Galaxy IT — Client Success Manager Assessment

Candidate Assessment

Client Success Manager

Murray, Utah · Full-Time · Confidential

Instructions

This questionnaire is designed to help us understand how you think, communicate, and approach real-world scenarios that are common in this role. There are no trick questions and no single right answer. We are evaluating your thought process, clarity, and judgment.

Read each scenario carefully before responding. Context matters.
Be specific. Vague answers tell us less than concrete ones. If you would send an email, outline what it says. If you would schedule a call, tell us what you would cover.
Write naturally. This is not a test of vocabulary or formality. Write the way you would actually communicate with a client or a colleague.
There is no time limit, but the entire questionnaire should take approximately 45–60 minutes to complete thoughtfully.
If completing this during an interview, feel free to ask clarifying questions. If completing this as a take-home, make your best judgment call and note any assumptions.

About the role: You would be the primary relationship owner for a portfolio of managed IT service clients. Your job is to retain revenue, grow accounts through upsells, and serve as the bridge between the client and the technical team. You also support inside sales efforts for new business. The company is a growing MSP with a small, tight-knit team.

Candidate Name

Email Address

Date

SECTION 01

Problem Solving & Critical Thinking

40% WEIGHT We want to see how you diagnose situations, weigh tradeoffs, and decide what to do.

QUESTION 01

The Renewal Negotiation

One of your largest accounts ($4,200/month) is coming up for renewal. The client's decision-maker is analytical, direct, and historically difficult to build rapport with. He doesn't respond well to relationship-based selling. Your internal analysis shows that their actual cost of service is closer to $1,900/month based on current usage. The client has been making noise about exploring competitors. You have a meeting with him tomorrow.

What is your plan going into this meeting? Walk us through your approach, what you would present, and how you would handle pushback.

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QUESTION 02

The Triage

It's Monday morning. You check your inbox and find the following three situations waiting for you:

Client A ($980/month): Sent a heated email Friday night saying "this is the last straw" after a support ticket went unresolved for three days. They've had recurring issues for months.

Client B ($3,200/month): Left a voicemail asking to discuss their upcoming renewal. Their tone was neutral. Renewal is in 45 days.

Client C ($2,900/month): Your technician flagged that this client hasn't been paying invoices for two months. No prior communication about it. The account is otherwise healthy.

Walk us through how you prioritize these three situations. What do you do first, second, and third? Why?

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QUESTION 03

The Hard Call

A client you manage ($820/month) has been unhappy for over a year. Despite multiple attempts to fix their issues, satisfaction hasn't improved. The support team is spending disproportionate time on this account relative to its revenue. The client's agreement ends in 90 days.

Do you try to save this account? If yes, how? If no, how do you handle the next 90 days? Walk us through your reasoning.

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SECTION 02

Communication Quality & Tone

25% WEIGHT We want to see how you write, how you read a room, and how you adapt to different audiences.

QUESTION 04

The Recovery Email

A client's network went down for four hours yesterday due to a misconfiguration during a routine update by your technical team. The client's office was unable to work for the majority of that time. The issue has been fully resolved, but no one from your company has reached out to the client yet.

Draft the email you would send to the client's primary contact. Write the actual email — not a description of what you would say.

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QUESTION 05

Two Clients, Two Approaches

You manage two very different clients:

Client X is warm, conversational, values the personal relationship, and typically makes decisions based on trust and loyalty.

Client Y is blunt, impatient, doesn't want small talk, and makes decisions based purely on numbers and ROI.

Both clients need to be told that their monthly rate is increasing by 8% due to rising infrastructure costs.

Write a brief outline (not a full email) of how you would deliver this message to each client. Explain why your approach differs.

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SECTION 03

Follow-Through & Attention to Detail

20% WEIGHT We want to see if you think in systems and next steps, not just good intentions.

QUESTION 06

The Handoff

You've just been assigned a portfolio of 19 managed service accounts. The previous account manager left abruptly, and there are no notes, no CRM history, and no documentation about these clients. You have their names, contact information, and monthly billing amounts.

What is your plan for your first 30 days? Be specific about what you would do, in what order, and why.

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QUESTION 07

The Dropped Ball

You promised a client two weeks ago that you would follow up with a proposal for upgrading their backup solution. You completely forgot. The client emails you today asking where the proposal is.

What do you do right now? And what do you change in your process so this doesn't happen again?

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SECTION 04

Sales Instinct & Revenue Awareness

15% WEIGHT We want to see if you can spot opportunities without being pushy.

QUESTION 08

The Hidden Opportunity

During a routine quarterly check-in call with a client ($2,300/month), you learn the following:

• They just hired 12 new employees and are onboarding them over the next month.
• Their office manager mentions they've been having staff use personal cell phones for work calls because their current phone system is "terrible."
• The client mentions offhand that they're opening a second location in six months.

What opportunities do you see here? How would you bring them up naturally without making the client feel like they're being sold to?

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QUESTION 09

The Revenue Question

In your own words: what is the difference between keeping a client and growing a client? How do you balance both in a role like this?

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FINAL

The Wildcard

One last thing — no right answer, no scoring. Just you.

QUESTION 10

Tell Us Something Real

Tell us something about how you work that wouldn't show up on a resume. This could be a habit, a philosophy, a lesson learned the hard way, or a tool you swear by. We're just looking for a glimpse of who you are when the interview polish comes off.

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Please review your responses before submitting. Once submitted, your answers cannot be changed.

Assessment Submitted

Instructions