Kabir what a "culture of customer value" looks like inside the organization and he lists behaviors. "Know the drivers behind customer growth and loss. Deliver consistent experiences. Keep functions aligned. Listen through a defined path like the Voice of the Customer and hold leaders accountable to outcomes."

He runs the function like a portfolio with an operating cadence across lines of business Customer Success, Professional Services, Customer Technical Support, Product Adoption, Enterprise Enablement, and Customer Operations. "Each has clear objectives, a rhythm, and the right stakeholders," he says. "We review health, renewals, and KPIs regularly so we stay close to what actually matters."

Kabir's playbook is straightforward: keep value visible at every stage, turn customers into partners, and build the habits that scale. Do that, and advocacy follows. It's how Prophix One becomes not just a platform teams use, but a community they help shape.