Corelight Names Amanda Berger Chief Customer Officer

What happened

Corelight, a network-detection and response security firm, has appointed Amanda Berger as its new Chief Customer Officer. The announcement marks a deliberate move by the company to elevate post-sale customer experience to the executive level, signalling that customer retention and success are now board-level priorities rather than operational afterthoughts.

Berger steps into the role with a remit to oversee the full customer lifecycle — from onboarding and adoption through to long-term retention and advocacy — as Corelight competes in an increasingly crowded cybersecurity market where product differentiation alone is no longer sufficient.

Why it matters

The creation or elevation of a Chief Customer Officer role is one of the clearest structural signals a company can send about where it believes competitive advantage now lives. In high-complexity B2B categories such as enterprise security, the buying decision is only the beginning of the relationship; the real value — and the real risk of churn — sits in what happens after contract signature. By installing a CCO at the executive table, Corelight is acknowledging that customer experience is a revenue function, not a support function.

From a behavioural economics perspective, this matters because enterprise customers are not purely rational actors. Trust, perceived effort, and the consistency of human touchpoints all shape renewal decisions as powerfully as product performance metrics. A dedicated CCO can design the rituals, cadences and recovery moments that keep customers psychologically anchored to a vendor — reducing the cognitive ease with which a competitor can displace them.

The Renascence take

Most commentary on CCO appointments focuses on the individual's credentials. The more important question is whether the organisation has genuinely restructured decision-making authority around the customer, or simply added a title to the org chart without changing how trade-offs get made.

The appointment of a CCO is a hypothesis, not an outcome. The real test is whether Berger has budget authority, a seat in product roadmap discussions, and the power to override revenue-quarter thinking when it conflicts with long-term customer health. In our experience, CCOs who report to the CEO and control the full post-sale motion drive measurable NPS and net revenue retention improvements; those who sit beneath a CRO frequently become sophisticated complaint handlers. Corelight's leadership should be asked, publicly, which model they have chosen — because the answer determines whether this hire changes anything at all for their customers.